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

Sustained High Performance by Design

Facts, fiction and metaphor

Are we guided by facts or fiction?

We are guided less by facts and more by myth, fiction and fantasy.

9/11 is a fact, not illusion, so are the war 1, war, 2 and the war 3 now going on. We have democratized wars and conflicts, flattened it (The world is flat- Friedman) dispersed them all over the planet.

Bear Stearns, Freddie Mac, Fannie Mae, Lehman Brothers, AIG, the pharaohs of financial pyramids walk away leaving their accumulated follies on to the public. When the same happens to the farmers the escape route is suicide for many

Facts do not take hold of our minds as myth, fantasy and fiction do. The superman, batman, hunks, WWF, larger than life heroes/heroines, science fiction, the star wars and particle accelerators are attempts at creating modern myths. We need more and more potent amnesiacs, analgesics and anti-BIOTICS – substitutes to do away with the grim reality of life. Older myths still survive and we continue to be driven more and more by shadows and myths. We wish to forget facts or sweep them under the carpet. In India, we have an ancient text by name Bavishya Puranam. Bhavisya means future and puranam is an old epic story. I hope you see the twist. It is time for us to rely on myths to create a more desirable future. This is why we are compelled to talk in metaphors, since we are in a process of creating something which does not exist .

As technological bandwidth and connectivity increase, human bandwidth and connectivity decrease. I see this all around me, with my own children demanding more and more bandwidth and becoming less and less concerned about broader issues. I have begun to suspect that their jobs are creating an occupational hazard to them and the society at large. The higher incidence of suicides in Bangalore, to me, is a bandwidth problem of the latter kind. So is the terrorist issue. The first step to the making of a terrorist is to narrow his bandwidth. The multitude of disciplines and the silos they create offers the best setting for the narrow bandwidths which in turn chokes the channels creating more noise than communication. We need a Meta discipline, the first discipline, which connects the scientists, priests and the artist to transcend these barriers to communication and community since all the three are in the same business – that of explaining reality to lesser mortals like us. The knowledge hole is more serous than the ozone hole.

The bandwidth problem is not exclusive to the younger generation. Institutions too pass through the process. The midlife crisis of the CEO is passed on to the organization he heads, that of the politician to the country and of the Guru to the disciples

I met Jo on the beach, in my time with the fishermen. We continue to meet on the beach, less frequently, since he has moved to another shore. He is a PhD in his area of expertise but you would not get these thoughts anywhere in his work or even in the class rooms when he teaches. There is a risk attached with a wide bandwidth. One could be ‘excommunicated’. He believes in many births/many lifetimes. He still has hopes of pulling me over to his position on birth and rebirth. I am tempted to do so when confounded by the recollection of childhood memories in our workshops. I am afraid that after the age of five there is a kind of growing down in the process of socialization. Much later one could reconnect with these memories and grow up. I am yet to make up my mind whether to join his school or not but I have gained a lot from his arguments

Here is a brief on our many sessions on the beach over many years, since 1985

He would watch the waves beating on the shore and would talk about the waves in the production of bio-mass in the sea and the consequent rise and fall in fish production, what it does to fishing, corresponding waves in farmers’ produce on the land, the waves in life, business, and markets. He taught me to see things as waves and cycles. He foresaw the present crisis in financial markets and the coming economic slowdown, the big crunch in demand driven by the inability to connect to the voice of the masses across the planet.He has a pet theory on why Jesus recruited Peter as his CEO against our current paradigms of selection, recruitment, training and development. He challenged my B-school education. “If you have any competencies that you claim to have, go to the bottom of the pyramids and prove it rather than skimming the cream and stamping them with Ivy League labels”. Christ made the choice since Peter would fit the bill in terms of his mental maps that go with a fisherman.

So next time you go head hunting check their mental maps!

He stripped me of my notions of an internal flatland which he told me is the inheritance of all land based humans, since the beginning of settled agriculture, some 10,000 years in the past. Prior to that, the fishermen and the people on the land had the same worldview. Both were hunting and gathering. He was born in a fisher family, used to go fishing with his father as a child, an outsider to the flatland, having lived on the coast and the sea for generations. A good fisherman has a different worldview closer to reality than the humans on land. He is pushed to the brink much more than the farmers. He produces much more than the farmer yet he is poorer. He is seldom driven to suicide and the spirit of community is more alive in the ecosystem people who survive on common property resources

He is the one who introduced me to the concept of digital, analogue bandwidths and the other bandwidth, of expectancies in human communication and how the net result has not been any better. He has a very wide bandwidth which you would know only at a personal level. He would go on how water is recycled on the planet, how everything is in a cycle or process, that there is nothing linear or ‘straightforward’ about nature and then take the quantum leap to conclude that we too pass through a higher order version of the process. If we want we can break out of that giant wheel of births and rebirths

He challenged me with some insights from his many life times

Of the time he was in Egypt and Joseph’s dream of the good years and bad years. How the natural cycles in primary production would hurt the farmers and how famines would result unless the state steps in to lend a helping hand when the cycles turn against the farmer and why left to themselves, markets will fail the farmers. More so in the case of fishermen who have no property rights other than common property and open access to resources.

Of the time he was in Jerusalem and how Jesus had been reinvented over centuries to suit the bandwidth requirements of different times. Low bandwidth of practitioners leads to creation of silos and pyramids in disciplines which kills community and would conclude with a sigh. “It is all about bandwidth, of people, technology and the interface”

The Process – Enhancing bandwidth

I was playing a game with 57 MBA students for two days. It went on from 9.00 AM to 9.00 PM on day 1 and from 9.00 AM to 6 .15 PM on day 2

Prior to the game, I talked to a local politician to understand the business he is in, that of development of the locality

I also talked to their professor to get some insights about these young men and women who are in the business of becoming businessmen

The game commenced with an assessment of their present position, globally and locally, in the context of the global meltdown and the situation of the locality

Both the politician and the professor were exceptional people who will not fit in with our perceptions of the run of the mill in this category

Then the game with the students began, simulating an organization working together as a community for two days and an open selection process of identifying a group who would be offered premium placements   on the basis of their mental maps. Then I checked their mental maps on many issues.

All of them had a map as shown in figure 1 deeply ingrained in them, the code for failure – BOOMS AND BUSTS. They will with those maps will build their towers of babylon and will be wall street smart.

Mental maps

Fig. 1 is about birth maturity and death. Fig 2 shows the shift to a dynamic one of continual improvement and renewal. Is such a shift possible?

The first set never goes beyond the level of a clock or a bullet leaving the barrel of the gun. The difference is only in the duration, time.  The potential to self-regulate or the potential to transform to a learning engine, a sustained high performance system, is not expressed. The claim to culture, civilization, evolution, improvements are but empty boasts

Why so?

Columbus reached America. He never wanted to go there.  We too are as good as our maps.

Can we have a better set of maps? I told them of the Eagle’s gift

Between before and after, it is not the world that has changed but the map of the world. This is all that we can do and that is good enough.

The problem is not with the world but our maps of the world

We did quite a few other things, more stories, team learning, dialogues, Buddha’s smile, discussed the First Discipline Framework

They presented their understanding of the framework, told me of their dreams on the morning of the second day. They were surprised to look at their own process. All of them came up with evidence and data about the shifts, each contributing to the community learning process

We can indeed observe ourselves 24/7, the first step to continual improvement.

We positioned ourselves, fixed the direction for the journey and reflected over our improvements during the process. The shared space expanded as we moved along with the work.  The map for a learning community was crafted and the process is on.

Simulating High Performance – Defying gravity

The Business Strategy Simulation: New University, Udayagiri, TN. Number of participants – 61 including the three facilitators. The System of Profound Knowledge, (Deming) helps us to see how complex organisations work.   Organisations   guided by SPK will be more effective and successful. We demonstrate this using the First Discipline Framework. We tell stories, about 15 of them. Every community need to tell its own stories and recreate old stories. We reflect every now and then and the participants develop the game. Harvard agrees with what we have been doing for twenty years. http://hbswk.hbs.edu/item/6119.html

The Simulation

  • How do we fix the true north (the true point)
  • The business, transformation of the crowd to a sustained high performance community
  • Choose the CEO , prescribe a process, Position him so that he positions the community and make sure that the community is on a path of continuous improvement – sustained high performance
  • The CEO selects a custodian of maps, CTO, Facilities Manager, other additional positions as required
  • Selection of VPs Marketing, HR , Finance, Learning and Development , timelines
  • Position them in the appropriate quadrant by consensus of the group
  • The CEO fixes the true north , describes his compass function
  • The VP marketing outlines the market potential, BDP and personnel requirements / product/market mix, pricing, targets
  • VP HR – translates the business plan and organize the human component
  • VP Fin – the controller of weights and measures – Metrics
  • VP L&D – his/her business is that we learn continuously
  • Other roles: Regulators/industry associations/venture capitalists , external public

In the mornings we recollect our dreams to check whether our unconscious is aligned with our conscious. The process goes on for six days from the beginning to the 12th evening. Everyone worked on their own during the two holidays in between and continued to add value.  We climbed peaks and took glimpses of the blue ocean space and at times fell down to the valleys like humpty dumpty but managed to gather ourselves together and continue on the journey.

The game continues… but we are back to our respective places of work. Are we back to the same place? Certainly not, we have moved ahead towards true north, 61 of us … a learning community.

The journey/process is on. We plan to meet again

Sustained High Performance by Design

The Graphic User Interface (GUI) contributed significantly to the pervasive use of computers, PDAs, mobile phones and various other gadgets transcending barriers to the use of technology and thus accelerating the emergence of a more connected and flatter world. The GUI attenuated the complexity of the black boxes, hardware or applications software and facilitated self-navigation. A similar interface to the discipline of management would go a long way in bridging the even more challenging issues of transcending the divides and barriers to the emergence of global community

Management is relatively a young discipline with the potential to emerge as an integral Meta system to bring together various disciplines. However the student is often perplexed by the profusion of jargon resulting in a semantic swamp. The crossover seldom happens. The current context, of business, environment and development, raises serious concerns as to the relevance and validity of the practice. General Motors which provided the context to the Concept of the Corporation, (Drucker) has filed for bankruptcy. GM is not an isolated example. The best of talent which headed to the investment banks took decisions which they would have thought to be in the best interests of its stake holders which came to challenge the very foundations and premises of the discipline. Major growth stories of the IT era were mostly entrepreneurial and technology driven. This growth has peaked and in scouting for fresh growth the emerging markets have become the focus of attention. While China has more or less followed an aggressive path of taking on the competition, the Indian position still remains unclear and out of focus. For the student of developmental management India is unique in its level of complexity. It is what Galapagos was to Darwin in deciphering the story of evolution.  Solutions that emerge out of this complexity have universal validity that could meet the challenges of creating a more desirable future, both local and global. The GUIID is a map to make sure that we don’t miss the woods for the trees since in the final analysis we are as good as our maps since we know physical world through our maps of the world.

Reading the Map

The observer self at the centre attempts to make sense of the world looking inside and outside to fix its own position and evolve a map for the journey. The self can be the individual, organisational or community self. The map has four quadrants, directions, as in any other geographical maps. N stands for true north. The quadrants on the left are internal to the self and the right, external to the self.

At some stage in the process, the self positions itself for improvement and takes the invariant position, anchored at the centre. P is the present position, variant in time and F, the direction for the journey. Between the three, the common ground for all metrics is defined which can be made specific to each context, practitioner and domain. This is the solution space, the gap between potential and performance, the blue ocean space for the onward journey.

Quadrant NW is a map of the ideal, the deep structure, the conceptual, pure potential, design and the world of ideas .The order, hierarchy, complexity and potential increase with each level. The alignment and interdependence need to be recognised to understand the performance issues in the external world mapped in the bottom right Quadrant, SE. The four quadrants are analogous to the four wheels of a car, a learning engine, which continues to improve its past performance as it moves to true north. The eye at the centre represents the self, the observer and the driver of the car. The wheels must be aligned for the car to move on

There exists a conflict, misalignment, between quadrants NW and SE, ideal and the operational. The same goes for quadrants SW and NE, between internal self and the external social system. It is for us to create the alignment so that the car moves on. The first step is to see the interconnections and see the whole as one in process, evolving, in emergence from completeness to more of completeness. 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 exist a gap in every one of us which forms the personal sphere for improvement which would lead to the question, what are my potential and my performance?

Quadrant NW is the ideal, perfect, conceptual, pure potential in perfect alignment at all levels, from the maps to Meta systems.  Quadrant SE is the physical world of measurement, performance and mirrors NW, till 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, potential too.

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 problem/solution boundaries help reduce the search effort, accelerate learning and reduce the risks of futile search. A map is a pre-requisite to any 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 ideal of an integral and problem focused metrological pluralism suggests that we reflect on the way we use developmental metrics, in order to make principled decisions about which types of metrics are appropriate for which purposes. In order to do this we need to build validity and reliability profiles for existing metrics and begin to dialogue about the implications of what we have to work with. This rigorous reflection on metrics should be supplemented with reflections on the problem-spaces we face. What are we trying to do with the metrics we have? For example, it is likely that clinicians and coaches need different metrics than researchers, while educators require measures that differ from those used by organizational consultants. 2.  It is precisely this logic that has brought us to the current stalemate. All measures need to converge on the common ground of taking us closer towards true north rather than lead to greater chaos.

Using the map: A Simulation

Teaching is dead. Long live the Teachers – A Journey to the Centre for Accelerated Learning and Competency Development.

GS is driving.  Sree and Dinesh are new to the dialogues. JM and Sree are in the back. The mood is one of excitement. We feel as if we are going back to school. All of us had some experience in the past as regular teachers. Sree has recently taken up a teaching assignment in one of the B- Schools in Bangalore.  We are to meet forty Professors in one of the best seats of learning in the south. The University has around 14,000 students including a significant number of foreign students and 800 teachers on the faculty. We are to facilitate a dialogue on Accelerated Learning and Competency Development (ALCD), for eight hours.

Who said what is not very relevant. What is important is that the dialogue continues.

Welcome on board, Sree and Dinesh. First things first, the journey of 440 KMs starts with a single step

Confucius was wrong. There is something which is even more basic to the first step.

What is that?

Where are we now? Without knowing our position, we will not know where to point our first step to.

We are in Bangalore and we will be in Hosur soon and in another three hours we will be in Vellore, one of the earliest seats of learning, in the history of new India

What are you hinting at?

What is our position, I am talking about the invariant one? Are we teachers or students?

Students, yes, Teachers, not.  All of us gave up our teacher’s hats long long ago. We take the common position that we are facilitators, not teachers. This is what brings us together. Senge is right, we are our positions. The paradigm has already shifted. Teaching is dead, only learning matters.

But for your teachers you wouldn’t be here now. True. I hated most of my teachers and never wanted to be one.

But that is what you have become. Resistance creates resistance. You have become what you have hated most.

Yes, in a way. I was teaching for three years and I was burnt out. I walked away from the job.

That was because it was a job for you. What made the turnaround?

The bad teachers taught me the most, how not to teach and the best teachers did the least teaching. These were the ones who brought us to what we are doing now, accelerating learning and competency development. They facilitated. They did not teach

So teaching is not dead. Long live the teachers.

Hold on, there is a call from the University.

They are waiting for us. We are running late, stuck in the traffic. A garbage truck has had an accident, a multiple collision. The average effective speed of traffic on the road to Hosur is around 15 Kms, sans accidents like this.

GIGO, Garbage in Garbage out. In my hometown, the municipal tractors are on the road even at ten in the morning reducing the speed of traffic to the speed of the tractors.  Nobody seems to be bothered because things haven’t improved much in the last forty years of my flitting in between. The garbage inside is more serious than the garbage outside. The garbage is a toxic asset, we too need a toxic assets rehabilitation programme, TARP.

It could be a TRAP. You touch toxic assets and you too would turn toxic.

We will develop technology to handle it without getting toxic. If that is the case doctors would fall sick more than the patients.

Who says doctors are healthier than the general population?  There have been studies.

This is an occupational hazard. Once should know how to take care of themselves.

Hold tight, not to your hand rests but to your own positions. There will not be any risk. Risk is when we are not sure footed in our invariant position. Doctors fall sick when they shift from their invariant position, that of healers.  Catalysts are not burnt out in the process.

We will be late; the morale scale shows a low.

6.00 PM, we see the grand entrance and pass through the gates of learning.

A very lively campus, boys and girls crowding around the food courts …float over the magic carpets …walkways. There is an incredible feeling of lightness all around. We recollect the child in us.

The morale scale is up. We are transported back to our student days and memories of all the campuses we have been through, some of the best in the world. This too is a beautiful one, one of the very best. We are in awe of the grand vision reflected all around the campus.

The CAL team is waiting, patiently.   We have a wonderful dialogue. They have a great team and some veterans in the same domain. The morale scale registers VH, very high.  We present our game plan, agree and move on to the guest house, refresh our selves, impatient to move around and get a feel of the campus.

JM has a call from Shillong from Das whom he had met there during his last workshop on ALCD. Das wants him to meet his daughter, Madhu, a student here.  He lights up at the possibility of some market research, first hand. He promises to meet her after the workshop, the next day evening.

The dialogue continues late into the night.

9.00 AM.  The game is on

There is only one rule for the game. You are the prophet, I am not the one, and we are not the ones and perhaps the other way too.

Dialogue is possible between adults, in humility with the highest respect for the other. It implies that you respect your own self too.

We are 49 in all, professors, CAL facilitators and the four of us

GS presents the game plan. JM presents the framework. We do a simple metrics of where we are.  Activities and the process begin. Time shifts to timelessness. It is 4.30, time for the post metrics. The game is up at 5.00 PM. A good number of them would be interested in further dialogues. We sit together with the CAL team for stock taking.

We certainly learnt quite a lot and decide to meet again. The morale scale goes beyond VH

Madhu calls. She is coming over. JM has a long walk with her. His intuitions are validated. This indeed is the seat of learning in the south. He returns to the guest house.

The four of us take stock once again. We look at the times when we slipped from our invariant positions, a few, and retire for the night, pleased at a good day’s work.

Sreepuram is 6 Kms from Vellore. The temple is a very large magnificent structure, built at a cost of over Rs. 400 crores, a physical representation of the self on the ground, in the shape of a Sri Chakra. Sri Chakra and the Star of David are very similar. Sri is prosperity, goddess Lakshmi. There is a wait of three hours for the free darshan. We take the short cut option paying Rs 100 which still takes an hour. The sanctum sanctorum and the structure at the centre of a pond are plated in gold.   We attempt to connect our SELF to the structure and our own centres to the physical representation of it, the lotus flower on which the female principle of Lakshmi dwells. The soft music is pushed away by the silence at the centre. We return, more silent than when we went in

We drive back to Bangalore. The silence gives way. The dialogue picks up

So who is the driver of the car?  What drives us?

Are you referring to our car or the learning engine?

Even the car is not driven by GS because the CAL team were driving us to Vellore and now Giri is driven by his family because he steps on the accelerator to reach home by his regular dinner time with his kids before they go to bed.

If the car were a learning engine, which is defined as a system which continually improve on its past performance, I would say that the living matrix or the Meta framework is driving it

Why are you stuck up with frames and framework?

A movie is a designed collection of frames to evoke a deeply moving experience. This can work only if the design connects with embedded frames in the mind of the viewer.  The success of the movie will depend on how many are touched and to what depth they are touched. When one encounters a new situation, or makes a substantial change in one’s view of the present problem, one selects from memory a structure called a Frame. This is a remembered framework to be adapted to fit reality by changing details as necessary. (A Framework for Representing Knowledge, Marvin Minsky, MIT-AI Laboratory, 1974). He adds A Frame is a collection of questions to be asked about a hypothetical situation; it specifies issues to be raised and methods to be used in dealing with them.

The FD framework is an attempt to reach the common ground of such remembered frameworks.  That would accelerate learning and competency development so that we could achieve in three days much more than what may or not happen in the best MBA program in two years. Remember, some of us went through more than one.

Minsky further clarifies the distinction between the magician and the audience. For there exists a great chasm between those, on the one side, who relate everything to a single central vision, one system more or less coherent or articulate, in terms of which they understand, think and feel–a single, universal, organizing principle in terms of which alone all that they are and say has significance–and, on the other side, those who pursue many ends, often unrelated and even contradictory, connected, if at all, only in some de facto way, for some psychological or physiological cause, related by no moral or aesthetic principle.”–Isaiah Berlin {the Hedgehog and the Fox}

The difference between the magician and the audience is in their positions. The positions lead to a point of view.

Minsky goes on.

Questions arise from a point of view–from something that helps to structure what is problematical, what is worth asking, and what constitutes an answer (or progress). It is not that the view determines reality, only what we accept from reality and how we structure it. I am realist enough to believe that in the long run reality gets its own chance to accept or reject our various views. –A. Newell {Artificial Intelligence and the Concept of Mind}

What we are attempting through the framework is a Meta theory of problem solving to show the problem space which reduces the extent of the search effort and accelerate the pace of real learning.

The matrix, meta-framework points to the blue ocean space. Every achiever, manager, leader seek to grab a slice of this space.

Are you suggesting that the teaching paradigm has shifted to the learning paradigm?

It is just semantics. Chris says, the Welsh have only one word for teaching and learning, Hwyl!

Let us not forget Kuhn. Major changes result from new “paradigms,” new ways of describing things that lead to new methods and techniques. Eventually there is a redefining of “normal.”

We are in Bangalore. We have completed the circle. We are entering the dragon, back to the well.

We are not coming back to the same well. It is a different well. The ends will not meet since we are on a path of progress. It is not a recurrence to call it a circle.

Dinesh and JM get down, heading to the bar. GS and Sree head homeward. Both will make it to their dinner in time.