The Transformer

A body at rest continues to rust, thought the Monkey. I should get up and go. Food was no problem. His curiosity was beckoning him. He knew that he could go out only to the extent that he could go into the cave. He wanted to explore both the worlds.

He decided to go in

The Gallery was a complete work of art. He couldn’t imagine whose work it was and how long it would have taken them to complete it. They should have been working on it for ages. He wondered whether the humans would have done it prior to their exodus from the Planet. It could not be because had it been done by them, they wouldn’t have been compelled to take the exit route. How could one ever imagine to leave such a beautiful planet ?

He was brought back from his reflections by a shaft of light from far above which fell on an etching on the rock face.

He stood gazing at it for a long time and exclaimed: Hammer of Hammers!

TRFD

More than enough for a few days, thought the monkey.

It took much more than a few days. He found that he could go out into the external world far more than he had ever been. He stretched himself for weeks to find how far he could extend the boundaries of his sojourns

It was the day after the big thunderstorm. He had woken up many times during the night by the lightning and thunder. He was feeling called to go into the cave to fulfill his responsibility to the community to remain a monkey. The weeks of deliberations had led to flashes of intermittent lightnings inside his monkey brain. He knew what he had to do with the map that had taken him weeks to make sense of.

He had his etching tools. He went to work, doing his bit in the scheme of things.

He added a traffic signal to the two roads in the map.

TRFD2

He knew which of the roads, the humans had taken. He had made his own personal decision to take the road not travelled. As for the others he was not really concerned. He knew that Nature is much more ruthless than gravity and it would take care of itself. I too am that. He remembered a verse from his mom’s teachings, Thattwam Asi

The Nature of Nature:Community/Social/Intelligence/Learning, A Metasystem Perspective

Accelerated Community Learning

Most of us live in  a black or white, flat world. What do we choose to see, black, white, black and white, grey, green, grey and green ?

What we see is what we get. Intelligence is about seeing all of them and beyond. Seeing in pairs (the ark had its pairs) is inevitable since black is black in relation to white. We make sense by comparing. The quadrants pair, reflect each other, Q1 with Q3, Q 2 with Q4, Potential with Performance and Old with New

Potential = Performance + Waste + an Unknown Quantity, our raison d’être

All systems are purposive and reduction in waste is the super ordinate goal of the system

Growth is a process of positioning, fixing the direction (finding true north) and metrics of the  reduction in waste.

Red stands for decay and entropy. Green stands for continual learning and renewal

Community is about the commons, what we collectively share, value, enhance and preserve

More: FDF,  Knowledge Visualization,  

suggested reading :  An Outline of General System Theory (1950) Ludwig von  Bertalanffy

The Misinformation Overload and another Snake oil Cure

Misinfographics

It is the same wine, in a larger bottle

Packaging is everything in a cosmetic culture

You seem to be at your humorous best

It is not humor, call it pathetic humor.

The best packaging, container, will not take care of poor content in the long run. Snake oil salesmen will make only quick bucks.

That seems to be what business is all about! How do you separate the chaff from the grain?

We will first arrive at the essential content, the ideal, that which renders real value not the kind of value that marketeers   create out of ‘appropriate selfishness’. When we club all our appropriate selfishness we get what we see.  Osama is less dangerous than Obama

What do you mean?

The enemy within is more dangerous because all our defenses are pointed towards the one outside. And though we might have all the equipment we will not be equipped to pull the trigger when it is called for because of this internal squeamishness. The emperor is naked though fully covered up by the most elaborate and intricate ornamentation

Is there an enemy outside.

It depends on the position. From  a variant position, yes and from the invariant, no. There is no enemy out there. All deaths are suicides and all conversation a soliloquy.

The ideal is an internal dress code, the bare minimum to cover up our nakedness. The day we were discussing the issue one of our participants had a dream of a beautiful tomb. She could also see the rotting body of the emperor inside.

She must have been a good Christian?

She had overheard her parents reading the bible

The ideal is pure potential, perfection, reason, will, design, internal, conceptual, god for ordinary mortals, the grand design  for Hawking, in essence the same content in different packaging. Re-packaging is what creates the best sellers.  The semantic swamp that results appears to be information at first glance.

Let us get back to the roots. Sanskrit means, processed, civilized, cultured as against, Prakrit, the primitive, unprocessed. The essential content is the output of this processing that goes on, something which is perennial, universally relevant, beyond time and space, ‘akshaya’, immortal, culture or the ideal. We need to be clear on this to master separating the chaff from the grain.

This is the most essential competency to survive today.

Why flout all the rules of grammar and convention?

Sanskrit was the language of processing at one time. We need a new language of processing and our language experts suggested, Inglish. Inglish does not have the worldview that goes with English nor most of its rules of grammar. It is a common purpose oriented language which retains the essence. Most memories and conventions keep us tied down to the past.

So how does this competency take care of the information overload?

Information overload is a misnomer since the very character of information is that it kills variety and reduces the overload. It increases the order, fights decay and death. It is life giving.  We might call this data overload which is a boon to the storage industry and those who put all their faith in more power to the machines and less to the humans in general but not necessarily to an elite few.

We need some kind of meta information about information itself.

‘Ravana’, the emperor,  has ten heads, quite a burden for most practical purposes.  The ideal is mapped under ten heads in the call out in the top left quadrant of the map.  We have ten balls within that one ball.

You are making it more complicated? All those ten heads didn’t really help him.

All complexity is not a curse. Requisite complexity and variety are unavoidable. Miss out on anyone of the recipe, the dish goes to the garbage dump.

Why ten?

Ten is the minimum requisite variety to understand the basic design, the master templates of nature.

What do these ten heads stand for?

Let us take the information head. The information head is information about information. In the absence of this information one will not be able to transform data to information and reduce the complexity. Misinformation overload is the result

Another example

2×2 = 4, 4×4= 16, 16×16= 256, 256 x 256 =?

The multiplication table ceases to serve the purpose at a certain stage of increasing complexity. All tools reach this limit and at some stage the wheel needs to be reinvented. Reinventing is a new synthesis. It is relevant in other contexts too. When one has a major accident, on the road or off, it is time for a new synthesis. There are always better solutions and the best is always yet to come. Even health and healing is more about information than about medicines.

Now a little more meditation on the ten will give you all the clues. You are on your own.

Why always leave a large part of it unexplained?

We need to break from treating others as children, like all governments do, and relate as adults so that the adult emerges.  We point to the issue and one has to figure it out for oneself if it has to be of any use.

Bon Voyage

Real Time Management Development (RTMD)

Infographics – RTMD

We can make an improvement (not change) now, right at this moment, is the premise from which RTMD draws its significance

We are not jugglers because we hold on to just one thing, a ball at a time. It is either this or that, there is god or no god, it is good or bad, it is day or night, black or white and so on ad infinitum.

We have just run a content analysis on a popular social network for consultants/professionals and had to conclude that most of us are no exceptions.

(Are we the toxic assets?)

We need to move on from the black and white to the grey, the twilight zone and then to the  green, perennial, and then to the  creative commons and be at home with all the positions yet take an invariant position beyond all these and begin juggling with all the four and more.

The challenge lies in our action being justified against the ideal for all times and in making sure that our output invariably exceeds the inputs, giving more than we take.

If we agree we can move on.  If there is an agreement, we have taken a common position.

That is a great improvement.

The Window to the Self – A Thought Experiment

Return to the Centre and the new beginning

Imagine yourself at the centre of a perfect sheet of rubber being inflated all around in the conflict between the old and the new, the ideal and the operational.   Being a perfect sheet of rubber it does not get torn but stretches perfectly. The centre of the sheet remains at the centre, undisturbed

Now imagine the sheet being transformed into a perfect football. What happens to the centre? The centre is shifted to the centre of the football and the football is being kicked around in the world-cup with no timelines.

It is a perfect football. Nothing happens to the centre. It remains at the centre absolutely centred, motionless and at peace. Sometime during the process of being kicked around the football becomes aware of what is going on.  Instead of being chased around it decides to chase the players!

Imagine your own self, the perfection and the conflicts and the process of becoming centred, taking the lighthouse position and the beginning of the journey of sustained continuous improvement.

Infographics – Return to the Centre, 

A User Manual to the Self

“Dad”

“Yes, Johnny”

“The PC is not working”

“Look up the user manual”

“Dad”

“Yes, Johnny”

“The UPS is not working”

“Look up the User Manual”

“Dad”

“Yes, Johnny”

“I can’t figure this out. Where is my User Manual?”

“Ask Panditji”. (Panditji is the neighbourhood astrologer and dad a Professor of Strategic Human Resource Management in an ivy league B- School.)

Machines and gadgets come accompanied by a User Manual. But we do not come across a User Manual to  the most sophisticated system that we own and use, the self.  We use it  in very different ways and pay very heavily for our ignorance of the design of the system.

There must be some principles that one cannot do without for achieving better outcomes. These posts focus on them.

Self is the system through which we ‘see’, create meaning and make choices. The choices decide whether our actions lead to improvement or otherwise.

With more and more options available to each one of us the opportunity could as well be a threat,  how the interface is aligned will decide whether it will lead to greater good or havoc.

Self is the observer and also the observed. Reality is perceived / created by our inherited mental models that evolved over the history of humanity. If the world has turned out to be imperfect, it has more to do with our models of the world than anything else.

Being the instrument of all knowing and learning, study of the self is the first discipline, the foundation/unifier of all other disciplines.

The practice evolved through a process of dialogue since 1990 using the First Discipline Framework as a tool to create  convergence through  a process of discovering, enhancing and strengthening the individual, group, organisational and community self. The approach facilitates the emergence of a roadmap for unification, continuous improvement and renewal,  transcend barriers created by different disciplines bringing the various perspectives together into a coherent whole – a new way of looking at reality.

The approach incorporates positioning, measurement, feedback and self correction – the functions of the compass, clock and the feedback system which enables the traveller to be on course.

Getting started

I have a new DP, dialogue partner.

He is new to Bangalore and spent quite a long time reaching me and the opening sentence when he met me was

I have a problem with my GPS

Thank god you know that you have a problem with your GPS. Most people think they don’t have a problem with their GPS

What do you mean?

What is the first thing that we need to know if we want to reach my destination?

As usual we get a wide set of answers except THE FIRST which is where am I now.

So where are we now?

We may have to ask more questions before we come to the answer to that question?

When were you born?

dd.mm.yyyy

That was the birth of your body. You didn’t have anything much to do with it and you are much more than the physical.

Or is it that I am yet to be born?

WE, the community self is yet to be born ?

Birth of self and community self

Birth of selfWe were not born when we were born since physical birth is not synonymous with birth of self.

The Community Self is yet to be born.

The system at birth is comparable to the bullet that leaves the barrel of a gun. The bullet is helpless to influence its trajectory. Most systems do not go beyond this level though the duration could be much longer.

Self regulation is the differentiator to qualify to be a higher level system, evolving to become aware of the position, direction and regulating itself to influence the outcome, creating a more desirable future.

The key words are birth of self, position, direction,reflection and self-regulation

Another question- what are our basic needs?

Are they the physiological?  – Maslow’s hierarchy of needs; food, shelter, clothing , reproduction, social, self actualisation and so on. We will revisit Maslow some time later .

For those who commit suicide, life is no more meaningful, not worth the trouble.

If so the most basic need must be the need for MEANING.  If life is meaningful, then food has meaning – to keep the body and soul together

Soul is the unifying principle that, which connects, the glue, gives meaning, spirit. We have’nt really started. We are already getting mired in the  semantic swamp.

The semantic swamp contributes to global warming, cutting down more trees and creates more intellectual poverty rights.

Symbols make it easier than all the text and discourses.

The philosophy and the maths are very simple – the new maths

New or the very old, I don’t know

0, 1, 2, 3, ∏

Where

0 = nothing

1 = everything

2 = duality, the linear, static, partial truth

3 = connecting, the linear is transformed

∏ = synergy, whole > the sum of parts, dynamic, continual, real time, unending, quality of being connected, centre and the periphery

When the setting is right, the intent is expressed, the seed turns into the tree, caterpillar to the butterfly and the bullet becomes aware of its self, takes birth to eternity.

The journey begins here, that of transformation. “Well-nigh two thousand years and not a single new god”- Nietzsche.

We see the light at the end of the tunnel and walk out of the dark hole, the prison that we built for our SELVES

Oneness is the quality of the whole – the child in the womb is one with the mother and at birth is confronted by the separation, a perceived duality which is the quality of two, a linear world of many, day and night, good or bad, true or false, yes or no – the domain of problems.  The prodigal son revolts, eventually reconciles. The self evolves to resolve the contradictions, duality and recognise the connectedness – oneness. Not a return in the sense of going back since the self has moved to a higher level in terms of growth and maturity from the level of yes or no, true or false to the level of yes and no, true and false , good and bad.

This is the quality of three – trinity, the third position from which agreement, improvement and solutions are possible. The shift from the static and linear to the dynamic happens.

Intelligent choices and conscious evolution follow.

So where are we now ?

Other Less FAQs

Which is true north, the direction for the journey ?

How do WE make sure that WE are on the path?

Do we have a map of everyTHING to make it easier and foolproof?

The Map of Everything

The First Discipline Framework is a map to attenuate variety, reduce the babble among disciplines to facilitate positioning, fixing direction and self-correction for the process of continual renewal and improvement at different levels – individual, institutions, communities and community.

The map makes it possible to hang our different hats as practitioners of various disciplines, ‘social programmers’ – parents, pedagogues, priests, and politicians connecting the various disciplines and put them in perspective, SEE and SHOW (the visual has the highest bandwidth) how everything, living, nonliving, internal and external- is ONE, a continuum, in process and evolving.

The framework helps the observer self, to connect with the observed SELF, position, visualise the gap between potential and performance, fix the direction for the journey and make sure that we are on the path of continuous improvement/renewal.

Metrics, measurement, of true progress becomes possible.

The map has four quadrants and the observer is at the centre. The observer could be the individual, a group, an organisation or the species.

NW  is a map of the ideal, the deep structure, the conceptual, pure potential, design and the world of ideas .The order, hierarchy, increasing complexity and potential with each level, alignment and connectedness need be re- ‘cognised to understand the performance issues in the external world mapped in the bottom right quadrant, SE.

The four quadrants are like the four wheels of the car, a learning engine which continues to improve its performance as it goes forward

The eye at the centre represents self, the observer, and the driver of the car

The wheels must be aligned for the car to move on

But there exists a conflict between quadrants NW and SE, ideal and the operational

Between internal self and the external social system, quadrants SW and NE

It is for us to create the alignment so that the car moves on

First step is to see the interconnections and see the whole as one system in process, evolving

What makes the human unique as a class of systems is the potential to improve. There is ‘no’ gap between potential and performance up to the level of animals (see quadrant SW)

The gap begins after the level of animals. The gap can also be seen as the waste in the system, the unrealised potential, the root cause for problems. In terms of potential vs. performance the human is sub animal

Corresponding to the total potential/performance gap, there exists a gap in every one of us which forms the personal sphere for improvement which would lead to the question – what is my potential and my performance?

Quadrant NW represents the ideal, perfect, conceptual, pure potential, internal to the self and in perfect alignment at all levels starting from the maps to Meta systems (represented by the umbrella).  Quadrant SE represents the physical world, measurement, performance. Mirrors NW up to the level of animals. The knowledge gap is the major reason for the gap. There will always be a gap but it is feasible to narrow the gap and bring about sustained and continual improvements

Quadrant SW is internal to the self and NE represents the external social system. While learning is a pre-requisite to improvement, history and habits encourage conformity. This is both a challenge and an opportunity. Self could be the individual, team, organisational or community self. Complexity increases with levels

The map facilitates positioning, fixing the direction for the journey and measurement of progress.  It is possible to visualise the nature of the journey as an ongoing process of continual improvement and renewal. The first step is having a map for the journey. “A journey of a thousand miles begins with a single step.” Confucius. To take that first step we need to know where our position is and the direction in which to take that step, to be on course.

The potential performance gap is illustrated by life expectancy vs. longevity of exceptional people. Life expectancy in developed countries is around 75 which is an indication of performance. Potential is reflected in the exceptions, people living beyond their 100. The gap or the waste in terms of unrealised potential is 25 years, though life expectancy is not the only aspect to be taken into account. There are exceptions who achieve much more than average people with shorter life spans and those who continue to be much more productive in their second careers than in their first.

We need to visualise human potential if we are to realise it.  On a global scale the aggregate waste is astounding. The estimation has to be on multiple factors to illustrate the issue better. A corporate would attempt to look at the issue from many different perspectives, in terms of market potential vs. performance or the human potential vs. performance. The same could be attempted at different levels- individuals, institutions, communities, nations, global

The Cloud Community College

Eagle’s gift

Continual learning is the path to continual renewal.

Nature is in a process of continual renewal but for the ecological footprints left by our interventions. It takes more than a year for nature to renew what we consume in a year and some damages are irreparable.

Learning improves our mental models. The frog in the well forms a model of the world. The eagle on the tree has a different model. When the frog is taken out by the eagle and brought back into the well these two merge together to form a map of the world. The world has not changed but the models of the world have changed. We had a flat earth model in the not too distant past. With better technology and tools these models have given way to maps with increasing precision. Though maps of the physical world have become more precise the mental models that went with them are not easily discarded.

The eagle represents the big picture and frog, the details. Both are connected just as the Hubble telescope sends us pictures from outer space and the femtoscope helps us see the smallest of the small.

The eagle represents the global and frog the local which are but different perspectives of the whole. Thus being GLOCAL – is an imperative.  So is the imperative of continual learning, leading to continual renewal. We are frogs in the well of nature

A brief history of learning/ renewal

Real work is the expression of a mature self

As a Dairy Technologist, I used to watch the huge butter churns in motion, waiting for that magical moment when the cream breaks out into globules of butter. This was my first project at work- to find a solution to mountains of cream that had accumulated over the previous surplus season. In the long hours that i worked towards reducing the bulk, I was forced to fight the boredom, visualising the mythical churning of the sea of milk by the Devas and Asuras to make amrit, the stuff that makes one immortal – knowledge.

Later on I had the privilege of observing a very sedentary ascetic centenarian for the last twenty five years of his pursuit of learning which had started at the age of nine. At 60 he had made it known that he had another 40 years of work left to complete. He completed his 40 years and went on for another six months and 15 days.

In developed nations the fastest growing segment of the population is centenarians.

While most “successful’ people in the ‘modern world’ (read top of the pyramid – sic) contribute in real terms for 15/20 years of their life span of around 75,  what goes into the making of the rare centenarian who remains productive many times  over ? If the product is in the process, what makes this process so rewarding in itself which keeps them relatively less mortal physically and immortal in the world of knowledge. Why are we not able to go beyond them as a community?

A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.  – Max Planck (1858-1947)

Imagine the churning that preceded the above statement!

Nicolaus Copernicus (February 19, 1473 – May 24, 1543)

Proof: Galileo, (1564-1642) Strategy: Patience, non- action, out-wait competition

Ever wondered about the history of churning and the consequences?

We have a secret dread of being thought ignorant. And we end by being ignorant after all, only we have done it in a long and roundabout way. (From the short story – Once there was a King) Rabindranath Tagore, 1839-1941. The Parrots Tale develops this in much greater detail. Viswabharati, the university he set up, was the solution that he came up with for the problem.

There are only two ways to live: Either without thinking of death… or with the thought that you approach death with every hour of your life.  – -Leo Tolstoy, 1828 – 1910

There is a third way, the path of regeneration, living with birth/death, NOW, in real time, the path taken by the high performing centenarians and the path open to the next generation who would go far beyond them. Most of us live in linear time. Living in real time is living in eternity.

Tolstoy  was a prophets’ prophet, a link in the long chain from Buddha, Asoka the great and Christ who greatly influenced two of the heroes of our time and kept alive the idea of non-violence and non – action, Mohandas Karamchand Gandhi   (1869 –  1948) and Martin Luther King, Jr. (1929 – 1968).

Why did most champions of non-violence, have to  die violent death?

Tolstoy’s thoughts on How to live: (He appears to have founded the human potential movement much ahead of the new age messiahs of the movement)

  • The more upset you are with other people and circumstances, and the more satisfied you are with yourself, the further you are from wisdom.
  • Don’t compare yourself with others. Compare yourself only with perfection.
  • It is not the place we occupy that is important, but the direction in which we move.
  • When you want to escape from rage, do not walk, do not move, and do not speak. Your rage cannot be justified by anything. The reason for your rage is always inside you.
  • Speak only when your words are better than silence. For every time you regret that you did not say something, you will regret a hundred times that you did not keep your silence.
  • There are two ways not to suffer from poverty. The first is to acquire more wealth. The second is to limit your requirements. The first is not always in our power. The second is.
  • You do not have the right to be unhappy with your life. If you are not satisfied, see this as a reason to be unsatisfied with yourself.
  • The more strictly and mercilessly you judge yourself, the more just and kind you will be in the judgment of others.
  • Strive for goodness without any expectations for rapid or noticeable success. For the further you progress, the higher your ideal of perfection will rise. Yet it is the process itself, this striving, that justifies our lives.
  • Nobody knows where the human race is going. The highest wisdom, then, is to know where you are going.
  • The truth is that the State is a conspiracy designed not only to exploit, but above all to corrupt its citizens … Henceforth, I shall never serve any government anywhere.
  • There can be only one permanent revolution – a moral one: the regeneration of the inner man.

He died on his way to become a wandering ascetic. Imagine the churning.

Fyodor Mikhaylovich Dostoyevsky,  1821- 1882 turned out to be more prophetic than Tolstoy –  Raskolnikov, the hero of Crime and Punishment  is the template for our current role models  who have perfected the art of committing the perfect crime and earn  their place in history as saviours of the world.

The product is in the process.

The seats of learning/ churning/clashes and the interplay of history, knowledge, power, religion, politics and culture

Taxila   6th century BCE to the 5th century CE

Nālandā  (427 to 1197 CE)

The Imperial Nanjing Institute, China, founded in 258, has perhaps the longest unbroken tradition

Budha , Christ, Ashoka 304 BCE – 232 BCE ,  all belong to this period.

Taxila was burnt to ashes in 1197. The fire went on for weeks.

Prophet Muhammad, 570   – 632

The University of Al-Karaouine, Morocco was founded in 859 by two well educated wealthy sisters. Played   a leading role in the cultural and academic relations between the Islamic world and Europe in the middle ages,

University of Bologna, Italy, 1150. The term university was coined at the founding of this seat of learning.  The University of Paris was founded even earlier, was split into 13 universities in 1970.

1167    University of Oxford, UK.  Exact date uncertain, teaching existed in some form since 1096

1209 University of Cambridge, UK

1440 the Printing Press

Martin Luther (1483 – 1546)

Harvard University, 1636

Karl Heinrich Marx (1818-1883), John Maynard Keynes, (1883- 1946)

W. Edwards Deming, (1900 – 1993), Peter Ferdinand Drucker, (1909-2005)

Drucker had personal experience of the Nazi regime, probably would have listened to Sigmund Freud as a child, and was a student of Keynes and Schumpeter. He foresaw the possibilities of the modern corporation and continuously reinvented himself. One might conclude that he also foresaw the need for a new paradigm of management with the focus on the self, managing oneself, for which he himself would remain, one of the best models.

Drucker started the study of General Motors in 1945, leading to the publication of the Concept of the Corporation and began his career as a consultant, teacher and writer. He remained at the forefront of the discipline he founded for half a century.

Deming started from where Drucker left off towards the end of his career. Had Deming been accepted in his home country as much as Drucker in his country of adoption, perhaps we wouldn’t have been in our current crisis. The prophet is seldom respected at home. One could argue that Japan had the cultural pre-requisites to accept Deming and the US ultimately had to give in reluctantly to the competition. Drucker could not save the corporation/s whereas Deming left a legacy which forms the foundation to the discipline that Drucker is said to have founded.

The Web. 1992. The parrot leaves the cage, the seats of learning move to the clouds. The internet has dematerialised learning from the seats of learning. Technology has become real time but people have not moved to real time. . We need new paradigms to bridge the gaps and transcend the learning plateaus in our journey of continual renewal and improvement

> a  new discipline and pedagogy > the first discipline>the discipline of sustained high performance

1. Context

The BRIC is broken

The tail wags the head

WMD – Destruction or Dialogue?

War on terror/ talent – WFT, Dream merchants and the revenge of the underdogs

Recession, Booms and Busts, the long cycles and the bubbles in between,

Is there a future?  The rise or fall of India, Indian = Global

The climate /energy crisis, water /food security and sustainability

Finance capital > Human Capital > Community Capital > Eco-system Management > Developmental Management > Rethinking Development

Reinventing the discipline of Management

2. Management Overview

Missing the wood for the trees – What we failed to see, Marketing Myopia, Theodor Levitt

Peter Drucker. The Bystander> End of economic man > to Managing Oneself

Beyond Competitive advantage

3 . First Discipline, SHPC :  A Map to the Future and the Road ahead

  • 1. Continual Renewal >  Regeneration Therapy
  • 2. Personal mastery and LLL, Life Long learning, learning plateaus
  • 3. System/s Thinking
  • 4. Accelerated Learning and Mental Maps, KM
  • 5. Positioning yourself, your business for SHP
  • 6. Community Intelligence
  • 7. The Singularity Perspective- the map of all maps

4 The Practice of First Discipline.

The tool kit – a backpack for the road

Dialogue and Storytelling

Analytics and Gap Analysis

Aligning with the Deep Structure

Conscious Dreaming,

Participative Action Learning, Research and Real Time Management Development

Sustained High Performance – Growth by Design

5.  Custodians of the Future

The Blue ocean people

Milk is white

God’s own country, Devils too – Between the devil and the deep-sea

The Eco-system people, fishermen/ tribal communities

The Fusion fuel and the Energy Challenge

6.Creating the future by design

Rethinking CSR, Wealth and Charity

7.  Strategy.

Animating the Learning Engine, Maintaining the LE for SHP

Appendix

Context: First Discipline?

The global failure of management as a discipline- Enron to Lehman brothers, recession, failure of IT , bubbles, poverty and conflicts. Thought leaders –  Peter Drucker over the years –  In spite of all the hype management in the west also has failed to deliver against the global context

Local failures: Failure to connect to the developmental management issues of India

Failure to define what is Indian (global) about management

Failure to attract management to governance and development

Academic work in India has failed to make a global impact

A dialogue between an academic and a development  practitioner

The  collapse of governance

The disillusionment with managers and academics, failure of leadership/intellectualism

The majority are left to fend for themselves –

TECHNOLOGY AND ACESS IN A CONNECTED WORLD

One man can make a difference

IT was entrepreneurial /technological/ learning breakthrough and not a product of management thought

Competencies of the new manager- Development practitioner?

The blogs explore these issues through dialogue

+

. Birth of the professional manager: the ethical /competency /community imperatives

Peter Drucker vs Amartya Sen

Stafford Beer vs. Peter M Senge

Prahlad vs  Porter

Chris Argyris vs. Maslow – End of Organisation man ?

Deming  vs. Drucker

Aurobindo  vs. Ken Wilbur

Management Development , Nurturing the new managers

Action learning – Reginald Revans

Schumacher vs Schumpeter

Kuhn