Blue Hat System by Jon Clement

A case of independent freedom.

BlueHatSystem @ gmail.com Jon Clement July 21, 2009 Blue Hat.doc 1v1

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Contact me to get your hands on a hard copy of this document or find the latest version at: http://www.BlueHatSystem.com

If you had one day to change someoneâ&#x20AC;&#x2122;s life â&#x20AC;&#x201C; what would you teach them?

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What is this? The Blue Hat document is a collection of tips for every area of life.

Where to start? This depends on how much energy you have:

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Introduction Browse the foreword for motivation then skim through the different sections. 1 hour view Read the foreword then understand how the system works. In-depth Learn how to adapt the tools and model them in your life. (See the concrete examples in the appendix ‘Ideal binder’).

We’re now at a tipping point between information and collaboration. Unfortunately, we haven’t agreed on a simple starting point for all knowledge. This manuscript fills that gap by providing a central collection of tips for personal effectiveness and theories on ways to deal with day-to-day circumstances. Topics include: how to understand your personal values, to habit forming tips, to best practices in design and creativity. Even though knowledge is ever expanding, I believe that any progressive thought will fit into one of the following chapters. I could revise and add to this manuscript for another decade – but that’s what you’re for; Adding layers and connections to these basic models of living. Please accept this first release and feedback any suggestions or concerns. Jon Clement

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Table of Contents

FOREWORD ................................................................................................................. 7 TOP DOWN VISION .................................................................................................. 14 NEEDS ..............................................................................................................................14 PURPOSE ..........................................................................................................................15 BELIEFS............................................................................................................................16 VALUES............................................................................................................................17 GOALS .............................................................................................................................18 HABITS.............................................................................................................................20 PLANNING ........................................................................................................................21

GETTING THINGS DONE ........................................................................................ 23 Regular Review....................................................................................................................24 TIME MANAGEMENT .........................................................................................................25 Procrastination....................................................................................................................29 OPTIMIZING ......................................................................................................................29 Productivity .........................................................................................................................31 MOTIVATION ....................................................................................................................33 MANIFESTING ...................................................................................................................35 IDEA HARVESTING ............................................................................................................36 ORGANIZATION ................................................................................................................36 Information management....................................................................................................40 ACTION ............................................................................................................................47

PERSONAL DEVELOPMENT .................................................................................... 48 ENLIGHTENMENT ..............................................................................................................51 Consciousness......................................................................................................................51 Failing.................................................................................................................................. 57 Awareness ............................................................................................................................57 Courage and fear ................................................................................................................62 Self-confidence ....................................................................................................................63 Self-discipline ......................................................................................................................65 Perspectives .........................................................................................................................67 Circle of Influence...............................................................................................................68 Attention...............................................................................................................................68 ACTIONABLE SKILLS .........................................................................................................71 Mediation.............................................................................................................................72 Visualizing ...........................................................................................................................73 Memory ................................................................................................................................ 76 Learning...............................................................................................................................77 Sleeping................................................................................................................................ 82 Humor .................................................................................................................................. 83 Change ................................................................................................................................. 84 Behaviour.............................................................................................................................90 Health................................................................................................................................... 93 Design .................................................................................................................................. 94 Problem solving.................................................................................................................100 Technology.........................................................................................................................136 Communication .................................................................................................................136 People skills.......................................................................................................................172

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Creativity ...........................................................................................................................179

GENERAL .................................................................................................................. 186 TOOLS ............................................................................................................................186 COMPLEXITY ..................................................................................................................187 SAMPLE HABITS .............................................................................................................193 BRAIN ............................................................................................................................195

BUSINESS .................................................................................................................. 197 PROJECT MANAGEMENT .................................................................................................204 BUSINESS OPERATIONS ...................................................................................................214 ENTREPRENEURSHIP .......................................................................................................217 SELF EMPLOYMENT .........................................................................................................225 CUSTOMERS ...................................................................................................................228 CAREER AND WORK ........................................................................................................230 INNOVATION...................................................................................................................232 NATURAL ENTERPRISE ....................................................................................................242 Overview and motivation..................................................................................................243 Entrepreneurship Groundwork ........................................................................................245 Marketing...........................................................................................................................246 Research.............................................................................................................................247 Tap the knowledge of crowds ...........................................................................................247 How-To Research..............................................................................................................250 Finance ..............................................................................................................................251 Accounting 101..................................................................................................................253 Association.........................................................................................................................256 Management ......................................................................................................................256 Goal-Setting.......................................................................................................................257 Defining Roles ...................................................................................................................257 Networking.........................................................................................................................258 Managing Growth .............................................................................................................260 Stakeholders.......................................................................................................................260 Business Innovation ..........................................................................................................261 Knowledge Management...................................................................................................263

APPENDIX ................................................................................................................ 268 TWELVE STEPS TO BRAINSTORMING ...............................................................................268 REFERENCES ..................................................................................................................281 IDEAL BINDER ................................................................................................................283 DOCUMENTING DEVELOPMENTS .....................................................................................286 THE INCOMPLETE TRIGGER LIST .....................................................................................288 OPEN QUESTIONS ...........................................................................................................289 SCAMPER .......................................................................................................................291 TRIX MATRIX................................................................................................................293 TRIZ: 40 INVENTIVE PRINCIPLES WITH EXAMPLES ........................................................295 HATS CHARACTERS ........................................................................................................304 TEMPLATE: PLUTO IDEAL BINDER 2.1 ............................................................................306 OLD INTRODUCTION .......................................................................................................316 SEED ACTION FLOWCHART .............................................................................................327 VISUALIZING DEPOSITORY DATA ....................................................................................328 TEMPLATES ....................................................................................................................330

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Things I’m still working on: •

Language translations:

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An upgrade to the website that supports discussions. http://www.BlueHatSystem.com

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Foreword There are no fast and easy results. I originally began my personal development research with self-help books. However, they where all vague and filled with inflated personal success stories. Where were the actionable ideas and suggestions? Some books suggested new concepts but failed to consider whether people have the means to organize and execute them. This manuscript is my distilled collection of tips for dealing with the world. Wondering where to start? Have a look at the table of contents then begin reading from any section. Start by considering the big picture. We are born with a very narrow view of the world and our blinders focus our attention to the details. Our blinders begin to open as we age and gain experience. Finally becoming peacefully self-aware, our understanding of the world shifts from the simple task, to the process, to an executive view of our place in the future. Similar to the way our ear overhears a conversation in a noisy room, our brain adapts to filter details that once held our attention as a child. This ‘perception bouncer’ dampens the noise so that we can concentrate on higher thinking. Over time however, many experiences become objectified and the meaning is glossedover or lost. A good example is the ‘big-city syndrome’ of ignoring everyone who walks past you. Your brain assumes that it’s just another person. The lesson: Suspend your pattern of objectifying and redirect your attention to what is happening. How do ideas pop into our heads? People observe different things and have different experiences. My newest theory is based on the barber’s comb. Try this visualization: Picture a bucket filled with soapy water and thousands of black barber combs. Each comb is an experience or thought. As you begin to think of a topic such as cars, the combs (or thoughts) related to cars begin to bubble to the surface of your conscious mind. When I say the world ‘tires’. Ten combs jump from your bubbling subconscious and into your mental ‘ram’. Each thought comb has a tooth that is associated with the word ’tire’. For instance, one comb might be a memory of an old tire without a hub-cap. Another could be the thought of the oversized wheel on your tri-cycle when you where a child. The point is that associations and connections can be triggered between all our experiences. Being aware of your ‘perception bouncer’ will improve your ability to focus and consequently the effectiveness of your memory. Frames of thought are important in conversations. To get a new point across to someone with different experiences, you may have to change your perspective and put yourself in their shoes. You’ll never convince someone until they are ready. Begin by understanding the problem from their point of view. Is their definition of ‘perfect’ different from yours? The biggest problem with communication is the illusion that it has occurred. Don’t listen with a preconceived notion as you wait

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for your turn to speak. Instead, give total appreciated attention. Stories and analogies make concepts easier to understand because they can be internalized into a myriad of existing frames of thought. Also be aware that hardwired frames can give automatic responses. For instance, the mention of eggs around Grandpa will immediately cause him to tell his story of ‘The Chicken or the Egg’. What can you do? Doubt! Acknowledge that you don’t know anything for sure. The doubt will cast new light and allow for deeper questioning. Doubt that you know what Jim will say next. Doubt that your morning routine is the most efficient or pleasant that it could be. Escape your current thinking. The ‘Slow movement’ points out that there is time to appreciate, assess and question your feelings and actions. Think through arguments and draw your own conclusions. It’s more challenging but also more rewarding to share your own opinion. Don’t take yourself too seriously. You can’t be perfect. Acknowledge and know your biases. Cut to the chase, be consistent and keep tabs on yourself. So how do you get things done? Want to lose weight? Eat less and exercise more. I don’t enjoy starving myself so why not start by running regularly. How do you remind yourself to do that especially when it’s not a habit? How do you know whether you have the time to run? Don’t you already have too much to do at home? What about your other big plans like learning the guitar? Was that ever important to you in the first place? Let’s try approaching the problem systematically. Be ready for ideas that pop into your head: 1. Have a trusted place where you can collect, process, organize, review and action your ideas. 2. What is your next action? You don’t need the newest PDA (personal digital assistant) to be organized. It’s more important to have, for instance, a cue card that is always ready to collect your thoughts and insights. Ideas will either fad as fast as a good joke or fill your conscious mind with worry. You shouldn’t have to think of something more then once. Either do it now (if it takes less then 5 minutes) or add a reminder to your trusted cue card. Let your advanced worrying be advanced planning and thinking. Clearing your mind is the first step to being creative and aware. Spend an entire weekend pouring through every piece of scrap paper, and every object in your home <see trigger list in appendix>. Process each item by considering the ‘next action’. If you have shirts that need mending, your next action is to find a needle and matching thread. If there’s no ‘next action’ then toss it in the garbage. Also consider ‘buckets’ related to items of reference, commitments, things to read/review, or reminders such as bill deadlines. You can only plan what you want to do by first knowing everything that you need to do. Remember that ideas are meaningless without action. Follow through on commitments and do regular reviews: Monthly, review every item on your list to get a big picture view of your life.. Remove anything that is irrelevant. Highlight upcoming deadlines or high priority items.

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MOST importantly: The weekly review. Every week pull-out the cue card that you’ve been doodling on One side contains inputs (new ideas) and the other side the previous weeks’ actions. Once a week you must review this! Transfer unfinished actions and your insights to a new cue card. Drop any items that are no longer relevant. If you’re nearby your ‘to-do’ repository, collect and categorize these inputs into your trusted system. Try to stick to only two major priorities every week. You’re now in a position to schedule a weekly run. But how do you know what’s important to you? When is it acceptable to sacrifice family time for work? How can you apply less effort more effectively? It’s easy to set priority when they’re laid out for you (i.e. school) but how does it fit into the big picture? How do you choose between productive and important things? Don’t sweat the small stuff. Will this matter a year from now? Abandon it if it has met its purpose. Determine whether you stress easily over small things by being aware of your feelings as you try to handle two conversations at once, for instance, between a business call and your niece. In your moment of stressing over work -- are you forgetting what’s more important to you? Try to proportionalize what you have to do. Most people spend more time worrying about risks and things that they have no control over. You are surrounded by a circle of influence; Things that you can control and people who you can impact. Success is often viewed as the number of choices you have. How can you increase your circle of influence? Be proactive and separate the urgent from the important. Breakdown the important tasks and try to do a simple next step. When focusing on a new project, begin with the assumption that you will not be rewarded for it. Instead, challenge yourself every day. Knowing your goals will help choose the important areas of your life to focus on. You may choose to focus 30% on hobbies, 30% new business and 30% personal time. Visualize being successful in the future. Step backwards to consider the steps that will take you there. Listing your values and what’s important to you will help set a mission statement. How can someone master their creativity without the help of the rest of the world? Avoid nay-sayers and never try to do too much by yourself. The path to self improvement is self assessment. Truthfully acknowledge your biases and follow through with your goals. People only change or get courage when there is no alternative or the risks out ways the fears. Write a vision statement of success and routinely review your performance against your goals. Use a Mind map when developing a new idea. Focus on the connections between high-level concepts rather then following strict rules. Find the need and fill it. Things are this way for a reason. Take the time to research, observe and understand the reasons for why things are the way they are. The cost of not knowing is immense. Look beyond the simple answers. When Einstein was asked what makes him different from other people he said,

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“if the average person was told to find a needle in a haystack - they would stop once they find the needle. I on the other hand, would tear through the haystack until I found every last needle”. Use a challenge question to help focus good ideas. Any trend monkey can come up with ideas, but are they solving the right problem? If you’re dealing with a complex system, you’ll have to look for patterns and barriers by probing and sensing. Fail often to succeed sooner. Someone working on a concept (even if they’re failing) is more important than a lot of people thinking it’s a good idea. When creating something for a customer, experience-map all their interaction points and keep it simple. It’s the enthusiasm that defines us. Before enlightenment, chop wood and carry water. After enlightenment, chop wood and carry water.

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1-2-3 Steps to Creating Anything

STIMULUS

RESPONSE

You have options. From the smallest task of changing a light bulb, to writing a letter, to building a dollhouse, to building a real house. As your projects get more complicated – there are standard tools that can further spark your creativity or help manage the information overload. Goal of this project:

Simply empower everyone.

It must be easy enough for my mom to explain to her friends. It must support procrastinators (like me). It also must entertain the ‘keener’, business person or artist. Where to start? Dots and boxes. Imagine three boxes. Each one is more detailed then the previous:

1 The circle in box (1) is you. You might glance around the room and focus on something. While shopping, you may cross items off your grocery list. You’re paying attention to the moment and doing things that make the most sense.

2 Box (2) reminds you that you can influence things around you (and they on you). Faced with a difficult decision, you’re suddenly self-aware and are reminded of how it might affect your weekly goal of, for example, spending less money.

3 Box (3) holds the bigger picture. You share connections with others. Maybe there’s something you’ve always wanted to do. Hard work requires organizing, developing and planning.

This system is based on these three characteristic steps. The following concepts highlight how you can prepare yourself for any situation. This concept may be easier to understand graphically:

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One day it occurred to me that I had too many things happening at once and too many undeveloped ideas in work and at home. What makes someone sit down to compose a masterpiece? They often start with an idea and produce a beautiful result. What path gets them there? IDEA

RESULT

Where to start Sit for a minute and consider all the things you’d like to do. Consider what’s on your mind and people you need to visit. Be in the moment and look at your surroundings. Be creative and try to think of ways to make yourself more comfortable. What projects do you want to complete? Where do you start?

Getting Started The ‘Blue Hat’ system outlines the basic skills needed for being organized, creative and proactive. These separate chapters can be read and referenced individually. For instance, the innovation section is related to concrete business applications and may not be as applicable as the ‘worldly’ advice in the middle chapter.

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Getting Things Done The ‘blue hat planning chart’ at the end of this booklet flowcharts the process for clearing your mind. It outlines how to be effective even when you don’t have the time or energy. Creativity

This section describes the natural creative thinking process. The 12 step process can be used to help tackle any problem. Use this module as a reference for your next brainstorming session.

Values

We are held together by our values. How often do we revisit what is important to us? Isn’t this a necessary step in setting the major goals in our life?

Innovation

The above three learnable skills can then be applied to business innovation. This section explains how to be an entrepreneur.

“The beginning is half the action.” The ‘Blue Hat’ system is a set of guild ines for pushing your thoughts to a final solution:

Collect Æ Process Æ Organize Æ Review Æ Do Get things done on your own terms by moving your thoughts through a trusted system. You don’t manage time, you have time. Select the next task based on what you feel like doing. Solve the problem by visually walking through the natural problem solving process. “Life is denied by lack of attention, whether it be cleaning windows or trying to write a masterpiece.” – Nadia Boulanger

We are in the information age. The internet has made access to information easier and current knowledge obsolete faster then ever before. If you’re learning something new – when will you know that you’re finished? With so many open loops and things that have to get done, how can we focus on the moment and pay attention to the now? Make a front-end decision on what you’re thinking about. Sort, commit, and remind:

Focus on the idea in your head State it in one sentence Describe how it will make things different Note the next physical task.

Follow these simple steps and clear your mind now! Why are you worrying about remembering? Instead, have “mind like water” that is ready for productive thinking. We have never been taught how to think about our work. Most of it has already been defined (School projects, firefighting an overdue thank-you letter). Why waste time worrying about it if it’s beyond your influence? Instead, have a system that reminds you of things in the context that you can act. For instance, being reminded to pick up spare batteries when you’re at the grocery store. Scan horizontally at all the topics

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around you (voice mail, broken computer, etc.) Then think vertically and focused on how it can be tackled. “Let our advance worrying become advance thinking and planning.” -- Churchill Manage what engages you at the lowest level. You should be thinking about things, not of them. Organizing your tasks will free up enormous creative and constructive thinking.

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Needs We’re only human. Our needs and desires are bounded by time and our physical limits. A young asked Socrates how to gain wisdom. Socrates plunged the mans head under water as the man struggled for life. Finally, Socrates let him up to breathe, and when the man, gasping for breath, asked why Socrates nearly drowned him, Socrates replied, “When your desire for wisdom is as great as your desire to breathe, then you will find wisdom.” Hierarchy of needs. Some needs take precedence over others. For example, if you’re hungry and thirsty, you’ll tend to take care of the thirst first. If your security is compromised, you’re unlikely to spend energy on personal growth. This hierarchy of needs was first described by Maslow near the turn of the century (in descending order of importance): ■

Physiological. Oxygen, pH and water. Safety and security. Safe circumstances, shelter, stability, employment, health and protection. Love and belonging. Friends, relationships and community. Sharing a common destiny. Esteem. Status, fame, recognition, attention, confidence, achievement, respect of and by others. Cognitive Knowledge and meaning. Aesthetic Appreciate beauty, balance and form. Self-Actualization Morality, creativity, spontaneity, problem solving, acceptance of facts and lack of prejudice. Realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. Transcendence Helping others achieve self actualization. □

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Top down vision - Purpose

Purpose Describing your purpose Begin by breaking the big picture into smaller chunks: Who am I? What do I want to accomplish? Who is important to me? Why are they important? How much control do I have over my vision? If your life has no real purpose, it doesn’t matter that you can’t avoid hard work because you’ve decided that your life doesn’t matter anyway. Beyond yourself and a handful of others, virtually no one cares what you do. Stop waiting for happiness – it is right here, right now. It won’t happen once X happens. Your desires won’t produce happiness if you always want more. Pursue what you want but don’t make your happiness depend on them. •

Purpose It provides the context for readiness and action. It provides stability and security. It leads to leadership and helps you align. What you want to do? (Your desire) What you can do? (Your ability) What you should do? (Your purpose) What you must do? (Your needs) Creating your purpose What kind of player are you? Does your career express your inner-self? Consult your emotional intelligence rather then sitting down and simply writing a mission statement. Your purpose is something you’re passionate about. Be clear about your overall context. For example: To live consciously and courageously, to resonate with love and compassion, to awaken the great spirits within others and to leave this world in peace. Focus on service and giving to others. Fear will always shrink your perspective. Get a blank screen and type, “What is my true purpose in life?” Write the dozens of answers that come to mind until it makes you cry. Envision your new ‘self’. The awakening will create a feeling of disconnection between your current life and the one you envision. Your broadened perspective may make you feel like your life is pointless as you compare it to the vastness of time and space. You may feel disconnected, alone and isolated. You may notice things that no one else does. You may begin to question whether your new perspectives are accurate. Once you acknowledge the trivial as trivial, you’re ready to refocus your life on things that have the potential to matter. Take a moment to consider the larger reality. ■ ■ ■ ■

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Top down vision - Beliefs

Beliefs How we establish beliefs •

On any new subject we generally accept the first point of view that fits into our established frames. After this point we tend to: Reject any argument that is inconsistent with this view. Accept any information that reinforces or fills the point of view. Exceptions If information comes in a conversation with someone whose judgment we trust. If the information is rich in context such as a story. If the information is delivered with emotion (tearful speech, or cleaver propaganda). Beliefs must be accurate! We make decisions based on them, not of reality itself. Helps choose one goal over another? Socrates had an idea of examining one’s beliefs through cross-examination known as the dialectic. New beliefs enable you to take different actions thereby producing different results. Holding a belief is a choice. Your actions reveal beliefs. Understand who you are by observing your actions. There’s no progress if you’re claiming one thing while acting in violation of it. Beliefs must be: Consistent with your observations of reality. All inclusive. Flexible under new circumstances. Ethical. Congruent. Consciously chosen. Examined and deliberately altered or integrated. Pleasure-increasing or pain-reducing. Empowering. Installing new beliefs. New beliefs will guide you to think about the world differently. This change of perspective can be risky. Write down a goal and list any beliefs that may stand in your way. Replace limiting beliefs. Your subconscious must accept and integrate the belief with the other thoughts in your head. Visualize and make verbal affirmations. Living the beliefs You’re responsible for your thoughts and for creating your reality. Have positive intent and stay in the moment. Whatever you give your attention to will expand. Continuously improve and tune your beliefs. Visually assess the various ways you can live your life. ■ ■ ■

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Top down vision - Values

Empowering beliefs Embrace the situation. You don’t have to do anything you don’t want to do. Context Your context includes your collection of beliefs and values. It acts like a filter to things you see and understand. It was conditioned by your upbringing, education, family, community, government, media, etc. Most people don’t know their biases. As a result, they mistake their context for their reality. Consider the nature of reality: religious, spiritual and philosophical beliefs. ■ ■

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You’ll be defined by things you do well Your natural talents, strengths and experiences. Your learnings and experiences (study and practice). Your passions and dedication to overcome obstacles: Failures, mistakes, criticism, rejection, obnoxious people and pressure. Your audience How your role is recognized, appreciated, respected, encouraged and needed. ■

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I’m interested in how someone can develop their “creative sovereignty” without the help of the outside world. Ignore everybody. Avoid crowds. Be responsible for your experience. Nobody cares. Do it for yourself. Ask what people do rather then what they think. People vote with their feet. It’s better to see someone working on something rather then a lot of people who just think it’s a good idea. Visionary statements that include all the right words are worthless without action. • • • • • •

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Do it now. Use your trash can. Have a routine of doing little things when you have the chance. Have a place for everything. Pick up after yourself before it gets out of hand. Write dates on the calendar and check it everyday. Use organization gadgets. Beware of post-it notes. Is it an action, reference or reminder? People who are chronically structured will give you a piercing gaze if you disturb their things. Their desks will have paperclips on magnets and everything at right angles.

Values Consider deriving your values from your goals. For example, before you can set a course for a plane, you must first determine the airport where it will land. Knowing your values will bring clarity and focus. Use the new found clarity to make and take committed action. Consult your values before making key decisions. Sample values include: Clarity, health, peace, connection, intelligence, honor, courage, humor, mastery, impact and growth. •

Values as described in Ultima IV: Truth = Honesty Love = Compassion

Top down vision - Goals

Courage = Valor Truth + Love = Justice Truth + Courage = Honor Love + Courage = Sacrifice Truth + Love + Courage = Spirituality The absence of Truth, Love, and Courage is Pride, the opposite of which is Humility. •

Strong character qualities from Star trek: Virtuous Be guided by an inner moral compass that is brave, honest, honorable, just and self-sacrificing. Be clear about your purpose in life and work for personal fulfillment. Be competent. Be self-disciplined. Own yourself. Be mature and responsible without complaint. Do hard work Have mutual respect. Be principle centered. Strive for intelligence. Grow and develop skills. Enjoy being creative. Be self-awareness. Have order. Don’t allow yourself to be type-cast or say, “well you’re always like that.” ■

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Goals The next step is setting your goals (rather then letting someone else dictate them). Goal-setting will improve the quality of your present moment reality and your decision making ability. It will give you greater focus and clarity. Always ask yourself, “How does setting this goal improve my present reality?” Trash it if it doesn’t. You’ll eventually have to focus on a goal while you let others slide. Put energy into goals that are truly important to you. The goal setting activity: Put your goals in writing. Set clear goals and know exactly what you want. How often will you show up? How actively will you participate? Assign deadlines. Make your goals clear. Explain why you want to achieve it. Don’t let the fear of failure stop you from setting a goal. Don’t inherit goals from peers. Be detailed. Objectify subjective goals. Specific numbers, dates, times or binary terms. Use present-tense and personal affirmations. Cut out distractions that keep you from doing what you love. Your top priorities should usurp other commitments. This is antisocial but rigorous! ■ ■

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Top down vision - Goals

Saying ‘yes’ when you want to say ‘no’ is the same as saying ‘no’ to one of your passions. You are not responsible for others’ expectations of you. ■

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Focusing too much on your goal can cause you to lose sight of the big picture and the meaning of those actions (tunnel vision). Have a compass rather then a planned life route. Rigid goals create excessive attachment. Fixed goals will cause you to lose the flexibility to adapt to present-moment opportunities. Be flexible Don’t blindly follow your plans. Stop and reconnect with your goals to decide which path is best. Use unexpected shortcuts. Avoid minor distractions. ■ ■

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Your list of goals should be dynamic. Easy to edit, reword, remove and add to. Your activity will be driven by the gap between your goal and the current state. Keep moving forward by periodically resetting the current state. This avoids the mental model ‘enough is enough’ or the belief that a small amount of progress is satisfactory. Most goals don’t need a next action. Have about 30 life goals. Use a mix of ambitious and silly goals to give you momentum and confidence. Ambitions: Write a book. Silly: Get a pet fox. Novelty-seeking: Go to the opera. Personal: Fall madly in love. World-improving: Give 10% to charity. Educational: Learn Chinese.

Realizing your goals • • • • •

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Work on a specific goal for ninety days. Manage your impulse and delay gratification. Talking to your friends will create accountability and support. Reconnect to your mission by daily re-reading your goals. Once your subconscious mind grasps the goal, it will work backwards to discover how to achieve it. Formulate a strategy. When making a 90 day plan, look ahead at least two years. Planning will help you to visualize the result. Take the time to become clear about what you want; then declare it! Don’t ask too many questions. Is this possible? Once your intention is declared wait for the resources and synchronicities to arrive. Then follow this with planning and action steps. ■

Top down vision - Habits

Once you’ve achieved a major goal, select a new goal and update your values list to accommodate. Habits You get nothing out of just reading this. Value will be realized only when you apply what you know! Convert knowledge into habits. Repetitive actions will be hardwired into your neurons and will allow for faster problem solving since your brain is free to focus on other information. Things that bring us pleasure or plain have created strong neurological links. The destructive habits may run unknowingly. Begin by being aware and acknowledge these habits and subtle biases. Review your current behaviours. Track how often your bad habits occur. Choose habits that you’re able to influence. We respond to pleasure and pain. When the urgency of the situation has passed, we revert to our old habits. We vacillate between rigor and procrastination. ■

How to change habits A change in your actions will induce a change in your thoughts. Fill in the blanks: In order to be 5% more __________ today, I need to ________ Grab a piece of paper and brainstorm a list of ways to improve Focus on action rather then results. Make it specific and measurable. Don’t give up and expect to succeed. Replace old patterns with new ones by redirecting. Visually re-channel the negative thought energy into a positive one. Turn the negative thought into an exaggerated mental image. Select an empowering replacement thought. Turn the positive thought into a mental image. Mentally chain the two images together. Chain the activities together: Wake early, run then eat. ■

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Overcoming the addiction: • • •

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A 30-day period of total abstinence to control the addiction. Avoid some situations. Find another way to fill the destructive need. Try the 30 day challenge. You can’t focus forever, instead, try conditioning yourself and focus hard for 30 days. Do it everyday or substitute with another intentional activity. Restart the day count whenever an exception is made. Expect to be challenged during week 2 or 3. After your 30 day trial of doing something everyday. You’ll be far enough to establish it as a habit and it will be easier to maintain. You’ll break the addiction of you old habit. ■ ■

Top down vision - Planning

You’ll gain confidence from the 30 days of success behind you. You’ll grow from the experience. You’ll have 30 days of results and practical feedback on what you can expect if you continue in the long-term. You tested the habit! Additional habit forming methods A big change can be easier to implement, since it requires heightened emphasis and a change in environment. If you notice your new standards being violated, immediately bring it to your conscious awareness. Interrupt your old pattern by correcting yourself out loud. Use the pain of leverage. Have written goals. Put yourself on the line with a public announcement or wager. Your willpower should be driven by the pain of not following through. Connect the pain to the idea of staying where you are. Have an identify shift. A long term change requires a redefinition of self. Reorganize all elements of your life that reinforce your past identity. Change your environment, house, and the people you hang with if necessary. Replacement. Habits can only be replaced. The habit serves a function. It might reduce stress. List all the positive alternatives that must be replaced in your old habit. Experiment, journal and examine your experiences. Simulated techniques. Run your habit in a false setting? Practice waking up to your alarm clock before you go to sleep. ■ ■ ■

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Planning Millions long for immortality who do not know what to do with themselves on a rainy Sunday afternoon. Decide what to do, then do it. •

Decide what to do Have an accurate model that connects your mission, roles, goals, projects, tasks and actions. Be congruent with what you say, do, think and feel. Remind yourself of the purpose and reasons for your work. Review your beliefs. How are you sure that your mission is a smart thing? Observe data from your perceptions, facts, logic, intuition and emotions. Journal about both sides of your feelings. Are there any in-congruencies? Are there more accurate beliefs to consider? Symptoms of poor planning may include: fear, constant procrastination, selfsabotage, lying, anger, resentment or frustration. If new data challenges your current understandings, you need to integrate it or drop the incongruent belief. Doing the right thing is more important then doing things right. ■ ■

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Prioritizing. “I don’t have enough time”, means that it isn’t important enough to you.

Top down vision - Planning

“I don’t know how”, means that you’re not willing to learn. You can’t control: Information. But you can control what to learn. Time But you can control how you prioritize the actions that fill time. Visualize the results of tomorrow. Look for opportunities to STOP doing things: Automate your bill payments. Fill up the entire gas tank. Keep you keys in a specific spot. Only check one email box. Skip commercials. Use Google reader (RSS). If you had access to all the tools, opportunity, time and energy, what’s the most important or time-sensitive thing you can do? ■

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Priorities are silos and must be set using the big picture. Priorities can be bumped and trumped. Is it really high priority or just your guilt? Be honest with what you can do with what you have. Achieve the results with the least resources. Evaluate projects based on their overall importance. Rank your priorities in a matrix using ‘CARVER’: Critically. How critical is it to your main objective? Accessibility. Do you have the means and the prerequisites? Return. What’s the expected return on your resources? Vulnerability. What amount of resources (time, money) are needed? Effect. What’s the overall impact? Recognizability. Are the path and goal clear? ■ ■ ■ ■ ■ ■

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Blueprint for planning: Write down your goals, list the benefits, identify obstacles, create a plan of action, and set a deadline. Write down your ideal scene set five years in the future. Write down your goals. Turn your goals into positive present-tense affirmations. Deal with doubts and fears. Write a simple plan for your goals. Take the most obvious first action and keep going. View your subjective experience as enjoyable. Examine yourself. What are your strengths and weaknesses. What do you do well? Consider how you’ll execute the plan. Create self-doubt by pushing yourself beyond your comfort zone. Give yourself permission to fail but don’t give yourself permission not to try. Define success as your enjoyment of the experience rather then trying for a master performance on your first time. ■ ■

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Getting Things Done - Planning

What does personal growth mean to you? Think of how you can add value to others versus what you want. This enjoyment is the key to rapid personal growth. Plan the most enjoyable path to your goal. This will avoid failing during the implementation phase. Constant work will allow you to focus on the details but may cause you to miss big opportunities. Use relaxation tips to freshly survey the entire landscape. Choose interesting projects. Add variety. Break up long stretches of repetitive work. Work in different locations. Take field trips. Blend solo time with social time. Create a pleasing work environment. Involve others. Use creative off-the-wall methods. Enjoy plenty of downtime. Avoid the unpleasant. Design for flexibility. Doubt yourself. Be willing to change. Realize when you’re on autopilot. Avoid the destination addiction. Meaning will come from a developed sense of purpose. It’s alright to be vulnerable. ■ ■ ■

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Getting Things Done Keep your brain available by putting any thoughts or actions into your trusted input box. Inventory everything without distinction or prejudice. Sort them using the most immediate criteria like context, location and who is present. What’s the next action for this thought? Action it, file it or throw it in the garbage. Getting things done overview Script it as a list Decide on goals. Identify do-able steps. Do it Follow your script. Make mistakes Adjust the script. Take full responsibility and accountability. No excuses ■

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Do One or Two Things Really Well Focus-on and demonstrate what you’re good at. Move from an idea to the action by identifying the internal and external motivators that will make the goal worthwhile Shortening the time between your idea and the first action step. You can’t know

Getting Things Done - Planning

everything. Your tasks should be ‘want to’ not ‘have to’. Link your tasks to the rewards of accomplishing them. Believe in yourself. You can do anything. What can you do better then anyone else? It should be interesting or useful. Develop this skill. Avoid things that distract you from this. Confirm your skills through demonstration. Follow your instincts. Focus on action rather then your resources and tools. Be able to implement direct solutions. Keeping a short priority list will help you focus. Task items should be written as if delegated. Have a project kill day. Wake up early, exercise, create a to-do list, isolate yourself, minimize breaks, group small or similar tasks together, walk quickly and take the next day off. ■ ■

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Use your attention Subtle intuitions, feelings, ideas and dreams. External trends, markets, shifts, feedback, and other’s needs. To go beyond the status quo and create something extraordinary you need to be deeply connected to your intention. Follow your primal purpose and commitment. Go beyond doubts, fears and unexpected obstacles. Creativity will draw on the part of your brain that is playful, associative and intuitive. Suppress your analytical and practical thoughts as you begin the creative process. Stretch your thinking Take risks, challenge old paradigms and limits. Push the envelope. Connect two or more things together. For instance, the Walkman is a connection between walking and a stereo. An imperfect job completed today is always superior to the perfect job delayed indefinitely. Work on the task that has the greatest long-term payoff until urgency requires that you switch. Have a very rough first draft. Revise it as necessary. Avoid the chilling feeling that there’s something you’ve forgotten. Skeptics don’t want to be the fool, but they behave foolishly by missing too many opportunities. Hold yourself accountable to the opportunities that you’re given. Forced efficiency suggestions that the more you put on your plate, the more you can accomplish. Your opinion of yourself matters more then the opinions of others. Be ready for negative reactions as you take bold new actions. You’ll never discover your true capabilities without taking some risks. ■ ■

Regular Review

Getting Things Done - Time management •

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Daily Visualize the day ahead. Work from a simple to-do list. How was your day? List the bad then good. Identify two areas of focus for tomorrow. Visualize your day and keep your focuses in mind. Weekly review The weekly review requires a complete overhaul and sanity check of the system. Include a major project list with obstacles. Identify unblocking items. It can be motivating to know why and what went wrong. This will help plan the steps that need to be changed. Decide what you want to pay attention to. What tips can you share with your future self? Remove stagnant or guilt-inducing goals. What things should you continue doing? What do you need to improve? What do you need to start doing? What distracts you? What are your mental bottlenecks? Which short term projects have a long-term significance? Review your habits. Review what you learned. Review upcoming socializing events. Plan for your upcoming entertainments. How was your character pushed? What productivity system did you use? ■

Time management After having set a meaningful purpose in your life, you now have a compelling reason to improve your time management skills. This accurate model of reality will highlight the differences between important and unimportant tasks. Because, evidently, choosing to do something will bump something else off your list. Blocking Time The Parkinson’s Law states that the more time you have, the more perceived importance and complex the task will become. Shorten the work time to limit tasks to the important (80/20) Embrace constraints. Be a master of quick turnarounds and work in short bursts. Forcibly distract yourself for a set time (20 minutes). Have ‘buffer days’ or time where you organize or read articles. Keep a 1 hour block of time late in the day for project management, reviewing objectives and administration.

Getting Things Done - Time management

Set a defined and measurable goal for the following day.

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Time boxing. Decide how much time to work on a project. Slice your time into topics. Do the best you can within the allotted time and don’t over engineer. Work on a small piece of the task for 30 minutes. Immediately reward yourself for putting in the time. Lay groundwork for future fun. Order a book or plan a weekend trip. Taking action will shift your focus from the difficulty of the task. Don’t worry about reaching a milestone. Just put in the time. Time-box will help avoid over researching and help you consider the cost-benefit ratio of the work you’re doing. ■

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Recognize when you have a block of time or are in the right context. Maybe you can only get things done at home. So, rather then linear time, you have opportunity through a rhythm-based context. During the day, I only look at doable, complete-able, executable pieces of larger outcomes. Avoid the make-work project. 5 minute warm up. Journal or consider the focus and outcome of your work session. 20 minutes: Work uninterrupted within your space and time. 5 minutes: What did you accomplish? Set up time to complete open loops. Be ready to kill bad projects by saying no. • The 50-30-20 rule (A-B-C). Invest in A tasks for 50% of your day. A tasks yield significant benefits over a 5-year time span. B tasks over a 2-year time span. C tasks make a difference in the time span of 90 days or less. • Log how you’re spending your time. Cut back on total hours to force increased efficiency. • Do it now. Don’t get bogged down in planning and thinking. Expect to learn from failure. Make upfront decisions. Use analytics. Sit outside the silos. What is the trade-off decision? The best managers act boldly on partial or ambiguous data. Do the whole thing at once by batching similar tasks of similar context. • Take a real break. Acknowledge that you’re switching fully break mode. Work with 100% concentration or don’t work at all. Checking email is not a break. Rest until you feel capable of action. ■ ■ ■

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Mastery requires hard work, patience, self-discipline and a long time perspective. Is this the most important thing I should be doing now?

Getting Things Done - Time management ■

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Keep a list of projects that will have a significant impact if completed in a timely manner. Constantly generate forward impact. You may have accomplished, but how much effort was in circular make-work projects? Will there be any significant impact whether I do it or not? Will it succeed anyway? □

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“80% of success is showing up.” – Woody Allen The regular long term habits make the difference. Try the 30-day trial ‘show up’. Show up to Toastmasters meetings. Show up to give, volunteer and share. Show up to opportunities, write a book or start a business. Show up to grow, read and journal. Show up to your relationship, set aside time for your partner. ■ ■

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Major Branches – Stepping Back Reduce the number of urgent tasks so that you can focus on what you’d like to do. Avoid urgent unimportant tasks. What are you wasting your time on? Keep a not-to-do list. Lower others’ expectations. Train others not to give you urgent unimportant tasks. Avoid non-essential meetings. What’s the consequence if I never do this? Can you automate your bill paying? Delegate the tasks to people who value it more. Have a sense of ownership Give feedback in conversations. ■ ■

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General good tasks. Help others. Exercise Get better at something. Travel Eat better Start something Reconnect Just be Work Create something new.

Workflow strategies: • •

Alternate between projects. Allow big chucks of time on certain projects.

Getting Things Done - Time management • • • •

Complete as many small items as possible. Do the oldest or newest first. The squeaky wheel gets the grease. Goal driven. Have a clear purpose. Understand what and why do you want to create? Your purpose should guide you rather then bound. Identify a compelling motive. Why do you care and why does it matter? Make the challenge worthy. Your attention will wander if it is too easy. Mix things up by using a time limit or unusual style. Your beliefs may get in the way if it is too hard? Master your tools and have the right environment. Avoid distractions by committing a block of time (3 to 6 hours). ■ ■

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Low risk, small projects For example, modifications, extensions, cost reductions or tweaks. Use a financial model with simple metrics: payback period or NPV (net present value). Consider the ease of implementation, availability of production capacity and customer importance. Small projects are typically a response to a customer request however, they typically end up consuming all development resources. Resource scarcity cause managers to select ‘sure bet’ projects that are typically smaller and close to home. New products Finances are less predicable. Use a multi-item scoring model when prioritizing. Considers strategic fit, competitive advantage, leverage, market attractiveness, and financial return vs. risk. Quarterly and financial targets leads to less commitment in new product development. New projects don’t have a well known financial outcome and it can dangerous to apply financial prioritization methods like payback period, NPV and productivity index. Instead, assign resources using ‘strategic buckets’. Don’t have different competing strategies, otherwise the short term, simple and inexpensive projects would always win. Consider using buckets of ‘new products’, ‘improvement and modification’ or ‘platform developments’. Progressive projects Observes financial metrics and quantitative success criteria. Breakthrough projects, platform and technology developments. Most financial criteria is useless in the early life when key investment decisions still must be made. Use a scoring model with a business unit that considers strategy and feasibility. ■

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Getting Things Done - Optimizing

Procrastination •

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Start with the smallest step and reward yourself heavily. Conditions will never be perfect. Force yourself by starting mechanically. Extend your time perspective 5 or 10 years. Don’t do the little thing first! Something may change. It may cease all together. New resources may appear. Time pressure may make it possible to complete the tasks faster. If you’re going to procrastinate, focus on things that are usually forgotten. Organize your work area. Socialize. Tie up loose ends. Run errands. Clear your inbox. Nap. Go to lunch. ■ ■ ■

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Optimizing Optimal Experience Do an activity simply because it is self-rewarding. Consider how a typical day can be optimized: • • • • • • • •

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What’s the best way to do X? Buffer non-essential work as it arrives. Work everyday like you do the day before you’re leaving on vacation. End your day with a cue for the next day. Get an early start and physical exercise. Mediate. Have a relaxing workspace. Communicate effectively. Have deep conversations. Read and journal. Focus on long-term goals. Assess what’s needed then match your competencies. Regularily compare your performance against your goals. Don’t do too many things at once. Drop projects that have achieved their purpose. Travel less. Have two priorities at a time. Be trustworthy. Document agreements and learnings.

Daily Practices

Getting Things Done - Optimizing

I find it much more productive to spend my time doing more purpose-centered work in a dirty house. •

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How to gather information Prepare, research and continuously scan. Invite and reach out. Become part of the situation. Pay attention. Ask questions. How to broaden your thinking. Reflect. Sense. Offer. Connect. Add meaning to ideas. Experiment. Persuade and clarify. Create and interpret. Synchronize and organize. Resolve and commit. Appreciating. Realizing. Integrate it with your experiences. Correlate and imagine.

How to reminder yourself to do something today. •

Practice Use reminder stickers. Follow scripts. Schedule practice time. New habits require time. Mistakes are a sign of life.

A calendar is great for time dependent reminders. However, understand that most actions depend on a context. Do at least one important item everyday, otherwise, the urgent tasks will eat up your time. Break important jobs into manageable, short steps with next actions. Similar to not trying a new food, people deny the potential of things because they avoid trying them. Communication, rather then information will change the world. It drives action! Creating Success •

Visualize a successful outcome. How would you act, walk, handle problems and what would you say? Begin acting that way immediately. At the end of the day mentally review how you behaved. Recall the times where you didn’t act the way you wanted. Visualize ■

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Getting Things Done - Optimizing

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yourself acting the way you want in the future. Get out of the office regularly. Ask children for the answer. Exercise during your lunch break. Reward yourself in specific ways for small successes. Take more naps! Arrive first to the office. Redesign your work environment. Stare out the window without feeling guilty. Reflect on how you could accomplish the goal in half the time.

Personal Performance management Use your natural talents, learned skills and focus your energy. Accept that organizational culture changes slowly. Making it work for you. Set goals, objectives and expectations. Link what you're doing to your goals. What are the measurable next actions? Commit and give credit. Evaluate performance and reward everyone for a good job. Budget your energy. Learn to anticipate unsatisfactory results. Put energy into doing rather then thinking. Turn “I should” into “I will”. Resistance is intangible, transparent and will put you down! It hides in excuses and the ‘high’ we get from doing things just when we have to. Don’t ignore your inner genius, the small voice or your heart. Don’t succumb to gossip, cell-phones or the material world. Productivity •

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How can you increase the value created? How long does the created value last? What’s the essence of the value? Are you helping people survive? Decrease the time required to create the value.

Daily productivity • If it doesn’t need to be done -- delete it. • Begin with the worst task. • Have daily goals. Decide what to do and do it. • Take advantage of your peak times. • Allocate uninterruptible blocks of time for work that requires concentration. Be unreachable. • Begin a task by knowing the target you must reach. • Outsource maintenance activities. • Group similar tasks together to maximize single tasking. • Get up early and be productive before anyone else wakes up.

Getting Things Done - Optimizing • • • • • • • • • • • • • • • • • • • • • •

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Deliberately pick up the pace. Talk, walk and work faster. Create an agenda to keep focus and efficiency in meetings. Pareto principle: 80% of the value of the task comes from 20% of the effort. Take action without knowing the entire plan. Minuteman. Take 60 seconds to balance the pros and cons then make a firm decision. Set a deadline for a task. Arrive early. Have articles handy to fill gaps in time. Allocate blocks of time for those important but non urgent tasks. At the end of the day, set out the first task you’ll work on the next day. Break complex projects into smaller defined tasks. Start today. Avoid distractions by jotting them down on paper. Complete a random piece of a large project. Outline and improve on your common processes. When the outcome is just for show -- cut corners. Split your RSS feeds into productive and entertainment. Give an evil eye to anyone who disturbs you. Synchronize recurring events. Schedule one day a month for house keeping. Keep your writing tools nearby. Keep essentials in one place. Create a gift box. Last minute gifts, cards, wrapping paper. Have a charging station. Avoid traffic. Plan an efficient errand route. Don’t visit a store that’s out of your way. Keep some backup money to avoid visiting the ATM when rushed. Programming requires concentration. Break something before stopping for the day.

The essentials. • Clear your head and get a larger view of your life. • Which tasks get the most return? • Drop or say no to unimportant tasks. We are defined by what we say no to. • Eliminate distractions and work in a quiet environment. • Focus and do one thing at a time. • Promote your work. Take it as far as you can. • Be lazy and use existing plans or templates. • Write less but more effectively. • Eliminate actions that have little impact. • Find the pressure points. • Leave unnecessary events unattended. • Disappear. • Create non-negotiable unalterable terms. For example, “I will workout 3 times a week.”

Getting Things Done - Motivation

Motivation •

Use the power of momentum Get the motivation and ‘ball rolling’ by scripting the first five plays. Get clear and imagine your ideal space. Be certain Get excited Get focused Get committed. Add challenges if the goal is too easy. Try an uncommon path. See that your goal is contributing to the greater good. Chart, graph and display your progress. Don’t go full-tilt right away. Never skip two days in a row. Don’t be driven by others expectations. Society will try to get you to conform like everybody else. Gain motivation by gathering in a group while sharing a vision. Each person should define and take the next steps necessary to achieve the vision. There will always be excuses – list them then start anyway. Be accountable for your commitments. Refocus with the help of a coach or book. Create your next days to-do list. Use “start here” reminders. End your writing in mid-sentence. Only decades of studying physics will let you create a beautiful bridge. ■

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The Martini motivation method. Force yourself to write 1000 words a day for 365 days. Relax with a dry martini once you’re done your daily quota. The chain method. Seinfeld marks a cross on his calendar every day he moves his goal forwards. Try to create an unbroken chain. Emotional motivation Anchor by connecting an emotion to a physical trigger. Write down the pleasure you associate with a task. Include the pain of not doing it. Drive by love and fear. Fear makes you unconditionally self-centered and driven by greed. ■ ■

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You don’t win tennis games by focusing on the scoreboard. You do it by developing your skills and focusing on the game; Though try to stay mindful of the scoreboard. Instead of unpassionately repeating daily affirmations, hold and increase your energy by holding “I’m happy” in your mind. Decide what you want to accomplish. Determine what price you’ll have to pay to get it. Resolve to pay that price. Replace ‘finish it’ with ‘begin it’. Promise yourself a lot of fun then limit your working hours.

Getting Things Done - Motivation

See your working time as a scarce resource Schedule your work around the fun parts of your life. Use your willpower to leverage action. Burn the ships. Use a bit of energy to create promises that you have to keep. Soldiers fight harder when they believe they are fighting for their lives. Fill your environment with desire boosters. Post notes and pictures of inspiring things. Surround yourself with positive people. Remove the negative people from your life. Regularly review empowering information. Replace negative energy with positive. Dress for success. Use mental programming. Visually imagine that you’ve already succeeded. Anticipation can mitigate unpleasant events. Imagining can motivate us to avoid them. Think long-term. Make it big, bright, vivid, panoramic and animated. Act immediately. Switch to smaller tasks that you’re certain to achieve if you become de-motivated. The success will rebuild your self-image. Pick one clear goal and go at it with monomaniacal intensity then relax and repeat. Immerse yourself and dive in. It doesn’t matter what you’re going to do. Just do it. Doing something is better then nothing. Your first attempt can have you successful in less then an hour. If you’re going to do something new, you don’t have to commit to it. Create an intense period of dedication to a particular interest but don’t make a long-term commitment. Behave like you’ve make a lifelong commitment. There’s no shame in quitting when you decided that it’s time to move on. How do you balance self acceptance with the drive to improve? Thinking of life in terms of reaching new highs will set yourself up for negativity if you experience a setback. Instead, root yourself in unchangeable principles. You can still measure the metrics of your life but you shouldn’t make them part of your identity. Keep your self-esteem separate from your particular circumstances. With an identity separate from your position, you can unconditionally accept yourself as you are while still playing the positional growth game. Your loose attachment to position will save you from having to defend. Journal and meditate to keep your internal compass aligned with your principles. ■

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Goals that are too small may never receive the attention they deserve. Step up, face your fears and acknowledge your heart’s desire. Why are you unmotivated for this goal? A goal may become ill-advised when you look further upstream. What does success really mean to you? How to motivate a beginner

Getting Things Done - Manifesting

Take it one step at a time. Fall down 7 times, get up 8. Embrace your ‘don’t know’ mind. Use related experience. Admit that you’re not an expert. Don’t use common sense or preconceived ideas. Allow yourself to fail. Focus on questions Manifesting • •

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Treat life’s difficulties as problems that demand solutions. Be reality centered. Know the difference between real and genuine and fake and dishonest. The ends don’t necessarily justify the means. This journey is more important that the ends. Rely on your experiences and judgment. Show humility and respect others. Have a fresh appreciation. See the ordinary with wonder. Be creative, inventive and original. Have more peak experiences then most people. Be comfortable being alone. Enjoyed deeper personal relations with a few close friends rather then more shallow relationships with many people. ■

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Intention-manifestation • •

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All thought is creative. You’re 100% responsible for everything that exists in your reality. Every thought is an intention. You only have power in this present moment. Only the present is real. Be careful about projecting too much of what you want into the future as it can hurt the enjoyment of the present. Your intentions should align with your beliefs. Hold your intentions by focusing on them twice a day. Acknowledging what you don’t want just perpetuates it. Can you reinterpret it in a positive light? Shift your intention to what you do want. Be conscious of your thoughts throughout the day. Hold the intention until your external reality aligns with it. ■

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Be aware of personal acts of self sabotage: Back burn a dream. Tell yourself that you’re not smart enough and don’t know where to start. Do something half as compelling instead. Drink, smoke, work, clean, shop, eat and worry about money. Move somewhere, stop working, start a family then tell yourself that people in this position can’t do the dream. Blame people you love and be bitter. Tell yourself that you’ll do it later.

Getting Things Done - Idea harvesting

Make a list of criteria that need to happen before you can start. Use early signs of imperfection as proof that you where mistaken. Deconstruct any positive signs. Worry about what people will think. Prioritize looking good and fitting in. Compare your work to others. Continue to say yes when you mean ‘no’. Make your kids your own special lifelong art/science project. Idea harvesting In one session, generate a list of 100 ideas. The first couple dozen help eliminate circular thinking. The next 30 are where patterns emerge. The last 30 are where the best ones are since most logical answers have been exhausted. Organization Organization is what you do to the stuff you need or love. It’s not about arranging useless things. You need to decide what’s important. Organizing all the things you need to spend time on allows you to be more efficient in doing them. Begin by automate routine tasks. •

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Consider the major categories in your life: Work. Financial Relationship Home and family Physical health Mental Social Emotional Spiritual Character Contribution Fun and adventure It may be useful to organize your lists into an Ideal Binder Create lists for: Goals. Personal values. Personal mission statement. Exercise program. Session logs. Template/checklists. Daily schedule. Weekly review. Project planning. ■ ■ ■ ■ ■ ■

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Getting Things Done - Organization

Travel. Moving. Inputs Project incubator for ideas. Business plan. Projects. Speech ideas. Blog, article ideas. Tips. Speaking, writing. Favourites Quotes. Recipes. Items to buy. Books, groceries, movies, Historical info. Previous addresses Speaker bio. Previous speeches. Personal stories. Reference List of good public meeting places. Gift ideas. Humor ideas. □ □

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My initial physical ‘Ideal Binder’ is now stored on the computer in my ‘Action Outline’ program. Either way, the binder should be easily accessible. Organizing your office You need a system to handle common decisions, otherwise, you have to make decisions on a case-by-case basis. When in doubt, throw it out. What’s the worst outcome if you through this out now? Does the item still have energy for me? Analyze how you spend your time in your office. List the different tasks. Determine your functional ‘zones’. What physical equipment is necessary? Envision your ideal office. Sketch the layout (Consider Google Sketchup). Clear the clutter. Play relaxing music. Music will distract you from feeling fatigue. Get a decent chair. Post photographs. Is there a pattern to your clutter? Assign a home to each item. Put everyone where it should go. Use the one in, two out rule. Limit your storage. Clear your floors and flat surfaces. ■ ■

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Getting Things Done - Organization

Feng shui’s commanding position involves having support from behind (and optionally on the sides too) and open in the front. Smells Peppermint will make you 30% more alert. Rosemary Eucalyptus blue gum Scots pine oil Have a white board Daily tasks Pending items Message board Calendar Inspirational area Contacts. Use a system to manage paper Reduce before organizing. Clean as you go. ■ ■ ■ ■

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Have an inbox Incubation box. On hold items. Potential information. Tickler file. A-Z accordion file. Contains actions that take more then 2 minutes. Forms to fill out. Documents to proofread. Projects rack. One folder per project. Filing cabinet. Completed projects. General reference. Reference items. Organize from A-Z Dump boxes Trash can. ■

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Organizing your desk Throw out bad pens. Have a drawer for your pocket stuff. Proximity based organizing. The more often you use it the closer it should be. Store materials close to where they’ll be used. Easy access to tools: Blank paper, folders, scratch pad, and pens always stocked. Hide electronics and wires. Keep Windex nearby. Munch on sunflower seeds. Banish post-it notes. Trash actioned printouts. Keep blank file folders and a label maker at your desk. Ritualize your reviews. Take your unused books home. Eat away from your desk. ■ ■

Getting Things Done - Organization

Limit photo frames. Be your own assistant Schedule a specific time everyday. Office maintenance. Filing Scheduling. Sorting mail. FYI. No action needed. Prioritizing tasks. Note next action and have a firm deadline. Have a proactive tracking system. ■

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Coping with eye strain Take a break. Why not hang upside down in a tree? Lighting. Avoid overhead and light coming from behind your monitor. Avoid sunlight on your monitor. Dim your monitor if you’re in a dark room. Use table tamps off to the sides. Moisturize your eyes. Use a quality LCD monitor. Adjust font sizes and use friendly fonts. The monitor should be 25 inches from eyes. Head-on gaze should meet top of monitor. Your eyes have to refocus if you look down. Use a document holder. ■

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Organization Process All items enter through your inbox. What action can you take on this item? Do it if less then 5 minutes. Delegate it Defer it Put into your action, tickler or current projects file. Organize If no action. Trash it. Incubate it. Archive it. Review Daily Process your inbox by the end of the day. Weekly Move completed projects to your filing cabinet. Are you ready to act on any Incubate items? Monthly. ■

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Review filing cabinet and prune.

Living in your Home Construction. Have movable walls, multi-purpose reconfigurable rooms and don’t waste space. Have levels dedicated to the three spheres of human need: community and sustenance, reading and mediation, and rest. Have durable construction and do repairs and preventative maintenance yourself. Insulate, use fluorescent lights, timers, setback thermostats, turn off heat/lights when not in use. Use gray water for irrigation. Have a roof with a garden, solar panels, meditation space and water collector. Furnishings. Storage in walls. Seating and tables should be portable, adjustable and multi-purpose. Make them yourself. Native species will require less work. Share your tools and know-how with others in your community. Eat simpler. Meals from simple unprocessed raw foods. Buy local, organic and fair trade. Cook simple and quick. Learn about sauces, herbs and spices. Clothing. Local, durable, hand-made, natural ingredient, free of slave labour. Make your own jewelry. Simpler fun. Entertain at home, simply, creatively and inexpensively. Simple pleasures: sandlot sports, massage, cards, meditation, conversation, handson hobbies, animals and children. Transportation. Walk, bicycle, hybrid. Investment. Pay off debt. Don’t purchase on impulse. Buy things that last. Invest your energy in things that will make you self-sufficient and resilient. Know-how, fitness and sustainable business. Donate to responsible causes. Work less. Health. Take charge yourself! First-line treatment. Prevention. Education. Learn and teach how to learn. ■ ■

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Information management

Getting Things Done - Organization

We’re entering a world where information, not armies, will liberate the few of us suffering from oppression. The major knowledge problem is the effort it takes to find the right information. This is similar to not being able to find the right tool for the job and often leads to work-arounds. A successful innovator can produce a single well-defined opportunity from a lot of cool snazzy ideas. To do so requires discipline, pragmatism and goal-setting. Organize by how something will be used rather then by its subject. Efficiency does not always mean effective. Organizing and Finding Information •

Searching Just-in-time research like Google. Google allows their engineers one day a week to work on their own pet projects. Does it make sense? Where is it from? Who has the most to gain by exaggerating or denying information? Filter out unactionable items. Browsing Reading serendipitously. Online content is constantly changing. Very little of the current news will matter in five years. It’s mostly entertainment that’s designed to distract us from what’s really important. News is not immediately actionable. Limit yourself to news intake twice a day. Using alerts & profiles. Consider using keywords, subjects, sources (RSS) or synopses. Push to email, or pull into one page (Bloglines). Watch for duplicated information. Filter corporate press releases or disguised spam. Broaden reach of alerts to include new context. We need an easy way to browse all information on a particular topic. Each author should be able to organize information in their own way. ■

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Adding value to information Information out of context is useless. The following methods can be used to expand the value of a piece of knowledge. How will the listener use the information? We acquire, store, compile, organize and disseminate information. Observe and teach people how to use the content effectively. •

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Add context Reflect, interpret, draw on personal examples, combine and integrate with others’ knowledge. Create synopses. Simplify without over-simplifying: use blogs, mind maps and FAQs. Imagine the possibilities. Consider potential applications, experiment, do self-tests and use creative thinking techniques. Create models

Getting Things Done - Organization

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Use: illustrations, systems thinking, systems maps and diagrams, models, visualizations and graphs. Learn Read, hear, internalize stories, narrate, memorize, retell stories, experience it, share personalize stories. Analyze the implications. Infer the significance and consequences. Have an action plan and use analytical report templates. Use different perspectives. Reorganize, analogize, restate, re-frame, re-enact, use metaphors and analogies. Observe. Record, photograph, survey with cultural anthropology tools, review transcripts, interview, observe objectively and subjectively. Collaborate. Converse, consult, canvass, survey, use the collective wisdom, other’s interpretations, perspectives, ideas and experiences.

Consider this description of a piece of knowledge (object) that will be used for sharing. • Include a title. • Your goal is to share a lesson or thought. • Index it through consideration of its reusability and find-ability. What does the pattern affect? • Description. Is it a situation, experience or story. • Write it as a statement of a complete thought. A fact is a constant context that is unchanged. Fact: It was a complex project. Fact: Key member left the project. A goal is the stated objective. A symptom attempts to define the situation Symptom: Project schedule slipped. A change are those things that have recently changed and may be responsible for the causes. Cause statements define the underlying experience. Why it is the way it is. A fix statement provides the definition or action necessary to accomplish the goal. ■ ■

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Data is a raw out-of-context fact, such as “it is raining”. Information (The what, who, when, where) is data with meaning. It evolved through relationships, cause and effect. For example, ‘the temperature dropped then it started to rain.” A vocalized thought is used to exchange information. It’s then up to each person’s frame to interpret what is being heard. For example, is it a definition, description or perspective. Knowledge occurs when information is presented in a useful manner or pattern, “if the humidity is high and the temperature drops then it will rain.”

Getting Things Done - Organization

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Knowledge can be synthesized from previous knowledge through an interpolation process. Wisdom (The why) requires an understanding of the fundamental principles. Questions are asked from all levels of our consciousness. There may not be any easy answers. For instance, the interaction between rain, air currents and temperature gradients.

How to Organize Information Physical Everything should have a place. When you pick something up, consider what it will be used for: Reference material Support information for a project Items that need to be read/reviewed Throw it away if you don’t see that its value will be worth the effort. Never use a miscellaneous folder! If you don’t know where it should go then put it in its own folder and label it! Use lessons learned rather then best practices. Making Notes It’s fine to have a few items of paper to jot down ideas or remind yourself. Just remember to process them at the end of the day. Names or contacts can be scribbled on paper but they should make it to their final resting place today. What’s new to you? Have an outline to capture the hierarchy between ideas and data. Reduce to the essential ideas. Expand the key ideas during your weekly review. Look for patterns. Use [] square brackets for asides or when comments to yourself. Use your own words. Diagrams often hold exam clues. Make a non-linear concept map. Record important developments. You don’t have to remember everything, just know how to look it up. The Cornell system. After the lecture, write a set of ‘cues’ into the column on the left. Including questions. Write your summary in the bottom. Use your own words. ■

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Getting Things Done - Organization

Digitally Organizing How can you organize all your data: New programs, emails, pictures, etc. Consider these file management categories: /archive /inbox /To sort (review) /Documents /Media /Junk /active /projects /someday ■ ■ ■ ■ ■ ■ ■ ■ ■

Understand the process flow of items through your system. Remember that its final resting place is in a sorted structure. Revisions should be made using the format of Name 2v1.doc. Remember to change the name and then save. Backups should be made of the entire system. These backups must be revision controlled. Maintaining lists • •

Keep all resource lists in one place. For example, your Ideal binder might have: gifts to buy, people to call and things to tell people. Expert email list. Templates for creating high-context stories. Templates for creating visualizations, maps and meaningful representations of information. Templates for systems thinking charts, structured thinking documents, analytical reports and other interpretations. Templates for mind maps and open space events. Templates for improving observation and listening skills. Templates for canvassing where people can describe what expertise they’re looking for. Tools for surveying the wisdom of crowds. A well designed automated people finding application.

Email What action are you going to take: do it now, save it for later, forward to someone else or use it then forward to someone else? When not to use email: • When seeking information that’s not simple, such as approval for an involved event.

Getting Things Done - Organization • •

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When sending a few people complicated instructions. When asking for comments or feedback on a long document. Do you really need it anyway? To regularly request information from a group. Instead, automate or embed it in the business process. To convey instructions to many people; Use an online policy. To achieve consensus rather then discuss. To send interesting documents; Post it to a blog. Have the courage to share bad news or criticism face-to-face. Use the phone if emails go beyond four replys. Make suggestions or offer a solution rather then asking questions.

ATSYCA (See Ideal Binder) •

All The Stuff You Care About. Links to your internet stuff. Contacts. Organized high-level graphically. Tagged. Departure points where you can add or share content. Simple navigation.

Using Articles How to capture ideas, actions and values from an article? Are you currently reviewing a lot of essays and web pages? How to capture these ideas for action? • • •

READ Summarize article List valued items or lessons learned They will be handled by the value system Try to retain the context of how the ideas fit in. Focus on values that will lead to an actual action or will prompt to return to the reference article.

Indexing Keep a visual index. Mind map it and don’t follow any rules! The fastest way to succeed is to double your failure rate. It’s only costly when you don’t learn from it. Put structures in place that allows failure to be analyzed. Mind mapping puts in context with details. Is dynamic, interrupt driven and can contain multiple sources.

Getting Things Done - Organization

An interactive visual representation that gives an overview of your framework of thought. It appeals to the way your mind works by spatially organizing concepts. Best to explain it through an example – but here’s the ground work. Creating your mind map picture • No RULES • Usually create it after most of the groundwork has been established. (A visual index). • Consider where you are and where you’re going. • Highlight warnings and reminders. Many of our decisions are value based and hence, don’t tie to a specific topic. A simple interface will help remind of successes and plan for the future. • Scope is represented diagrammatically. • Prioritization It should be easy to highlight or change items. • List your commitments and modules. • Mindmap’esc. Organizational structure may not be immediately clear to others. That’s ok. Using it • Sit back and enjoy the big picture reminders. • It’s easier to spot where you are and where you’re going. • Scribble reminders or notes. • Use red to highlight sensitive areas. • Acknowledge those areas that are on your mind. • Consider the long term impact. • Use it for regular reminders that you want to make routine. Consider using black magnets that move to white when complete. • Good for showing the monthly focus. For example, shift towards healthy living and art projects. Without pointlessly updating the graphs, know which direction you are heading. Scheduling • • • •

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Understand it. Prioritize, postpone or substitute. Does it even have to be done? Reschedule your other tasks – nothing is set in stone.

The information gap is shrinking. Customers no longer equate brand with self-worth. A brand’s surrogate for quality is destroyed by lies to customers, suing customers and importing shoddy goods. Avoid shallow information media. It should be actionable and have sufficient detail and analysis (context). Stories are the best way to provide detail and context. Use personal knowledge, research or your imagination. Setup a personal information network of trusted people who can filter junk and steer you towards detailed, well-analyzed, context-rich, actionable and informative subjects. Have a personal method to track and retrieve this information. ■

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Getting Things Done - Action

Action Ready, aim fire is better then ready, aim, aim. Embrace trial and error. Hierarchy of Action Try to commit to a mental state before starting a new chunk of work. For example, you’ve just reserved a block of time, you are at home and suddenly feel like playing music. Commit to being creative. Here’s an outline (similar to DeBono’s 7 hats). Location Work Home Procrastination

Role Cleaner Musician P. Development Business Creator Devil’s advocate Partier

Effort Conscious Attention Research Teach Imagine Design Cultivate Sustain Convergent Divergent

Make-work Execution Focused block Programming Pluto Sorting Email Planner/PM

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What should I do next? This question implies a near-optimal solution. That’s usually not the case! When comparing two alternatives, don’t assume the decision will affect the quality of your life. Don’t use happiness as the criteria for a decision. A consciously developed individual will have happiness decoupled from external events. Instead, bring happiness to circumstances regardless of what happens. The decision is not right or wrong, instead, consider whether it’s an experience you want to add to your life. Evaluate the experience rather then the outcome. What decisions will enrich your life and help you grow? Decisions are acts of self-expression. Ask whether this choice ‘is really you’. Describe why it is or isn’t. How much effort will this take? What’s the impact? How long will it take to understand the request? Is the request clear, specific and actionable? Is the request reasonable? It is personal?

Personal development - Action • •

Opportunity cost. How does it stack up against the other items on my plate? Is it personally interesting?

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Vertical growth deals with dreaming big, stretching and pushing. It is typically difficult and challenging. It relies on goal setting and discipline. The primary effect is a sense of satisfaction and fulfillment. Lateral growth deals with broadening opportunities, exploring and being curious. It relies on creativity, spontaneity and courage. Positional based thinking is built on competition. Velocity based thinkers are always working at the best they can achieve. It doesn’t matter whether you’re at the bottom or the top. Contraction phase. Thinking, journaling, reading, working to build your skills, spending time with family. Expansion phase. Taking on an ambitious project, stretching yourself, meeting new people or taking on new responsibilities. Timing is everything. Delay gratification. ■

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Sample areas to focus on: • Learn or improve on a skill. New problem solving techniques. Master a new field of knowledge. Mentor someone. • Create. A song. A club. New friendships. A list of goals with plans. • Accomplish a hard task. Regularly. Share your gratitude. Keep life organized. • Give More hugs. ■ ■

Why improve? • •

Increase the quality of everyone’s life. Happiness comes from growth. It comes from the achieving. Don’t attach it to wealth, achievements, relationships or an external factor. Attach it to the sense that you are working towards increasing the quality of your life.

Personal development - Action

Frame all experiences in terms of how they allow you to increase the quality of your life. How did you improve or what did you learn yesterday? Intense, short-term pleasure. Enduring, mellow happiness. “You want a greater position in your life.” You set goals and improve because you want a better quality life. Determining what’s important. What will provide the most value at any given time? Do it now. Allow events to change you. Grow and live it. Be open to events and the willingness to be changed by them. Forget about good, it’s a known quality we agree on. Growth is not always good. The process is more important then the outcome. Enjoy the journey and don’t expect the outcome. Enjoy your experiments, iterations, attempts, trials and errors. Go deeper to discover something of value. Capture accidents. The wrong answer is the right answer to a different question. Find the time and have a place to study. Drift, wander aimlessly, explore adjacencies and postpone criticism. Begin anywhere rather then failing by paralysis. Let anyone lead. Harvest ideas. Desynchronize yourself from a standard time frame. ____________ leave intentionally blank space for ideas. Stay up late. Find your own tools. They amplify your capacity. Stand on someone’s shoulders. Think with your mind – not technology. Listen to the details, subtlety of needs, desires and ambitions. Scat. Jump fences and break through disciplinary boundaries. Laugh. Imagine meeting your higher future self. ■

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How • Trust yourself. Security comes from trusting that you yourself can think and take action. Hellen Keller: “Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run then outright exposure. Life is either a daring adventure, or nothing.” • Environment. You can get a good idea of what a person is like by looking at the people who surround that person. Look around your home. What kind of person lives here? • Rules Push yourself out of your comfort zone. Don’t give up. If it was easy, everyone would be doing it. You’re closer then you think when you’re ready to quit. Quantify the worst that can happen. Take things one day at a time.

Personal development - Action

Always move forward. Decide quickly. Anything that isn’t managed will eventually fail. Pay attention to competitors. Don’t let anyone push you around. Life isn’t fair. Solve your own problems. Don’t take yourself too seriously. There’s always a reasons to smile. BREATH! Tell a story to persuade. Don’t do anything important alone. Slow down when you’re in a hurry. Start by understanding why. Do one or two things well. Find the need and fill it. Know what problem you’re selling. Never be indebted to a stranger. Do meaningful work. It’s never that simple. Be good to yourself. Trust your instinct. Buy less stuff. Stop at one. Think critically. Pay attention. Be yourself. Begin. Practice. Know how the world works. Be self-reliant. How to look after yourself. Learn to collaborate. Reconnect to your senses. Self experimentation Use the scientific method Try a few hypotheses. ■

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Personal development categories to consider improving (See table of contents). Physical health. Endurance, flexibility, strength, sports skills, sleep, diet, health habits and healing. Personal effectiveness. Mental and emotional skills, motivation, goals, self-discipline, productivity, time management, overcoming procrastination, psychology, habits, organizing, problem solving, decision making, intelligence, values, character and integrity. Purpose and contribution. ■

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Personal development - Enlightenment

Finding your life purpose, living your purpose, transitioning to a more fulfilling lifestyle, serving the greater good, making a difference, changing the world, light workers. Business and financial. Career, work, money, income generation, personal finance, investing, debt, wealth, abundance, entrepreneurship, sales, marketing, commerce. Technology and technical skills. Computer skills, hardware, software, internet topics, gadgets, blogging, pod casting. Social and relationships. Skills, family life, friends, soul mates, marriage, parenting, dating, networking. Spirituality, consciousness and awareness. Spirituality, the nature of reality, consciousness, awareness, metaphysics, truth, philosophy. Intention-Manifestation. Manifesting intentions, the law of attraction, vibrational harmony, share your intentions, and practice group manifesting. Fun & Recreation. Enjoying life, pleasurable experiences, travel, adventure, games, vacationing, jokes, humorous stories. Local Groups. Find or form a personal development or mastermind group in your area. ■

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Rules of life Start your own rules of life. Make them habits or have regular reminders. Pay more attention to and take better care of your body. Have more fun. Care more about other people. Let go faster. Pursue new, practical hobbies. Go slower. Be less anxious. Enjoy the passage of time. Enlightenment Consciousness Four ways to become more conscious: • • • •

Be alert, open and have attention. Choose to express and clarify your intentions. Create and be self-empowered. Leave space.

The Slow Movement

Personal development - Enlightenment

Fully appreciate how you spend time. Acknowledge that you have time to appreciate. It’s about doing things well, paying attention to all aspects of your life without getting caught up in the rat race for no good reason. The Aha Moment of suddenly noticing new connections. •

Aha moments arise with: Ideas. When you suddenly imagine something new and useful. Discoveries. When new information sheds a new perspective. Understandings. When stuff comes together and suddenly makes sense. ■

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As you are exposed to new trains of thought, your attention will focuses inwardly. Your brain will heighten absorption by making you look away consequently reducing visual inputs. After new connections are formed, temporal lobe activity will heighten during conceptual or “top-down” processing. States of Mind •

Executing involves doing scripted actions. You know what you want to do. Go from one task to the next until you reach your goal. Know when you’re in this phase. Orienteering occurs as you build a sense of context. ■

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Never let a word pass you by. Do simple math in your head. Learn about something you normally wouldn’t bother with. Read non-fiction. Be ready to question your own beliefs. Spend time reflecting on what you learned. Appreciate the symphonic relationships between ideas. As we get older we live less in the moment. We’re less ready to remember because we’re perceiving less. Play. Do something without a predetermined objective.

Ready for Anything Be conscious of what you do that is wrong. Acknowledge and work at the bad habits. Most people who read little of quality believe nothing they do makes much difference. They live day-to-day and moment to moment making mundane decisions. They are relatively immune to media spin and move in crowds. Productivity: • Don’t keep stuff in your head.

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Decide what you need to do with what you have. Make upfront decisions. Have next actions and reminders from projects. Keep things up-to-date and review it so that you trust what you’re doing now is the most important thing. When things are tight and tough – step back and set clear objectives on what you have to do. Take a break, relax, have centered awareness and refocus. Know where you are. Take a 100 000 view while examining your tasks and responsibilities. Trust the bigger game, be true and focus at all levels. ‘Levels of thinking’. For clarity, loosen conceptual grip and stand back to see how things should be focused. Know your commitments and where you’re going. The more you know why you’re doing what you’re doing the more freedom you’ll have to explore the ways to get there. Have a problem? What data made you think that it’s a problem? Can you look at it from another point of view? Discipline is not suppression or control. It means the mind sees what is and learns from what isn’t. What have you avoided dealing with today? What makes you think it still won’t be there tomorrow? “It often seems like there’s an obstacle to get through -- before we can begin our life. Then I realized that was my life.” We act like comfort and luxury is all we need in life. But, all we need is something to be enthusiastic about. This system is not cumbersome. I am not my work because I have objectified and reviewed it. A lot of people resist defining their work and they’re stuck with it. Don’t think about getting organized. Just do it – like when you get your paints ready for painting. Your tools should be in place so that there’s no resistance to getting things done. The value of a future goal is the present change it fosters. If you can imagine yourself in such a future, you’ve already started the process in motion. Fake it until you make it. Shift your focus if you start having doubts. Put context when collecting ideas. Track commitments. Tidy loose ends. Empty your head and organize action reminders. Don’t use your mind to file reminders. Use it to work out problems and find answers. Keeping ‘things to read’ in one pile will make it easier to assess what needs to be done. Keep reminders in-front of the exit door or in a trusted place. “When hungry eat your rice, when tired close your eyes. Some people laugh at me. But wise men will know what I mean.” Do the best you can. Have the best meeting, have the best drive with your family. Visualize yourself doing it. The ‘of course’ ideas can quickly be forgotten for the next ‘of course’ idea. Be attentive and in the zone. Even negative thinking produces concentration. People procrastinate because they underestimate the time they’ll have in the future. Things won’t be better, you won’t have more time or more options!

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Break long term goals down into small regular action steps. Even the simple concept of “eat less, exercise more” is easy to mess up. It can be more stressful to not do it. Progress often made by lazy men looking for easier ways to do things. Be smart lazy. Apply less effort properly. We don’t recognize when we’re in a routine. When reality shifts, you may be left without the thrill. Can you give up routine? Know how and when to change your routine. If you build it – they will come. Create context or structure and the rest will follow. Put on your gear – you’ll exercise. Write a book, make a title and boot your word processor. Pick a topic or set a meeting.

Acknowledging Biases Unspoken negative biases that may influence you: We already know the answer to this. There’s no commitment to action this. This isn’t the important issue. Management doesn’t what to hear what the real problem is, because it’s their fault. He’s going to pay for that remark. Why am I here? No one’s going to listen to my ideas. I have nothing to offer – so I will work on something else. I never did trust him. I don’t see any problem here. There’s no answer. We already tried that and it didn’t work. I already told them how to solve it, they’re obviously not listening to me. What a dumb idea. This is hopeless. We’re going in circles. This time is not worth the payoff. I can’t get a word in here. Don’t overgeneralize into a single unified rule. Don’t label someone based on a single event. Be aware of what you filter or ignore. Mistakes happen and probability exists. Be aware of thinking in black and white, there is gray. Don’t blame yourself when it’s beyond your control. Personalizing everything may lead to insults that weren’t intended. How to acknowledge your biases: Pay attention to the state of conversation: assumptions, reactions, contractions, anxieties, prejudices and projections. Say what’s on your mind. Don’t take yourself too seriously. Engage with others who have different or opposing perspectives. There are many faces to a meeting: The bully, the fence-sitter, the critic, the statusquo defender, the condescender, the micro-phone hog, the sycophant, the

Personal development - Enlightenment

wallflower, there in name only, the tyrant, the mouse, mind-made-up, jumper to conclusions, the quitter, the know-it-all, the strong silent type. Reflect on your own role. What are you doing that is contributing to the whole? Listen with empathy. Relax and be fully present. Sense the shifts in your relationships. Use the gap between stimulus and response to choose. Being more conscious will widen the gap and make your ego-driven reactions quieter and your conscious-self clearer. ■

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Imagine the world from a different point of consciousness. Let your sense of consciousness expand. You don’t do anything aside from put out intentions and watch them manifest. Your body is a vehicle for manifesting. The body and its actions are things you observe rather then things you identify with. ■ ■

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Notice the subtleties in your environment. The audiences body language. See yourself objectively. Note your: Strengths, weaknesses, blind spots and capabilities. Move your weaknesses into your consciousness. Acknowledge when you want something. See others with more understanding. ■ ■

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You only exist in the present moment. We’re here to acquire and enjoy experiences The past only has existence to you when you consciously focus your attention on it. Think of yourself in terms of your consciousness; Without ego or fear. You have the freedom to choose your response. You don’t have to identify yourself based on your history if you see that it no longer serves you. Verify that your beliefs are accurate. Develop empowering beliefs. Your reality will change as you consciously shift your beliefs. Levels of consciousness Shame, guilt, apathy, grief, fear, desire, anger, pride, courage, neutrality, willingness, acceptance, reason, love, joy, peace and enlightenment. Raising consciousness Accept and speak the truth. Have the courage to face your fear and realize opportunities. Have compassion and search for signs of unconscious cruelty. Have desire, clarify, focus and act intelligently. Give attention and concentrate. Tune out distractions. Have clear and focused thinking. Deliberately select thoughts. Mediate and tune out distracting thoughts. Expand your knowledge. Know yourself. ■ ■

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Personal development - Enlightenment

Map your thought processes, emotions and behaviours. Write handwritten thank-you notes. Keep a journal. Use reason and logic to avoid false assumptions. Talk with conscious people. Enjoy their presence. Build your energy. Eat and exercise. Cultivate a burning desire for what you want. Intention. Intend to succeed. Make deliberate decisions. ■ ■

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Depression. Your depression comes from the attention you give to the situation. Withholding your attention removes you from the affect of your consciousness. What makes you feel good? Return to the positive state when you catch yourself worrying about your problems. What do you want? Use mental discipline to stay focused. How much effort do you put into consciously managing your thoughts? Reacting consciously A tragic loss will bring instinctive reactions. Your first decision will be whether to accept the event. Accepting centers you in the present. Determine the meaning behind the event. Consider multiple perspectives. Meaning will allow you to gain closure. Downplay, magnify, consider other meanings, wake-up call, responsibility, fate, anger, resolve, tragedy and reassessment. ■

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When you’re Blue Learn something new. Engage, distract or add something to your repertoire. Talk about things. Be physically active. Move forward by doing a ‘next action’. Play, imagine, and laugh with animals and children. Do something for someone. Unexpected gift, smile and authentic compliments. Open your senses. Music, sights, new environment, smells, funny pictures. Flirt. Create. Draw, cook, invent, paint, sculpt, compose, rearrange. Avoid vexatious people. ■

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Emotions Have a positive emotional state regardless of circumstances. Notice areas of your life where you are defensive and resist ideas emotionally.

Personal development - Enlightenment

It’s not the same as disagreeing with an idea. That’s the area with the most opportunity for growth. You must face some grain of truth. Apply more conscious clarity. You can consciously direct your thoughts to create any feeling you want. Don’t believe that external events have control over your emotions. Events are neutral. You feel a certain way by interpreting or thinking about it positively/negatively. The event only has the meaning you assign to it. Try anchoring the state of feeling unstoppable. Feeling successful Control an undesired behaviour by linking it to an external cue. Maybe a certain time period. Introduce a new behaviour or event that conflicts with the unwanted behaviour. Decisions based on emotions may not have logic. They motivate. It may be categorically black or white. The emotional mind is self confirming. Recognize your emotions. What’s your mood? What are your thoughts about your mood? Show empathy. Understand your emotional needs Security Free, helped, supported, treated fairly, understood. Belonging Accepted, acknowledged, forgiving, trusted. Self-esteem Appreciated, needed, noticed. Self-actualization Capable, challenged, useful. ■

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Failing Failing can be beneficial. • You gain experience on how to take and recover from them. • You develop humility. • You gain experience working at your limits. • Failed tasks will yield partial success. • You’ll see the difference between when a project is heading for failure versus succeeding. • You’ll develop thicker skin. • You’ll become more persistent. Awareness Truly experience. Look at something around you (A keyboard or photo) Normally, we would conceptualize the object. Instead, don’t think about the object – just look at it. ■ ■ ■

Personal development - Enlightenment □

Experience it directly by not placing labels or abstractions on the objects around you.

Mental Frames Frames shape the way we see the world. They’re part of the cognitive unconscious. Each of our concepts that structure how we think is instantiated in the synapses of the brain. They cannot be changed by merely telling us a fact. For them to make sense, the facts must fit what is already in the frame. Otherwise, the message simply drifts through. Resistances are powerful: age, emotion and public stance. The longer your neural networks have been running one way, the harder it is to rewire them. Strong emotional beliefs are hard to rewire. Public or group stances will hold. The set pathways make it difficult to revisit fundamentals. Dissolve resistance best if you have it yourself. Recording your day-to-day insights will open new pathways. On the neuron level. We get solid connections that objectivize and believe that experience is an information-processing activity rather than being-a-part-of activity. It is hard to reprogram. All brains work by analogy. Our experience frames must coincide in something we both know. Information reaches your consciousness through the filter of awareness. You can control the filter by consciously choosing to notice what is happening in the present moment. Black and white thinking, judgments, emotions, preconceived notions and robotic behaviours usually impair it. Know your filters. Think like a child. Our brains objectify our experiences, gloss over nuances and meaning, and disconnect us from our experiences through the numbing filter of conceptualization, frames and language. Our lives become ‘out-of-body experiences’ as we become aware of our conception of the experience rather than the experience themselves. We must: Suspend our pattern of ‘objectifying’ the experiences and leave yourself in it. Avoid the habitual assumptions and stream of thought. Sense reality as it is being created. Redirect our undivided attention to what is really happening to the whole. Not just discrete objects and our conceptions about them. Meditation through concentration. Meditation is, in many ways, the opposite of focus. Let go, relax and turn down the volume of the many messages flying through your head. Let go of our objective tendency to analyze, interpret, think about meaning and our own perspective so we can actually see what’s happening from inside. Refrain from pre-established frameworks. Don’t become disconnected from your experiences. Live in the moment. We are distracted by stress, information and demands on our attention. Take joy in the simple beautiful things. Concentrate on one thing at a time. Quiet your mind and think differently. It takes effort to turn off the ‘working’ machine in our heads.

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Ask ‘why’.

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Spend time with your memories. Expand your mind by questioning everything. Concentrate. Learn when you’re distracted. “What is on my mind right now?” Deal with it. Keep a journal and write to be read. Be aware of emotions. Understand why they occur and what effect they have on you. Control your impulses especially as thing get hectic. Think clearly when those around you can’t. Assess your strengths and weaknesses. Have a vision for your life. Anticipate problems and needs before they arise. Be creative and be open to change. Innovate and apply your creativity. Have ambition and feel the need for achievement. Take the initiative to bend the rules. Be conscientious and accept responsibility. You are responsible for fixing a problem that bothers you. If you want something, achieve it. You create your unhappiness. Be adaptable in the face of obstacles. Be optimistic by understanding that we all make mistakes. Be present by focusing on actions and processes rather then things and milestones. ■

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Sizing • Do you focus on the whole picture or the smaller chunks of details? • Do you begin a relationship by looking for similarities or differences (will usually do the opposite from what you propose)? • Do you spend time sensing or do you follow your intuition? • Do they think in black in white or gray? Do they use absolute words like bad, wrong and right? • Optimist or pessimist. Are they talking about challenges and dreams or problems and difficulties? • Focus by screening out data or a non-screener who is easily distracted by the environment and retains many details. • Why or how? • Balance between ‘super sensitive mode’ and ‘computer mode’. • Emotional style. When a treat arrives, do you fight aggressively or fight by being assertive. Common things we’re not aware of: Our biases. Our habits (Good and bad). Our inattention and insensitivity to others.

Personal development - Enlightenment

Our ability to understand others’ worldviews and consequentially their beliefs and thinking. The 16 million bits of subconscious data our bodies process every second. Subtle changes in our mood, health, senses and emotions. • •

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Acknowledge your weaknesses. Keep your awareness high by consciously choosing whether to work on it. Maybe you’ll choose to work on other things that are more important. Show gratitude and appreciate what you have. Don’t lose sight of beauty and complexity. Look at the world with the eyes of someone who has never seen it before. Be fascinated with the notion of existence. By staying in the state of wonder, you can enjoy the experience whether you’re ‘losing’ or ‘winning’. Be grateful for your health, a roof and your material possessions. Also be grateful for time and space, your challenges, people who treat you unkindly, your ideas and freedom of choice. Don’t compare yourself to others. Do you really need attention, approval and appreciation from others? How can you be stressed about things beyond your circle of influence? Imagine being imprisoned with no escape. You’ll feel much more grateful when you realize that this current stressful situation will pass. Learn things that will make you self-sufficient. Focus on skills rather then unactionable events. Being grateful will allow you distill frustrations. It will help you realize that the reason has nothing to do with the why you’re feeling this way. ■ ■

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Be aware, fearless and trust yourself and your intelligence. Be aware that too much positive thinking can decrease your awareness. Rather then facing your real problems, you write them off with affirmations. Instead, face and accept the whole truth. Notice things. Be self-awareness Feelings, thoughts, body sensations and urges. Recall the ‘Slow movement’ Soften resistance to disturbing thoughts and feelings. Allow things to be what they are. Acceptance doesn’t mean approving or liking. You can always endure your discomfort until it passes. Try belly breathing. Return your attention to your breathing. Breathe in deep with your belly. Use de-stressing exercises. Elicit the relaxation response. Use progressive muscle relaxation. Leave thoughts alone Thoughts are not facts. Emotions react as if they’re facts. Thoughts cannot be suppressed. Redirect your attention to your breathing. Changing your mind. ■

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Change toxic core beliefs Consider alternate meanings of disturbing events. Check the facts.

Be mindful. Don’t ignore any sensations or emotions. Analyze them from an objective viewpoint and use it to separate your ego from your skill. A stressful moment could be viewed as, “… that incident makes be feel stressful.” Make this statement as neutral as possible. Don’t judge or explain. Get a wider perspective by looking at your problems from the perspective of your entire life. Sit back, relax and visualize. ■

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Perception Perception is a process where people construct their own version of reality. They use their five senses as well as past preconceptions. You perceive what you expect to perceive it takes more information to recognize the unexpected. ■

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Mental models. They help simplify and interpret reality. Continuously refine your working models. Understand others models by looking at their: values, assumptions, misperceptions and misunderstandings. Different contexts will cause different expectations. A fresh or new perspective will spot new opportunities. Have procedures that expose alternate points of view. Periodically reexamine key problems from the bottom up. People form an initial impressionable hypothesis. Initial ambiguous information will interfere with future perception. ■ ■ ■

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Opening your mind Talk aloud. What is the point? What are you trying to do? Take time despite busy’ daily duties. Question assumptions. Sensitivity analysis. Peer review Assumptions in mirror images. Different perspectives Think backwards by first assuming an assumption happened, and then from a future perspective, explain how this could have happened. Use a crystal ball to explain how an assumption could be wrong. Role play Be the Devil’s advocate by defending a minority point of view (whether you agree or not). This will expose conflicting interpretations and alternative images. ■

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Personal development - Enlightenment

Note what surprises you. Note tactical indicators that contradict strategic assumptions. Keep idea generation and evaluation separate. Don’t impose constraints. Combine ideas. Have a way to evaluate ideas. Develop ideas Be responsible. Limit superior involvement. Keep the project small and flexible. Distract yourself with other work! ■ ■ ■ ■

Courage and fear Without fear, there’s no attachment to circumstances. Pre-program yourself to succeed. Skeptics are rooted in the fear of making a mistake. They are concerned about the probabilities of success versus the failure of everything. •

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Build courage: Acquire additional knowledge and skill within the domain of your fear. Replace perfectionism with permission to be human. Join a group that you barely qualify for. Look forward to hard work because it will lead to the biggest growth. Face the reality of our inherent limits as human beings. Fearlessness It’s not smart to be nervous when there is no real danger. Use your brain to understand your fears. Your fear may be based on an inaccurate model of reality. Upgrade the accuracy of your understanding of reality and spiritual beliefs. Fearful people can easily be manipulated by reminding them of a fear. Stress Is often perceived as a shortage of time. A feeling as though we have no control over how your time is spent. Having a strong and constant sense of responsibility. Do you perceive things as fun or work? ■ ■

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Ignorance is denial in disguise. It’s the result of your power to your fears and then denying that you’ve done so in order to avoid suffering. Uncovering denial and facing your fears is an intellectual process. Accept the truths you discover. If you spend time focusing on positive intentions, but observe your present situation in a neutral way, you’re wasting your time. You don’t fear what you understand. Are you afraid of a hot stove? We all have inherent ignorance due to brain limitations. Historical ignorance due to things we have forgotten or never learned. Narrow-mindedness and refusal to recognize what we cannot empirically prove. Refusal to come to a moral conclusion because it may be subjective. Polymathic ignorance is overconfidence on knowledge of the past and future. Failing to know yourself and your weaknesses. Failure to accept unpopular or unpleasant knowledge. ■

Personal development - Enlightenment

Laziness in understanding what is complex. Deliberately obscuring or withholding knowledge. You can either put energy towards your desires or your fears. Option 1. Use your intelligence to understand yourself, understand reality and live the most intelligent way you can. Face your fears. Summon your intelligence to work with you. Option 2. Settle for false sense of self that’s below your potential, create a false reality and invest all your energy in defending what you’ve created. You’ve surrendered to your fears. Imagining your fears as bigger then you are will cause you to shrink from them. Imagine you’ve already completed it. What would life be like? Act out a few scenarios. Any major side effects? What fears arise when you consider the big picture? Are there impacts to your health, fitness, career, etc? How will it affect your circle of influence? Where is the resistance? Accept your fears as a consequence rather then feeding them with intentional energy. ■

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Fear of trying Avoid doubting yourself out of an attempt. • Avoid fear based thinking. • Don’t over simulate the issue. • Control risks where possible. • What will it take to recover? • Don’t succumb to critics. • Don’t fall into analysis paralysis. But be prepared. • Test to the point of failure to see your limits. What you’ll get • Some surprising result or surprising reasons for failure. • New insights. • You learn by doing!

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People go to great lengths to avoid making a simple mistake. We are overly conditioned to believe that making a mistake is bad. Even if ill prepared, you can still choose to feel confident. It’s an internal state, so you don’t need an external reason to justify triggering it.

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What’s the worst thing that can happen? Imagine you’ve already done it. Model after someone who is confident. Act “as-if” you already are confident. How would you be acting? Keep it in perspective. Will it matter a year from now? Lower the volume on your negative internal voice. Dress sharply in quality clothes. Walk quickly. Have good posture. Focus on gratitude related to past successes, unique skills, loving relationships and positive momentum. Compliment others. Speak out. Work out. Contribute. Build self-confidence: Enthusiasm Be enthusiastic simply by acting more enthusiastic. It will mask any nervousness in your body language or speaking. Centers your focus outside your own ego so you no longer have to protect it. Take a day off. Don’t compare yourself with others. The only question that matters: “Are you doing your best?” Are you capable of more? Take a risk to find out. Let the world tell you when you’ve gone too far. Make resolutions throughout the year. ■ ■

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Presence and your image • Have refined tastes but don’t appear to be concerned about: Your presentation and looks. Don’t constantly adjust your clothes. Your voice and words. Your body language. Don’t constantly look around. Avoid reshifting your weight. • Walk into your room with your head up and shoulders back. Note that your senses will be overloaded and you can be easily exploited. Charge in while taking in everything. Keep your head level. Focus on your anchor spot whenever you get nervous. Redirect your shameful gaze. It will appear that you’re looking for others. Stand tall. Introduce yourself as, “Dexter McMillan”. Period. Keep your hands out of your pockets. ■

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Personal development - Enlightenment

Make eye contact. Look into someone’s eyes until you can describe it with two adjectives. Lead the conversation by asking questions. Sit straight. Take 3 deep breaths. Look your best. Check Google News for interesting stories. Face the room directly. Greet the first person you come across. Personal elevator pitch Describe yourself rather then what you do. My unique gift is… My practical passion is… My purpose is… I’m angered by… My idea community is… My most important message is… My advice to the young is… ■

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Who do you want to be? How would you talk? Dress? Solve problems? Start shaping your environment to reflect the image you see. It will reinforce your identity. Visualizations should be out of proportion, use substitution, exaggeration, movement and humor.

Character • Fanfare may mean insecurity. • Selfishness may mean that someone is egocentric, insecure and competitive. • People will show their character when under stress. • Be aware of avoidance. What someone is NOT doing is just as important as what they ARE doing. • People that moralize or preach are either afraid or have a secret agenda. • Extreme spending habits may show insecurity. • Intuition is a thought that hasn’t been verbalized. • Search for extreme habits.

Self-discipline Why we don’t do what we should Be aware of barriers that stop you from doing what you want. •

Fear

Personal development - Enlightenment

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Fear of failure, not having the skill, or are afraid of: being criticized, humiliated, ridiculed, lose financial, employment or social status. Lack of Self-Confidence Are you pushing your limits or are people putting you down? Lack of Knowledge You don't know what, how or why to do it. You are worried by easy to avoid obstacles. You may disagree with how things should be done. You may have too much knowledge and have analysis paralysis. You try to do too much alone Working alone allows you to be selfish by not considering others’ needs. Relying on others may seem like a weakness. Reward systems are often focused to make us compete against each other. Trying to do too much. Are your expectations set too high for the amount of resources available? Do one or two things well. Don’t keep too many lists. Please yourself Lack of energy even though you may want to do it. Lack of reward Do something on the assumption that you won’t be rewarded for it. Feasibility. Most projects are just dreams. Can they really be accomplished? People are too busy thinking about what the need now. We do what we must, then what’s easy, then what’s fun. Progressively train like a weight lifter. Consciously acknowledge your accurate reality. Accepting that your present situation will lay the groundwork for improvement. Are you neat? Do you keep promises? Choose a weak area, assess and accept where you stand right now and design a training program to improve. Willpower Willpower provides an intense but temporary boost. Use it to create self-sustaining momentum. Permanently change the environmental and social obstacles to make it easier to move without sustained force. Choose your objective. Create a plan of attack. Execute the plan. Hit it hard and fast. Hard work Everyone says they have a good idea but the hard part is realizing the idea. Pursue things for the subjective growth experience, attract it and create the experience you want. There’s no need to spend energy seeking proof. Industry Put in the time. Squeeze more value out of your time. ■

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Personal development - Enlightenment •

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Persistence. Accumulate results by taking action even when you’re not motivated. A vision of the future should compel you. Are you a realist or idealist?

Handling stress. Take the initiative and exercise self-control (Avoid learned helplessness). Learn how the world really works. Take charge yourself. Someone is not in control. Have an outlet to discharge stress. Predict stressful situations. Have support. Social comfort and support. Stress management resources. Don’t overreact. Assess the situation accurately. Change your perspective to determine the social meaning. ■

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Discover your purpose and core values. Evaluate Your progress. Your relationships. Set an intention. Start a 30-day challenge. Align your purpose with your desires, abilities and needs. Gain clarity. Personal development. Form a positive attitude. Solve problems

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Hats details Explorers discover. Study, observe, perceive and learn. Interpreters understand.

Personal development - Enlightenment

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Teach, coach, provoke, add insight, ‘make sense’ of things. Inventors create ideas. Imagine, conceive, make stuff up, and imagine how to apply. Designers create models. Craft, specify, template, make patterns and recipes. Generators make goods. Useful or enjoyable stuff. Nurturers create well-being. Cultivate and help people. Menders create sustenance. Restore what is damaged. Actors create fun. Stimulate, recreate and refresh. Connectors Distribute.

You must be the manager sometime. Research, teach, imagine, design, create, cultivate, sustain and connect. Understand the different ways of looking at the world Macro centric. A bird’s eye view of themes and patterns across incomplete knowledge. Holistic, intuitive and conceptual. Micro centric. An examination of detail and causality. Mega cognition Humans can think about thinking. Develop, maintain, action and evaluate a plan. Why are you doing what you’re doing? ■ ■

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Circle of Influence You can only have regrets for those things you had some control over. Attention Attention is the ultimate individual power that frees you from the stimuli around you. The Flow Live life as a work of art rather than a chaotic response to external events. Step outside of normal daily routines. People don’t seem to know how to use their leisure. They find it too difficult to organize themselves and would rather pursue apathetic TV watching (no initiating needed). Staying in the flow • Use a trusted, easy to use, immediate tool to capture ideas for future review. • Use sound isolating headphones. • Keep your office cold. • Motivate with competition.

Personal development - Enlightenment •

Sleep sooner and wake earlier.

Being in the flow: • Completely involved, focused, ecstasy, inner clarity on what needs to be done, knowing the activity is doable, no worries about self, growing beyond the boundaries of ego and timeliness. Enjoyment versus pleasure. • Pleasure (like a hot bath) lacks a sense of achievement or active contribution to the result. Pay Attention Acknowledge the obvious. Is attention deficit a learning disability we acquire as we get older? Edward de Bono has commented that the reason we produce such ineffective answers is that we find thinking painful. Lecturing or writing in conversational language will make your brain think it’s a real conversation. It thinks it has to hold up its end, so it pays attention. Watch out for Continuous Partial Attention (how you behave when online). In business watch for: • Confusion or unclear things. • Barriers that get in the way of people’s jobs. • Wear patterns. • Duct tape workarounds. Observe the current state and get other perspectives on why things are the way they are. Why is the current state intolerable? The cost of not changing is high. Collectively, with those that appreciate, identify the alternative workarounds and those that can be trialed. Try as many of the simplest alternatives as possible. If the change will affect people you care about, warn them. It is generally better to beg forgiveness than ask permission for workarounds. Help others understand and make the changes. Find workarounds for any additional obstacles. Be adaptable. Start again if you are bogged down. Noticing the world around you: Close your eyes and visualize the nuances of voice and the complex sounds of nature. Get away from noise. Learn to mediate and focus your attention.

Personal development - Enlightenment

Listen to eyes, hands, faces and body language. Say less and don’t interrupt. Introduce yourself in a non-threatening way. Be self-deprecating by behaving like a tourist. Early weaknesses will be magnified as you progress. For example, learn how to play a scale before learning a song. Ask intelligent and interesting questions. Shows subject appreciation and forces you to pay attention. Ask meaningful questions. Don’t probe at defenses. Use questions to help the speaker begin to reach their own conclusions. Re-frame questions. For example, “You didn’t enjoy having to take the blame. But I cannot understand why you feel blamed rather then merely beings asked not to do something that way.” This will move from an emotional to a constructive response. Open ended questions Require more then a single word. Keep it general but end with the specific. Use ‘why’ or ‘how’. “Tell me about it.” Eavesdrop on others’ conversations and their mistakes. Practice interviewing and facilitating conversations. Again, forces you to listen to the answers. Write down what you hear. Facilitator role Pay attention. Understand why things are the way they are. What are the obstacles to work effectiveness? Work to remove these. Imagine ideas, co-develop visions, apply a framework and create tools to make things easier. Demonstrate them and let the group run with them. Show appreciation to your co-workers. Proactively collaborate. ■

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Maybe the reason we pay less attention is that we no longer have much opportunity to see and hear things that inspire a ‘state of awe’. We are surrounded by sameness and at the same time, are barraged by assaults on our senses. Try these six exercises: •

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Move in close, so you divert attention from individual objects and start to see instead colour, texture, shape, shadow, reflection, and pattern. Count your blessings. Connect with different people, friends, music and writing. Avoid pessimists. Avoid the dullards and people who play it safe. Find an unusual perspective from which to look -- get down on the ground and look up, look at something through trees, through a microscope, or by candlelight, anything that will let you see things differently from usual Look at things under unusual conditions -- in the fog, at night, right after a heavy rain, just at dawn or dusk Stimulate your other right-brain senses -- get your nose up close to things, listen to birds, or insects, or train whistles, or music, walk in your bare feet Walk or bicycle without a pre-determined destination, direction or time limit

Personal development - Actionable skills •

Study something -- birds at your bird-feeder, time-lapse of a flower over the course of a day or a week, a spider-web, how moving or dimming the lights in a room changes its character, how a bottle looks different when viewed from different angles

Competition for our attention has become the greatest competition of all. To refocus attention on what’s important, stop paying attention to things; Without fear of consequences. Pay attention to what’s happening, possible and needed. We pay attention to: Things we care about. Things we must act on immediately. Remarkable events, stories and images. Trustful advice. We don’t pay attention to: Things we don’t think/know about. Things that don’t match a mental frame. Subtleties and things we’re used to. •

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Buddha We only have this moment in our life. The only thing that is real is our experiences right now, in this moment. I am content with the position I am already at in life. Maintaining focus and flexibility. Use regular reviews. Daily life can be very distracting. Spend more time in reflective thought. You don’t need to be extremely productive all the time. Accept growing pains. Do the best you can. Perform a task with 100% focused attention. How long can you hold a single thought in your head? Set aside time for conscious intending. ■ ■ ■ ■ ■ ■ ■ ■

Actionable skills • Sharpen the saw Exercise. Improve your diet. Educate yourself. Learn a new skill. Join a club. Meditate. Journal. Have deep conversations. Set or review your goals. Organize your home. Go out on a date. Do a bunch of little tasks. Learn something new every day. Practice. Think about how you think.

Personal development - Actionable skills

When you are making decisions, stop and think about how you are making them. What's influencing you that shouldn't? What's missing that would help you decide better? What are you assuming that you know, that you believe, and that you don't know? Be open to change. ■

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A presence walk will keep your mind quiet by giving it plenty of sensory input to processes. Less mental chatter. Journal Thinking can be circular. Your brain can over-generalize. People like explaining straightforward concepts. This is good for clarification but lengthy when working with new solutions. ■

What are the raw facts? Don’t let your brain classify them too soon. ■

How to meditate • Choose a position that’s comfortable but not too relaxed. Try sitting upright on a pillow. • Stare at something and let all thought go as you exhale. • Close your eyes and think about your breathing. Over the next few minutes, try lowering your rate of breathing. This will relax your body.

Personal development - Actionable skills

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Do it over and over until you can repeatably go beyond the constant stream of thoughts. Choose the thoughts you want to hold. Kick out negative thoughts. Run with a few mental exercises. Run your focus around your body. Where are your hands, feet and back? How do they fell? This will sharpen your focus and drive out distractions. Visualize a picture, sound or sensation in your imagination. Hold it as long and clearly as possible. Try for 15 seconds. Stay in the present moment. Refocus your mind whenever your thoughts become too chaotic. Now that you’re in a meditative state, form a visual scene in your head. Keep it simple at first. Perhaps try talking to someone. Have a conversation with them and ask for advice. Don’t judge your emotional state. ■ ■

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Yoga Karma yoga Action, work and service. Bhakti yoga Love, devotion and worship. Raja yoga Mediation, mental control and ‘psychic’ exercise. Jnana yoga Knowledge, philosophy and enquiry. Like playing a detective. Your enquiry can create cracks in certain belief systems. ■

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Visualizing Visual Explanation A sketch can make things clear when explaining. When you’re talking you have a conceptual bubble over your head and the listener has one over there’s. Do they match? Pictures save time. The brain likes them and learns by them. Get a graphics program, digital camera and a whiteboard to put drawings on. Using Mind Maps Understand the implications of injecting a new idea into the map without undermining its’ integrity. Here’s a sample problem solving session: • • • •

Define the issue or problem. Define the selection criteria. Pre-expose the audience 24-48 hours ahead of time. Gather ideas without evaluation.

Personal development - Actionable skills • • • •

Group, organize and gather more ideas. Eliminate the absurd, gather more ideas. Evaluate the remaining ideas consistently against the selection criteria. Assign actions.

Consider the outcome you want. Develop a sequence of gathering, organizing, deciding and taking action. Know what you need to do to get back on track. Note overdeveloped or premature conclusions. Challenge your ideas. Does their solid foundation stand up over time, and from a fresh perspective?

Types of mind-map connections: ‘Is an example’, option, consequence, requirement, dis/advantage, risk, definition, explanation, strength/weakness. The A3 project overview system •

Put all essential information on one 11x17 piece of paper. It will make it easier for the project sponsor to see the team’s accomplishments. Consider the following items: Theme. Project background. Including a picture of current conditions. Goals, objectives and deliverables. Root cause Current state and data in a graph. Alternatives and trade-off list. Recommendations and countermeasures. Future state picture. Plan Action items with dates, owners and costs. Target vs. actual. References Contact information ■

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Visualizing the System •

A mental model of the system is build using fragmented data: Spreadsheets, reports, news articles, meetings, casual conversations and personal observations. Also, recognize your biases, systemic-errors, over-simplifications, snap-judgments, shortsightedness and wishful thinking.

Personal development - Actionable skills

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Share, expand, think creatively, think critically, design, frame, debate, reconcile, integrate, organize, prioritize, get other opinions and test your assumptions. Watch confusion through mental models. The goal is to combine the data into a coherent and accurate picture of the world so a wise decision can be made. A complex problem will require synthesizing knowledge about all parts of the system. A visual model allows for an integrated and tangible view of the problem. View components. Connections. Dynamic past and future behaviours. Unknowns. Explicitly show, in parallel, all the salient elements of the problem. Complement verbal descriptions. Frame the problem. Put it into action: Focus, predict, choose, agree, decide, organize, prioritize, plan.

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Salient. Selectively represent the most relevant tasks. You can’t represent everything. Accurate. Encode the actual affairs. Not an erroneous or biased view. Complete but as simple as possible. Communicated clearly: see, hear and feel. Understandable. Keep it familiar and not too complicated. Clearly and objectively describe the situation. Predictive into what might happen. Falsifiable. It should be experimentally possible to confirm and disconfirm the accuracy and predictive power. It should capture the emotional connotations of the situation.

Personal development - Actionable skills •

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It should inspire by combining style and substance. People are inspired by thoughtful design and elegant models. Memorable and easily accessible for future reference. Flexible enough to reflect new data, and our growing understanding and needs. Coherent with other related models. The purpose of them is to produce effective action. It should help define goals and actions necessary to reach them. All models are incomplete. They all compromise. The most elegant or complete is not always the most useful.

Memory Working memory is limited to four things at once. The temporary storage relates to information you can pay attention to and manipulate. •

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Use an absurd image to associate two items. Distort the proportion, substitute an out-of-place object, exaggerate, and include a movement. The most vivid memories are the ones’ that didn’t meet your expectations or where in conflict with the routine. To remember names, form a mental picture of the name. Pay attention when introduced. Picture the spelling. Absentmindedness When you perform actions without thinking. Use reminders to make an association. Names. Draw a name map. When you sit down at a meeting, map out names, seats and some identifiers. Repeat them as soon as you hear them. Lists. Use dramatic imagery. Pushing your list items pass your brain's mundane filter will make it stick better. You can only take your mind back to the interpretation of what you thought was there. Remember by associating new information into an existing schema. Reorganize random items. Consider placing into a more specific category. Make information visually dynamic with form, color and texture. You’re more likely to remember if you’re placed in the same situation as when you initially focused. Memorizing Pi to 22k digits. “…the number 37 is lumpy like oatmeal, and 111 is similarly lumpy but also like the number three (37 x 3)… my mind is able to chunk groups of numbers into meaningful visual images that constitute their own hierarchy of associations”

Mnemonic loci method

Personal development - Actionable skills

Arrange names and things in three-dimensional places. Follow the same sequence of walk through. Connect them based on context. Have your personal private place ready for new information. Palace technique. Use a place you know where you can mentally walk through (Your home). Look from left to right and list distinctive features. These will be your memory slots (also good for sequential memory). Over learn your visualization, try repeating aloud or write them down. Make the association crazy, offensive, unusual, unique, animated, visual, smelly or concrete. ■ ■

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The Peg system Use a peg word for each number, using its consonant sounds that the number transposes to. Number ‘1’ could be – tow, tea, dye or die. Peg for ‘2’ would be only the ‘2’ consonants – Noah. Peg word for ‘10’ would contain two consonant sounds – toes. ■ ■ ■

Learning How we learn: • • • •

We take in information through mental models. We then kick out concepts or references that we don’t understand. Information is filtered and process in brain’s RAM to decided the meaning. We then file the information into long-term memory.

Be ready for the time and effort it takes to understand new situations. Begin by learning how to predict consequences.

Personal development - Actionable skills

Pause to be conscious of the moment. Give yourself time to wonder, ponder and doubt. Remind yourself that you are not absolutely sure of anything; this allows productive doubt to flourish. Don’t settle for just knowing facts. Really learn about things. Take a moment to study your hand; it’s a marvel of engineering. Wonder how it grasps, why the knuckles are where they are. Explore its range of motion. Question why there are little hairs on the back of the hand, but not on your palm. Theorize about why you have fingerprints. Learn from a friend. Participate in his learning curve just because it’s interesting. Write down and research a question that has piqued your curiosity. Share what you’ve discovered with a few people who know nothing about the topic. The best way to teach is to do it self-paced and immediately tested (On the job training). Prompt students to articulate what they’ve heard in ways that make sense to them. Challenge, discuss and apply it in useful context. Stories help to grasp the concept in concrete terms. Don’t teach by telling! Give iterative reinforcement and a chance to question. Illustrate, demonstrate, self-teach by doing, evoked through discussion and questioning, be interactive, iterative, and present in a personal way that will accommodate different learning styles and thinking frames. In school, our imagination was crushed as we were taught how to reproduce what other thinkers had thought. There’s a limit placed on learning if the student is not permitted to doubt the teacher. Continuously learn: Self-confidence, common sense, creativity, research skills, communication skills (oral, written and body language), collaborative skills, focus and persistence. Learning Continued •

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Learn as many useful skills as you can. Focus on those that make you independent and self-sufficient. Give yourself time and space. Don’t be down on yourself for things you can’t control. Don’t judge yourself by others’ standards. Don’t plan too much. Never let urgent things get in the way of doing what’s important. Beware of over-generalizations/simplifications

Why learn? Learning adds resolution to what you experience and offer. Learning music changes music. You begin to appreciate and enjoy subtleties that are virtually inaccessible to everyone else. The way you think and experience also changes. People are not passionate about things they know nothing about. They may be interested but without enhanced skill and resolution, there is no real passion. We need learning experience designers. Fool the Brain to Learn

Personal development - Actionable skills

Get past the brains’ filter. It will do everything possible to look for something more interesting. • •

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Learning is a two-way channel. Highlight why what you’re talking about matters! Use a compelling benefit. Play this probing game. Ask why? Who cares? So what? Use visuals with a short description. Visual metaphors, annotate the thing being described. Picture the end state. Use pictures to create attention and recall. Use redundancy Different perspectives Different information channels. The more senses you engage the better retention. Lights, action and food. Consider how you’d learn it in real life. Real-life is never terse; it’s filled with chaos, confusion and moments of insight (“Ah-ha!”). Confusion is a state of mind when things are indiscriminately mixed, disillusioned, chaotic, out of what or remain uninterrupted. It comes with exploring new territory. Don’t jump too quickly to the obvious answer. Forget what has worked. The theory of dissipative structures says that things will fall apart and either reorganize themselves on a higher level or become extinct. Maintain interest with variety and surprise. Place yourself in situations where you don’t know the outcome. Accept that uncertainty is part of the normal process. Be doubtful and admit that you don’t know – but learn it! Use conversational language. Trick your brain into thinking it has to hold up its end. Use mistakes, failures and counter-intuitive ‘WTF learning principle’. Describe things working fine then expand by suddenly having something go terribly wrong. Showing is even better then describing. Moreover, letting the learner experience is better then showing. Let them experience an explosion rather then “oh, and be sure you do it this way…” Don’t protect the learners from bumps and scrapes. Group symbols into a meaningful, memorable pattern or “chunks”. You can only remember about seven things before you must commit them to memory or store them long-term. Relax Let them know when it IS confusion. Tell them it will come together with a few examples. Visit new user forums to help create a table-of-contents. You are not the best judge of how your audience will learn the topic. What you think should be a no-brainer might be tough. Build curiosity with seduction, charm and mystery. Use a page-turner to keep the learner engaged. Use game theories, ‘I Rule’ tactic. Got their attention Æ Build interest with motivating goal Æ Challenging activity Æ Payoff. Ask which would you choose? Ask questions, pose multiple and potentially conflicting viewpoints, show topic from different perspective and setup scenarios or exercises. Want them to categorize, organize, apply, infer and evaluate. ■

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80/20 cognitive overload. Nail the key things before exposing to everything. Context matters. Place facts, concepts, procedures and examples in a bigger context. Emotion matters. Use the brains reaction to faces to increase attention and memory. Use stories Have the learner imagine themselves wanting to do a particular thing. Then offer an experience of what that would be like if she were actually trying to accomplish it (include the difficulties). Have use-cases or experience maps of how a particular user would interact with your software. Use a varying pace Vary the content to give your brain a chance to absorb. Try heavy technicals followed by big-picture example. Time to reflect, process, think, apply and review. It’s about how the learner feels about himself or herself. ■

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Four phase learning: Experiencing, Reflection/Observation, Conceptualization, and experimentation/Application. Constraints to learning: • •

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Need time for wonder. Workplace and home routines are repetitious and stimulus-poor. Know how and when to change your routine. Vary your daily routine with a challenge. We don't do anything together anymore. We get too much of our life experience second-hand (from books & movies, and online). We suffer from imaginative poverty -- we won't let ourselves imagine, and now we've largely forgotten how to imagine. Our lives are too organized and too scheduled to allow serendipitous experiences and hence serendipitous learning. We are becoming afraid to learn. We cannot bear too much reality, too much bad news, and we don't want to accept the awful responsibility that knowing and learning brings with it. The media have addicted themselves, and us, to facts rather than meaning.

If we want to be good role models, we should learn from the people we teach. Provide all materials and opportunities to experiment. Give freedom and responsibility to deal with their thinking. Don’t conform to expected outcomes. Be enthusiastic. How would you make it better? What would happen if? In how many different ways? Things to Practice Listen, learn, volunteer and teach others. Courageously talk openly and understand why people feel differently. Be a role model and infect others with your passion.

Personal development - Actionable skills

Refuse to tolerate cruelty, suffering, unfairness, bullying, jealousy, apathy, despair, cynicism or hate. Find time to do what you want. Become less dependent by learning new skills. Re-learn how to imagine by reconnecting with your senses and instincts. Challenge established wisdom. Imagine a better way to live. Try something you’ve never done before. Your brain will need to work at full capacity to understand new patterns; rather then just routinely recalling. Randomly pick and dive into something you know nothing about. If it doesn’t hold your interest, drop it once you learn the basics. Move beyond the fear of being a beginner. Stay open to learning. Improve your learning effectiveness by assuming you’ll soon be teaching others what you’re learning now! Learning comes from doing and being. Reading creates ideas and opportunities, but it’s the action that flows from these opportunities that creates true learning. Don’t attend a class if you expect you won’t learn anything. ■

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Managing difficult subjects: Build a framework of the subject, and then fill in the details. Load-up on information. Don’t highlight books too early. Read in 10-20 page chunks. Identify key concepts and describe them in your own words. Think about the concepts. Only memorize what absolutely has to be memorized. Facts can be looked up. Try recalling details the next day. Use mock exams. Get more information from another source. Learn the first time through. Don’t fall behind in grasping concepts. We’ve lost our childlike capacities to: Be artistic, to appreciate and embrace complexity, to imagine, to live naturally (intuitive, sensual, perceptual) rather then scientific, logical, intellectual or moral. Learned helplessness and the futility of resistance is further spread through our education systems: Confusion Absorb these disconnected facts without meaning. Class position. Know your place, compete and conform to succeed or face ‘shameful’ failure. Indifference. Obedience, not enthusiasm is rewarded. Emotional dependency. Someone else will tell you whether you’re right or wrong. Intellectual dependency. Someone else will tell you what to do and not do. Provisional self-esteem. Your worth depends on the assessment of others. No privacy. There is no time or place for independent thought. ■

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Intellectual self-defense. Be mindful. Pay attention to what’s happening and what’s being said and why. Things are the way for a reason. Be self-awareness. Pay attention to what you’re doing, not doing, and why. Be open-minded. Don’t prejudge. Listen and change your mind to consider the radical. Acceptance responsibility. Don’t blame victims for their own misfortune. Think critically. Be critical of what you read in the mass media. Refuse to self-censor. It’s the first stage in self-paralysis. Reject simple, conforming answers. Issues are usually complex. Don’t compromise. Don’t choose the lesser of two evils. Refuse to hate. Don’t let yourself be provoked into hating. Those that stir-up hatred likely have ulterior motives. Reduce your dependence. You lose the ability to voice criticism if you’re dependent on the economic, political, educational systems and mainstream media. Disobey. Challenge authority, ask questions, say, and do what others fear. Learn. First-hand observations and stories from people on the front line. Avoid media filters. Rationalize. Don’t be seduced into believing the easy answer. Celebrate your uniqueness. Accentuate your difference. Don’t become them just to belong. Love yourself. Don’t let your sense of self-worth be dependent on others’ attention or approval. Wondering. Imagine, be bewildered and free of the need for certainty. ■

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Sleeping Sleeping will changes your approach by getting ride of tunnel vision. Consider using EnergyPods at work (Google does).

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Personal development - Actionable skills

Waking up when your alarm goes off. Get up at the same time everyday. Turn off the alarm within a few seconds. Inflate your lungs with a deep breath of air. Stretch your limbs out in all directions for two seconds. Put your feet on the floor and get dressed. The whole thing should be done on autopilot. Don’t let your brain debate. Make it a conditioned response. You can’t trust your 5 am self. Practice! During the day when you’re awake. Don’t try to go to sleep until you feel your brain is being knocked out by hormones. Feel yourself getting drowsy. Setting specific sleep hours will cause you to go to bed when you’re not sleepy. Place a note on your alarm clock asking, ‘what did you dream?’ •

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Polyphasic sleep You only spend 1-2 hours of REM sleep per night, the rest is wasted. The more naps you have, the more rigorous you have to be on your nap times (The Everyman method requires naps within 30 minutes of schedule).

Buckminster Full did “dymaxion” sleep for two years. Also consider: Da Vinci, Edison, Tesla, Churchill, Branklin, Jefferson and Bruce Lee. The Everyman schedule is easier then the Uberman. Still gives you the sense of going to bed every night. Humor • • • •

Know how to take a joke at your own expense. Begin your speech with a joke. The setup is important. Where to find humor. In your own life.

Personal development - Actionable skills

Keep a humor journal. Record the funny things that happen to you. Practice telling the stories to friends. Humor is about surprise and relationships. Relationships. Connect two previously unrelated thoughts. How are these groups different and the same? Environment. Keep a book of humor beside your phone. Have a fun photo on your desk. Break the pattern when you’re stressed. Act as if you’re having fun. Smiling Create muscle memory by practicing in a mirror. Volunteer to plan a party. Be a humorous summarizer. Create a piece of observational humor by the end of the meeting. When the timing is right, weave it into your closing remarks. Types of humorous people: Carrier, creator or first to laugh. Keep the punch line disguised until the end. The punch word will trigger the laugh; Save it for the last word. Being witty Wisdom. Impulse Don’t stay on track of thinking when you hear something. Is there a double entendre, pun, paradox, conundrum or second meaning to what was just said? Timing. Don’t rush, take your time to set the premise and let your audience know where you’re going. Use premises, punch words, act-outs, mixes, callbacks and triplets. Combine intuition and logic. Use the rule-of-three. You could…, you could…., you could. The “K” sounds are funnier. ■ ■

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Change Changing Behaviours We do what we must. We do what’s easy. We do what’s fun. Change starts with an identified need – not with a good idea. Keys to change: • Relate • Repeat • Reframe

Personal development - Actionable skills

Technology (the application of innovation) changes quickly because it responds to what is possible. On the other hand, beliefs and behaviors change slowly because they respond only to what is needed. Use your father as a benchmark for technology. Knowledge is a skill. Share and do front line work. Obstacles to Personal Change: Make it easy for them to change and make it personal sot hey care about it. Suggested Ways to Overcome It Obstacle Fight the addiction. Separate the urgent from the Important. Have a list of the Important things and keep it in front of you. Break the task into Procrastination manageable steps. Do one 'next step' every day. Say 'no' to things that aren't as important. Don't try to do too many things at once. Don't wait for a crisis, or until it's too late. Your friends may tell you your greatest goal is impractical and that you Well-meaning should lower your sights. They may reassure you that there's always time naysayers and later and that it's OK to put it off. Don't listen to them. By trying to make you feel better, they're abetting the crime of letting you be less than what apologists you are meant to be. Take it one-step at a time. Get lots of help. Use the buddy system or find a personal coach. Avoid people who love to talk about others' failures Fear of failure and failings. Learn from failures (quickly, don't let them drag on). If you never fail, you're setting your sights too low. Do your research such that you are 'knowledge-powered'. It will reduce Giving up too the number of surprise obstacles, and will equip you to deal with them soon properly. Pace yourself, reward yourself for progress and enjoy the ride. Waiting for the Just start. whole plan Avoid conformists and cynics -- they will suffocate you. Avoid heroLack of selfworshipers and those infested with the cult of leadership -- they confidence or perpetuate the myth that some people are inherently better and more likely to succeed than others. Smile a lot. Hanging around people with cultural intimidation the courage to be different is contagious. We're all born knowing we can do anything, we just need to unlearn that we can't. Inflexibility or Have a vision, a story, of where you want to go. Just don't get locked into one way to get there. Plan, but don't over plan. Learn to improvise lack of (it's more fun). adaptability Discover how many people love to help others succeed. Use them Trying to do it shamelessly, but spread the help you ask for around. Say 'thank you' a all yourself lot. Give stuff away free. Reciprocate in ways that don't distract you, and in ways that draw on what you do best. Learn the art of collaboration. Have many conversations with a diversity of others. Listen to constructive ideas, suggestions and criticisms. Set aside time to think Lack of things through: You can listen too much to others, to the point where forethought or you stop listening to yourself, or even stop thinking. Take up meditation concentration to silence the 'noise in your head' that keeps you from focusing. Trust your instincts.

Personal development - Actionable skills

Learn how to learn (they didn't teach that in school). Work with others Lack of who overcame the same lack of skills or talents. Even creativity and necessary skills imagination can be learned. If you can imagine it, you can do it. Oh, and or talents practice, practice, practice. Self-change comes from our actions in the world, not from self-analysis and reading. Do something on the assumption that you will NOT be rewarded for it. I’m very interested in how a person nurtures and develops their own "creative sovereignty" without the help of the world at large. •

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Consider what you’ll do instead. What are the positive consequences? What are the mutually exclusive activities? Do you really even want to change? Is your energy and time right? What’s the benefit to you? Transitioning change. Clarity is reduced whenever you turn a corner in life. Take your time. Prepare your environment to reinforce your goals. Social resistance. Trust your own judgment rather then the opinions of others. Even being wrong will teach you more about yourself.

Things Are the Way They Are for a Reason Failure to learn and understand the often-complex reasons for the status quo usually leads to simplistic, naive and unworkable solutions. Advocates of change are quick to conclude why the 'needed' change hasn't occurred. You need to know the cause of the problem, the appropriate solution, and the best process to implement it. Understand why. Successful business change will require a sense of urgency and executive sponsorship but they can still fail if you don’t see that things are this way for a reason. When systems and processes are inadequate, ‘work arounds’ will keep it working well. It has to last. Why has someone not done this before? “It may have been, but the execution was wrong.” This is the wrong answer! Instead, use 'cultural anthropology' (face-to-face). Suspend your judgment and observe what’s happening objectively and factually until you have a deep understanding of the behaviors and the reasons for them. Take the time and make the effort to learn and understand thoroughly and objectively how and why things got to the present state. Appreciate these reasons. If the answer is simple and obvious, it's probably wrong.

Personal development - Actionable skills

Asking Why At one time, there was a need to do so. Do we still need to or what should we do instead? • Coordination innovators… why do we interact? • Media innovators… why do we need to mediate? • Strategists… why do we need competences at the core? Why do we need to compete? • HR… why do we have employee’s and titles? Why do we promote? • Product innovators… why do people need to ‘sell’ the product if it’s so good?

Changing People’s Behavior Change people with behaviors before beliefs. • •

Use tools, processes and culture (recognition). Making people think it was their idea all along.

Instead of pushing tools at workers and expecting those things to make them more effective, observe them in the context of their own work responsibilities. Coach them one-on-one on how to use these resources better, how to improve their work-habits, and how to manage their own performance and careers. Understand how solutions are implemented and their long-standing impact:

More ways to change behaviour: Tools. Impose work processes. Culture change. Recognition, performance measure, internal marketing.

Personal development - Actionable skills

Instinct, learning and understanding. Ask questions until the problem is really understood. Critical thinking. Challenge the way things are done. Self-reliance and self-discipline. Think for yourself and on your feet. Attention skills: make ‘sense’ of the world. Know what’s in an individual’s head and heart and apply to it empathetically and logically. Creativity, innovation and imagination. Collaboration and collective wisdom. Take responsibility. Story telling. Master the narrative. Making a living with a natural enterprise. Finding like minds and building a community. Are you too busy being unproductive to learn to be productive? Consider a force-field analysis chart

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As an organization gets large, the only way it can differentiate itself or outperform its competition is by helping its employees work smarter. The best ways to do that are to equip employees with critical skills and competencies, and empower them to leverage those skills to create creative solutions to its particular, and evolving problems. Use the power of many. Bucky Fuller said: "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." John Kotter says there are two absolute preconditions to effective change: A sense of urgency, and executive sponsorship. We need you to help create a sense of urgency. Complacency and hopelessness are the real enemy. A values statement is what we believe or want to achieve. A vision is what success would look like. Action plans are the practical steps. People change when there’s a compelling argument or no alternative. Human nature will only change when they have to and will avoid risk until the current pain outweighs the fear of not changing. Most heroes had no alternative.

Personal development - Actionable skills

Speak to people’s feelings and emotions. Joy is a more powerful motivator than fear. Get your message out in lots of ways. Use symbols, different intelligences and embodiments. Repeat yourself. Find diverse ways to get the desired mind-change across. Radical changes are easier then small, incremental ones. It’s comfortable to remain static and hide in the past. Effect change: • Read more • It’s a long process. Don’t assume that just because they seem convinced -- that it’s over. • Be on your toes to backup your points and undermine the others’ version. Use examples from events, studies and testimonials. • Reinforce your message in many ways. Change Didn’t Work? • Quit. • Do what you’re told. • Do guerrilla work. • Change the organization. • It’s often the minute unconscious course corrections that are responsible for the result. Preconditions for organizational behaviour change: • A need or scarcity (starvation – internal motivation). • A sense of urgency (pressure – external motivation). • A perspective shift (that suggests the current way of doing things is inadequate, and another way is possible). Use a story! • A capacity for change. Be a Model Gandhi said that we must be the change we want to see in the world. Be open and accessible. Don’t shield from harm and criticism. Note that criticism always follows change. A true model must be of use to others. Make your model available to those who are ready to study, learn from, and follow them. Be understandable. Avoid cults, cliques and those who deliberately obfuscate the reality with convoluted language, rituals and excuses such that it takes a lifetime of study to understand them. Be flexible, embrace change, complexity and be resilient. Be open to change, new learnings, ideas, understanding and genuine collaboration with others. Be honest and modest. A model is an evolving, imperfect, flawed, work in progress. Be open for improvement. Allow imperfect adaptable replication. ■

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Know your principles and what you stand for. Protect your integrity by trusting your instincts and partners. ■

Behaviour Leadership Know what you stand for. People follow an optimist. Have the courage to make the right decision despite fear. Relentlessly prepare. Build a balanced team by recruiting others who possess your weaknesses. Communicate effectively. Influencing others. Be humble, Shape others’ strengths Promote other’s autonomy. Let other’s make mistakes. Execution of the organizations’ priorities requires discipline. Know that bureaucracy replaces trust. Set a good example. Focus on the results instead of the methods. Bureaucracy focuses on the process rather then the end result. Don’t overcomplicate. Don’t put off decisions. Ditch meetings that don’t matter. Planning is useful but act from your gut rather then drafting a useless detailed plan. •

Praise good work Use their name Be specific. Be mindful to notice when to be sincere. What character trait does that person have that enables them to exhibit this behaviour? Honesty, compassion, customer focused, positive attitude, self-esteem, courage, self-discipline, confidence, compassion, gratitude, centeredness, flexibility, curiosity, resourcefulness and wisdom. We assume people get thanks from other people or that they somehow know how grateful we are for what they do. Mention things about her that you love. ■

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Personal development - Actionable skills

Cons and Scams • Cons work because the conman shows that he trusts you. “I need your help” Appear fragile and vulnerable. • The inverted pyramid scam Feed tip sheet to 100 people (i.e./ football) Correct picks are followed up with another tip sheet. Repeat. Magic • Illusions can stem from implied motion. • Active misdirection Salience of an object can be increased by directing attention to it. For example, a task is done with object 1 while object 2 is being changed. Induces a top-down attentional control as they modulate neural activity in low-level brain areas through feedback pathways from high-level brain areas. • Split attention with concurrent actions. If two actions are started simultaneously, the first to stop will receive more attention. • Time misdirection. Redirect attention from the moment of method to the moment of magic. Have the action occur when the spectators think the trick hasn’t begun. • Memory illusion Suspicious spectators will try to reconstruct the events. Rule out all possible methods. Describe past events to bias the reconstruction process (misinformation effect). Deliberately raise suspicion then show that it’s unfounded (Tamariz’s theory of false solutions) Events that draw attention will be better remembered. Spectators will more easily accept unspoken information or suggestions rather then direct assertions. • Illusion of trust Pickpocketers use gaze and body contact. ‘A big move covers a small move’. Squeeze the wrist with the watch on it (contrast-gain adaptation). High contrast somatosensory impression that makes touch receptors less sensitive to light touches. Also leaves a somatosensory after-image giving the illusion that the watch is still there. Infer the intentions to predict behaviour. • Justify unnatural actions so they seem natural (informing the motion). Consider priming a movement or using repetition. Let them know what to expect. Repeated movements are assumed to be identical. ■ ■

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Gambling Follow statistics not superstition. Quit as soon as you question whether you should quit. Eyes Pupils will dilate with a good hand and contract with a bad A genuine smile involves more muscles then just around the mouth. Hands will move more if the person is bored or losing. Pay attention to hands when people bluff. ■

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Personal development - Actionable skills

Health Workout. • Try 8-12 reps for muscle growth. You shouldn’t be able to do more then 12. • Do 6-9 sets per body part. • Keep the workout under 45 minutes. • Increase reps or weights every workout. • The average person has enough energy in fat stores to run non-stop for 3 days. • Workout songs Push it, Drop it like it’s hot, Umbrella, the heat is one, American idiot, Scatman, don’t funk with my heart, Mr. Brightside, dancing queen, gold digger, •

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Calisthenics. Lunges and squats. Pull-ups, push-ups and should press-ups. Crunches, chops and reverse crunches. Isometric For joint and stabilization. Hold your body in a static position: frog sits, v-sit, horse stance or pull-up bar hang. Flexibility Yoga Balance Walk on curb.

Testosterone Men have 40-60 times more then females. Gives more energy, competitiveness, metabolism and muscles. It rises when you REM sleep. Factors that decrease it. Soy increases estrogen, fat and smoking. Do resistance training. ■

Food •

Controlling food cravings

Personal development - Actionable skills

Drink two glasses of water and an ounce of nuts (6 walnuts/12 almonds) Caffeine may quench your appetite. Take a nap. If it’s a craving, instead of hunger, try distracting yourself. •

Good foods to try Supplements Fish oils Flax seed. Antioxidants ChocoMind. Melons and peppers (C) Eggs (B, mehionine) Sulphur foods: cabbage and brussel sprouts. Broccoli (B, C, folic acid) Beets and carrots (Beta-carotene, carotenoids, flavonoids). Brown rice (B and antioxidant selenium) Garlic (Selenium and glutathione) Onions (Sulfur, glutathione). Asparagus, watermelon, papaya, avocado, mushrooms (Glutathione) Brazil nuts (Selenium) Spinach (Folic acid, B). Tomatoes (C, E, anti-oxidant lycopene). Wheat germ (Selenium, E and phytochemicals). Soy beans (lecithin). Cayenne pepper (Phytochemicals, beta-carotene, lutein, B, C, E). Green tea. No saturated fats, sugar or sweeteners. Plain yogurt. Oatmeal Lowers cholesterol and makes you feel full longer. Popcorn. Almond meal. Protein powder. ■ ■ ■ ■

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Hangover recovery Address dehydration with water. Pedialyte, kombucha tea or sports drinks for electrolytes. Bananas for potassium Vitamin B. Honey or other simple sugars. Alka-Seltzer or a greasy breakfast should clear acidity.

Design Build it from simple parts connected by well-defined interfaces. This will keep problems local and will make it easier to upgrade. Design for Experience

Personal development - Actionable skills

Making sense of information. •

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To get informational value from data, it must be organized, transformed and presented. Data Comes from: discovering, researching, gathering and creating. It can be boring, incomplete, context-less, inconsequential and often carries a non-complete message. The raw material in our conversations. The presenter must provide a context, a relationship and patterns in order to build a meaning for the audience. Context can be set using metaphors. Discovering information is easier if you can see it in the context of related thought. Capturing the “context” or the story of the situation around the answer is just as important as the solution itself. Goals and messages Define goals early. They drive all decisions! Look for false goals or different layers. Clarity Focus on one goal or message at a time. Organizing them in a meaningful form. The way we organize affects the way we interpret and understand. Experiment to see what communicates the best. These techniques may be combined: Alphabetically. Locations. Maps and diagrams. Geographically. Time. Days, processes or milestones. Continuums. A qualitative comparison on a significant value scale. Numbers. A way to arrange items in different forms. Categories. Similar groupings by attribute. Definition is crucial to perception. Avoid prejudices. Knowledge is communicated using compelling interactions. It’s the fundamental level of communication. Note an individual’s knowledge when presenting to a group. Knowledge is gained through integration Information forms stimulus. Wisdom is the ‘understanding through experience’. It’s a result of contemplation, evaluation, retrospection and interpretation. It’s vague, abstract and philosophical. “Meta-knowledge” of processes and relationships gained through experience. Information and knowledge is meant for consumers; Data is not. For meaningful interactions, consider the performing arts. We should design for emergency since we don’t naturally prepare for them. Interactivity. Consider the choices given and the ability to use the content to be productive. How much control is there over the outcome: it’s rate, sequence, type of action or the extent of feedback? Use games rather then television. If you’re going to watch television– consciously choose to make it a destination event. It simultaneously sucks your energy while immediately, but temporarily, produces relaxation. Creative experiences allows for participation, building or sharing. They’re often interesting, entertaining, and fulfilling. They require participation or manipulation instead of watching and consuming. Communicative experience ■

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Meet, talk, share personal stories and opinions. Conversations involve high levels of control, feedback and adaptively. Adaptive experience Create change based on behaviour, a point of view, level of proficiency or an amount of detail. Experience cube The experiences we create are viewed in a much wider context by our audience. It must be compelling to capture a large audience. Designing for the senses. Writing, graphic design, iconography, map making, calligraphy, typography, illustration, color theory, photography, animation, cinematography, sound, sinning and music. All style has meaning. Cohesion can easily be lost as many people implement various parts to their own standards. The Paradox of standards. Sometimes, rigid standards at one level give more freedom at other levels of a system. A generalist can coordinate the work of specialists.

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Use a simple layout 3D effects used sparingly. Subtle shadows and roundness. Reflections and fades are very prevalent. Have a soft, neutral background White will bring out the color. Use strong color used sparingly Use cute icons sparingly Have plenty of white space. Margins. Extra line weight. Nice big text. Scope and feature creep Usually through the best intentions. Mindset that more features will make more people want to use it. Documentation becomes too complex. ■ ■

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Consistent page grids.

Personal development - Actionable skills

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Design patterns Filter data alphanumerically. Selective arrangement. Sortable columns. Custom dimensions. Overview plus detail on demand. Layering Drag and drop Selection mask Active objects. Dynamic query. Facet browsing. Auto complete text function. Indicate when an object has been removed from a list. Navigation Breadcrumbs to make it easy to navigate large quantities of information. Include a link back to the root. Skipping between pages (Next/last). Simple zoom Local zoom Panning Tabbed browsing. Checkbox Dropdown menu. Single/double slider. Carousel to pictorially browse a set of like objects. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

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Timeline Transitions. Brighten. Dim. Collapse Available in smaller view. Cross fade. A new view is replacing the old one. Grow toolbar in size. Animation transition to communicate a spatial relationship change. Interaction Drag and drop re-arrangement while showing where possible to put. Indicate action when you hover over. Cursor invitation cue to show that an object can be interacted with. Easy to rate an object with a simple click. Search a data set. Calendar picker. Linked multiples □

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Designing a workspace Consider the skills and tools being used. Consider interrelationships. What needs to be standardized? Consider the mental map between operations, tasks and actions. What’s the best way to support large complex undefined problems?

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How does the team work together? The high value functions should be easy to do. What objects are being used? What interactions, connections and associations exist? Create an object template. Note variability between objects. How is information structured and searched? What comparisons are made? Sort, search, filter, missing content, integration, archive. What groupings or states exist? Consider security and ownership. Keep tasks flowing and integrate approvals. ■ ■

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Hide low priority alerts. It should be easy to resume work. It should flow like a narrative. Create workspace awareness with twitter cues. How are errors handled? Consider the release from private to public. Be prepared for tangents. There is a difference between self-generated and outside work. Have a repository for short and long-term workflows. Automate low-level work. ■ ■ ■

Experience Maps Document the experience from the point of view of the user. The customer experience can be mapped to the areas of: Enticing, Entering, Engaging, Exiting and Extending. What is the journey and touch points? Consider the process from point of sale to packaging, user interface and product interaction. Once you’ve forming the functions, technology and features, you must make the customer experience simple. • Define Set the scope Identify the point of view Define boundaries that you can influence. • Document Visually note. Physically go where it happens. Collect documentation. • Dig Map the process. Where is information viewed, heard and accessed? Are there any informal issues? Identify gaps or hot spots. For instance, work-arounds, frustration or resources. ■

Designing for the customer Experiments Use a simple prototype or sketch to reveal issues and interactions. Use it yourself and describe your experience. Does it match the actual customer experience? Create a future state diagram(s). How do you want to develop and sustain customer relationships? This will drive product design. Write long-range forecasts on social and tech trends that may influence behaviour. Create a rich character story to describe the context of use. Your character profiles can represent archetypes. This will bring the typical customer to life. Act out user scenarios and even assign the role of the stakeholder. Change the experience by mimicking the users’ disability. Sample a users thoughts by paging them through the day. Learning Create a list causes for all potential errors. Create a process flow diagram to identify bottlenecks and opportunities. List all tasks and actions in order to identify the proper stakeholders. ■

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List all the user’s sensory inputs, decision points and actions. Create an affinity cluster diagram of design elements. This will reveal connections and dependence. Look for trends in feature use/change. Verify the demographics of your target group against the human population. Map the different kings of social relationships. Evaluate the competition in order to build requirements and benchmarks. Ask Interview newbies, experts and those with different backgrounds. Ask why five times. Having people describe what they are thinking will reveal concerns and reasoning. Have them map their own virtual space. Have a workshop where random people create things that are relevant to your project. Use a range of materials. Build a collage of images. Have people assign words to different design features. Reveal their mental models by having them diagram abstract behavioural and social constructs. Have people organize features spatially with cards in ways that make sense to them. Look Tour with the users. Silently photograph users as they use the product or throughout their day. Spend time with them to understand habits and meaning. Catalogue their lifestyle. Capture behaviour by noting wear patterns and organization. □

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Experience Map Perspectives • • •

Designers think in terms of features and benefits. Customers think in terms of the job to be done. Marketers think in terms of demographics (now quickly changing).

Decision Making Make decisions visible but minimize participants. The language should be simple and actionable. Problem solving Albert Einstein once said, "If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it." Solve problems by researching the unmet need (not solutions, ideas or proposals!). Try using polarity when faced with a tough decision. What would the most highly polarized outcome look like? What would Hitler/Jesus do?

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Map the path from your givens to your goals while using the resources and obeying the constraints. Note any complications. • Assumptions • Givens. • Goals. • Resources • Constraints. •

Simple problem solving Survey what’s out there. How do we compare (gaps)? Where are we going? How do we get there?

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Cognitive preprocessing. Translation from sensory input to internal representation. Associative memory. Find patterns or links to other memories using visual, emotional or abstract links. Find similar applicable solutions and apply the generalization to the specific. Expectation. Using associative memories to predict what will happen if the solution is implemented.

You can solve problems entirely in your mind – without taking any action. Although, the steps may be physically difficult to implement due to un-resolved action details. Complex problem solving outline: •

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Research. Pull and post all related information in a wiki. Accept interpretations but not solutions. Articulate the challenge. Develop a clear statement of the problem. Why is it a challenge and what previous ‘solutions’ have failed? Openly invite people. Attract a diverse, engaged, reasonably informed and open-minded set of attendees. Survey how the challenge may be divided for brainstorming. Add this to the collective research repository. Parse the challenge. At the start of the event, have a group divide the challenge into areas. Brainstorm each aspect. Each session should start with an overview of the related research from the repository. Integrate learnings.

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Allow each participant to read and think about stories and mind maps. Decide on next steps. Each participant should tell what they plan to do next and what they have learned.

An organized approach to problem solving. Define the problem. Rather then reacting to what you think the problem is, understand why you think there’s a problem. Break it down if it’s several related problems. Prioritize if necessary, is it urgent or important? What causes you to think there’s a problem? Confer with a peer. Where, how, when, why, and with whom is it happening? What are the causes? Individually, get input from people who are affected by the problem. What are the opinions? Describe it in five sentences. “The following should be happening, but isn’t…” What’s your role in the problem? Identify alternative approaches Select an approach. Consider the long term. Consider resources and realism. What is the risk? Planning. What does the solved situation look like? What implemented process or system needs to be changed? How is responsible? What are your indicators of success? How will you know the steps are being followed? How much time and resources will be involved? Verify the problem has been resolved. Write a summary of what you learned. What changes should be made to avoid this in the future? ■

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The A3 problem-solving process It is a structured to implement the scientific method. It contains: The current condition and root cause Provide the necessary background research The target condition and implementation plan. Outlines the experimental design. The follow-up plan. States the hypothesis. The results reporting section Is critically important for evaluating whether the hypothesis is supported. ■

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It is an intuitive process based on the scientific method. Use one 11x17 sheet of paper with plenty of visual models and one focused subject. Be versatile and use basic images (stick people). The process will help everyone see the problem the same way. It can be applied to a wide variety of issues. Focus on day-to-day issues. Describe a problem. Present a new product. Propose a technical solution. Capture knowledge from the past. Describe product architecture. Charter a team. Present market research. Communicate experimental results. Document a standard procedure. It is related to the more basic PDCA cycle (Plan, do, check, act). Get management support where possible. Consider having a coach for the first few A3 sessions. Consider the three basic principles for the design of organizational systems: Are activities clear about sequence, content, timing and outcome? Are the connections between things clear, direct and understood? Do things flow through a simple, direct and uninterrupted pathway? ■ ■ ■ ■ ■ ■ ■ ■ ■

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Content. Background of current situation. What do you observe at the 10000-foot level? Consider the issue through the eyes of the customer. Focus on weak functions instead of objectifying people. Consider the value stream. Include barriers, functions, benefits and wait times. Redundant work? Do a root cause analysis (causal diagram). Use Toyota’s method of asking why five times. Consider the fish-bone or Ishikawa diagram: ■

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Use visual models. Trade-off curves. Experimental conditions. Have a future or target state picture. Include recommendations. Suggest countermeasures (They will be put in place as the current best thing – not ‘solutions’). How can you live within the design? Alternatives. □ □

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Implementation plan. Include actions, dates, owners, costs, issues and metrics. List the actions for accountability. Consider a trial or test environment. Follow-up. How to measure the improvement in the system. Every improvement is an experiment. Consider an A3 status report. List project goals and objectives. Deliverables and milestones. Action items and due dates. Outstanding issues and risks. Target to actual. Reference. □ □ □

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Critical Thinking • Judge for yourself Question the truth and argument structure. • Observe, verify and put into context. What are the motives? What are the hidden assumptions? How accurate or relevant is the data? • Learn what’s happening that’s actionable. • Imagine an ideal world – what are you not being shown? Ask questions • Find problems to solve. • What evidence is there? Is it reliable? • Observe from different viewpoints. • Understand causality and how the events are related. • Ask hypothetical questions. If that is true, what might happen if… • Probe discrepancies. What would happen if we…? • Apply past knowledge. Types of Logic • Informal Language Classification Argument evaluation Problem solving • Formal Deductive Aristotelian logic with categorical syllogisms Modern symbolic and propositional logic. Inductive Analogy and generalization Mill’s method for experimental inquiry Hypothetical scientific reasoning. ■ ■

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Statistical and probability reasoning. Biases in probability We normally assign more weight to events that have just happened (easy recall) or those that are easy to imagine. [Anchoring]. To simplify a task, we typically adjust from a starting point as new information is added. Instead, start over from scratch. Don’t ignore base rates. Consider that your sample may already contain most of the quality that you’re looking for. We perceive uncertainty differently. □

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Making Decisions • Dissociate from the moment and disregard your present mood. • Review past decisions and consequences. • What’s most important? • Consider long-term consequences. • Take an alternate point of view. • Considering a large pool of options. • Consider different futures. • The decision will require motivation to make it so. Be specific, how much do you want? Have a deadline.

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Analysis of Hypothesis General Evaluate the full set of alternatives. The matrix will emphasize the key diagnostic evidence. The most likely hypothesis is usually the one with the least evidence against it. Begin by identifying all possible hypothesis Keep unproven hypothesis active until they can be disproved. For example, someone may be trying to deceive you. List the evidence and arguments. If the hypothesis is true, what evidence should you see? Note the absence of evidence. For example, one of Sherlock Holmes’ key clues was that the dog did not bark. Prepare a matrix noting how each piece of evidence relates to each hypothesis. ■ ■ ■

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Which evidence helps judge the likeliness of the hypothesis? For example, measuring a high temperature has little value in determining which illness a person has. Evidence that is consistent with all hypotheses has little value. The most valuable evidence is that which is consistent with only a few hypotheses. You can add more detail to the matrix such as evidence importance or validity. In the end, the matrix will not give you a conclusion, but it will reflect your judgment of what is important. Evidence biases Evidence that is vivid and concrete has the greatest impact on our thinking. Errors can emerge as we simplify information for processing. Personal observation may be as deceptive as second-hand accounts. The “man who” syndrome is poor evidence. Use a fault-tree to spot missing evidence. •

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Use large samples. For a ‘black or white’ analysis, consider using a “best guess” analysis. Start by assuming the evidence is reliable, and then reduce its confidence based on the validity. Discredited evidence will leave a persistent impression. People form causal connections as they attempt to explain the evidence. Refine and rework the matrix. What other factors are influencing your decision? Delete those that have no value. Next, draw a quick conclusion about the likelihood of each hypothesis. Attempt to disprove the hypothesis. If you disagree with the likeliness, you’ve probably omitted a factor that influences your thinking. Your judgment will likely be based on a few factors. Validate any critical evidence. Are there alternative interpretations? What is the source? Is it misleading or being used to manipulate? Report your conclusion and identify milestones that would indicate that things are going off course. • •

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Cause and effect (Types of causality) Types of evidence to support a conclusion that X causes Y. You can usually only identify the interesting causes. Method of agreement The common factor caused it. Method of difference The uncommon factor caused it. Concomitant variation There’s a correlation if more X produces more Y. Method of residues A B C occur together with x y z B is known to be the cause of y C is known to be the cause of z —————————————————— Therefore A is the cause or effect of x. Cause and effect biases When judging behaviour, too much weight is put on personal qualities rather then actions. We like patterns, relationships and thus prefer causal explanations. We assume there is some kind of centralized planning. We are slow to accept accidents, coincidences and small causes that lead to big effects. The “fallacy of identity” assumes that big events have important causes. The “issusory correlation” highlights the fact that we focus on pros but not the cons. ■

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Ask yourself, for instance, who many of the above cases where there when deception was NOT used.

Intelligent analysis Continuously select, sort and organize information. Logic Understand its unique logic: facts, forces and cause-effect relationships. What are the goals? Why will the means achieve the end? Continue to integrate large volumes of relevant data. Apply theories Generalize. Sort through less significant data. Compare the key elements to the past. Choosing between hypothesis despite competing values, goals and incomplete information. Satisficing. Choose the first ‘good enough’ option. Incrementalism. Choose the one with a narrow range of alternatives that proposes marginal change. Consensus Choose the popular option. Reason by analogy Choose the one that is similar to a past success or one that avoids a previous error. Hypothesis testing. Where possible, use principles that distinguish good from bad. Ideally, test the hypothesis with evidence. More information will make you over-confident in your analysis. ■ ■ ■

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Consistent information will strengthen beliefs. Inconsistent information will be overlooked!

Gonzo Engineering • • • • •

Keep moving in the same direction for a long time. Specialization is necessary but realize that it narrows your view. Project management assigns resources to a task. Simplify the design. Using formal design methodologies too early may commit to an ill-defined goal state where the end result is shaped more by your toolkit than by the supposed objective.

The Shanin problem solving methodology Used to resolve long-standing chronic problems in a stable environment.

Uses practical tools. Roadmap Define problem Look for causes and clues. Validate most important causes. Optimize and safeguard. Details Translate the issue into a measurable quantity. Study the process. Make it more robust. Feed forward/back control. 100% inspection Reduce the search area. Use stratification, group comparisons and scatter plots. Rule out groups using carefully designed observation. Group into major categories and pareto. Consider classifying the failure populations. ■ ■ ■ ■

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Create separate problem statements if multiple failure modes. Determine causes Hold dominant causes fixed while checking suspect variables. Consider the pareto principle. Are there families of variation? Machine to machine or time to time. Compare the best-of-best and worst-of-worst. Quantify the effect of the causes. Verify that the red X is found. Add parameter limits to help control. Realistic, irreversible corrective action. Tools Better versus current. Operator certification. □

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Systems Thinking Understanding the system A system is an entity that maintains its existence through the mutual interaction of its parts. Start your understanding wherever you want. The interconnectedness will show you the way. The most important part is to begin! •

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Consider the following system attributes: Feedback loops, goals that drift, accidental adversaries, escalations, fixes that fail, growth and underinvestment, limits to success, shifting the burden, tragedy of the commons. Careful understanding of the system will reveal leverage points. Behaviour patterns are supported by the system’s structure. Method. Define the system. Is the system’s thinking appropriate? Plot historical data and any patterns of behaviour. Evolve the underlying structure through documentation but don’t overcomplicate your model. Simulate the structure. A model is a simplified version of the real system with the intent to understand the real system. Don’t worry about getting every detail right. Admit that each refinement is just an approximation of a more elaborate system. Identify leverage points with a sensitivity analysis. Develop an adoption approach. ■

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Cause and effect diagrams can turn vicious cycles into positive ones. Consider how the thing being studied interacts with other parts of the system and produces behaviour. Have an expanding view. Systems have feedback from internal and external sources. They will depend on the past or actions of others. There may be ineffective co-

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ordination among those involved. Get better long-term solutions to prevent common perception errors. This will benefit learning and avoids misperceptions on feedback. System thinking will help avoid underestimation or misattribution of relationships when trying to understand the situation. The tendency to neglect systemic influences on behavior is pervasive. How to repair any system Add resources. Increase buffers. Repair the physical infrastructures. Reduce lead times and delays. Add warnings to feedback loops. More information, accountability, incentives, deterrents and constraints. Encourage self-organization. Change the purpose of the system. What would the ideal system look like? ■

Order, Un-Order and Systems Process Engineering occurs when the cause and effect are known. Six-sigma quality tools can be applied to this single context manufacturing environment. If you can’t anticipate everything, leave some inefficiency to allow for adaptability. Some things need high control, however, taken to excess will sacrifice human effectiveness and innovation for mechanical efficiency. Systems thinking is necessary for understanding non-linear ‘cause and effect’ or the human elements of the system. Systems thinking assumes the focus is top down objective based. Be wary when a complicated system shifts to complex. Most management systems are based on assuming an ordered system. Mathematical systems. Unordered and rule based. It measures the stability of barriers rather then the goal. Order is achieve through simple rules. The individual bird in a flock has three basic rules that can be stimulated. At the behaviour level, unordered systems are bottom up. However, these models often change because we are not mechanical systems and our behaviours migrate. •

Consider the lack of systems understanding in healthcare They haven’t mastered end-to-end process management. They need cross-functional reengineering. They have good processes but they work in silos.

Blink You have a powerful instant impression. Less is more when sizing up complex problems. Too much reflecting may cause death by analysis. Acknowledge and accept your ignorance. They will surface in your subconscious once your brain begins to thin slice experiences. Experts often make a different first impression because then can rely on being able to describe with very specific and predefined vocabulary. Try being more creative by constraining yourself with time. This will force you to rely on your intuitive subconscious. It will suppress the logical, rational and critical ■

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parts of your brain. Risk Analysis Risks assess. Experiment, learn quickly and inexpensively from failure. “It should be as simple as possible, but no simpler.” – Einstein. Eliminate projects, ideas or processes that don’t work (creative abandonment). Manage, measure and risk assess using prioritization and resources performance metrics. Only measure something if you specifically know how you will use the results as feedback to influence corrections in the system. If the feedback has no impact then admit: Wrong things being measured, or Feedback not being applied appropriately, or The system is operating near capacity and the system itself must be changed. If numbers are trending poorly they cannot be the focus. Instead, focus on the behaviours within the group that are responsible for producing the numbers. The numbers are simply indicators. Targets They should be independent of the current state. They should be established based on what is essential for the future well-being of the system. Once set, understand where the system is now. This will identify the gap. Create intermediate targets to close the gap and keep things moving towards the goal. ■ ■ ■

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Safe work gets you good marks but isn’t creative. Find vision, fight resistance, take action, make a leap of faith, work the plan, realize the dream and let it triumph. Many are limited by their fears of ridicule or failure. Defy the crowd. Be aware but not controlled by internal and external pressures. Our uncontrollable risks are dwarfed by the factors we can control. The attention we give to helplessness distorts our perceptions of risk. We believe that someone must be brought to account in order to return control to this delusion of danger. We often wildly change our diets, avoid visiting countries or drink only bottled water. It is irrational, neurotic and a wild over-reaction to a tiny uncontrollable risk. In the meantime, we recklessly disregard risks that we could control but kill us everyday. There is a delusion of danger (most can’t evaluate risk) and an illusion that something can be done. People want someone to be brought to account in order to give us back control. The Six-Sigma tool belt: Measure Validate measurement system and define performance standards. Analyze ■

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Define performance objectives. Identify variation sources. Improve Screen potential causes. Control Implement process controls. ■ ■

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Look into the best of best and worst of worst (BOB & WOW). Graphically pareto of the data. Compare difference and samples by considering confidence intervals. FMEA to weigh the severity, occurrence and detection. Weighted by risk-prioritynumber. Prioritization matrix when there are many variables to be ranked for the customer or between in outputs/inputs. Concentration diagrams (Perhaps an x-y-colored representation of the data) to spot patterns. Gage R&R to control factors that might cause variation in the data. Database backbone to support all sources of data. Have a data collection plan. Programming techniques to automate or merge data. Control charts to analyze whether the system is complicated or complex. Cause and effect diagrams Process flow diagrams Hypothesis test when comparing data (ANOVA). Design of experiments Gantt charts Fishbone analysis. Lotus blossom. To see alternatives and connections. Branch from a central idea with major themes so you’re not merely making decisions based on a snapshot. Where’s the gate? ■

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Types of charts

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Spark lines â&#x2013;

Simple bar chart Multi-set bar chart A standard table Pie, bar or area chart. Histogram Venn diagram Dot matrix

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Isometric bar chart

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Span chart Converts large sets of data into slim data where attention is focused on extreme values. ■

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Ring chart Easier to make comparisons between sets of related data. Similar to stacked area charts. ■

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Sankey diagram

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Thread arcs Describes a group of messages. ■

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Tree diagram A hierarchy structure. ■

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Tree map Good for complex data structures at a glance. ■

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Diagram map

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Spectrogram

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Tukey box plot

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Portfolio diagram

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Continuum overview

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Cartesian coordinates overview

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Radar chart

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Data map

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Parallel coordinates (visually spot correlations)

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Informational lens

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Hyperbolic tree

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Detailed entity relationship diagram (Database structure)

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Cone tree (navigation and large amounts of information)

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Divergent clustering

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Semantic network

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Process visualization Cycle diagram ■

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Petri net

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Timeline Data flow diagram, system simulation or flow chart

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Concept visualization Mind map or diagram with different visual layers. ■

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Concept fan

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Concept map (divergent)

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Knowledge map

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Divergent thinking square of oppositions

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Minto pyramid technique

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Synergy map (shows overview and detail)

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Cause and effect chains Force field diagrams

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Argument slide

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Toulin map of argument

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Ibis argumentation map

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Bridge of negotiation (Harvard negotiation method)

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Delemma diagram

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Concept selection

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Decision tree Perspectives diagram

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Vee diagram

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Process Soft system modeling ■

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Meeting trace

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Communication diagram

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Swim lane diagram

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Process event chain Flight plan

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Subway map metaphor

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Funnel

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Parameter ruler

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Iceberg

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Heaven and hell chart

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Temple

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Story template

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Gantt chart

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Pert chart and critical path analysis.

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Graphic facilitation

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Other rich pictures, info murals or cartoons

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Strategy visualization Decision discovery detailed diagram ■

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Life-cycle diagram

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Value chains (Porters)

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S-cycle (technology adaptation S-curve)

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Technology roadmap

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Hype-cycle

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Gartner’s hype cycle for emerging technologies (2005)

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Supply-demand curve Edgeworth box

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Performance charting

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Strategy map

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Organizational chart Mintzberg’s organigraph

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House of quality Shows relationship between customer desires and product features □

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Divergent affinity diagram

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Failure tree

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Magic quadrant

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Boston Consulting Group growth-share matrix (BCG)

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Strategy canvas

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Stakeholder map

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Ishikawa or fishbone diagram Tool for action plan selection TAPS (PMI)

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Spray diagram

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Technology Communication The biggest problem with communication is the illusion that it has occurred. Conversations are a good way to explore ideas even if they’re with yourself. Every interaction requires reflection on information, meaning and implications. Show up, pay attention to what has heart and meaning, speak your truth and let it go. Approach a problem, person or the world without applying the filter of your existing knowledge. Frames trump facts. All our concepts are organized into conceptual structures called "frames" (which may include images and metaphors) and all words are defined relative to those frames. Conventional frames are pretty much fixed in the neural structures of our brains. In order for a fact to be comprehended, it must fit the relevant frames. If the facts contradict the frames, the frames, being fixed in the brain, will be kept and the facts ignored. [This, in my view, explains the magic of stories -- stories are fluid, malleable, and fit into a myriad of different frames.] A frame is hard to forget, but is necessary in understanding. When someone does something that doesn’t make sense to you. Understand their point of view. They will be doing what makes the most sense to them in the current context of the moment. Conversations • • • •

End with body language Asking sensitive questions indirectly will skip awkwardness. A long pause will indicate hesitation. Pace and lead an irate person.

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Improvise Repeat what someone else says then start the next phrase with ‘and’. Connections The “yes…and” technique gives direction and purpose. “Yes, you made it. And you remembered…” Make your group-mates look good by promoting their ideas. ■

Start the conversation by assuming you’ll establish good communication. This will set the pace. Pretend you’re meeting a good friend. Be yourself. The ‘why’. To remember. To reassure, articulate, test, confirm and validate experiences and opinions. Makes you feel understood and accepted. To educate and transfer knowledge. To teach or learn something useful. To conceptualize and spark ideas. For improving life. Verbal thinking, organizing and articulating thoughts. To rehearse and practice to improve language skills. To persuade. To get you something you want. To give you the satisfaction that comes from convincing someone to change their opinion. To sell, seduce, persuade, engage or build trust. To gain the satisfaction from helping someone feel better. To help you sort your thoughts and feelings. Adjusts your perspective and time to better understand yourself. To escape the monotony. Entertaining, amusing, escaping. Overcoming boredom, indifference, loneliness, shyness, or low self-esteem. To laugh. To socialize. Finding people with similar ideas, interests or ambitions. ■

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The ‘how’. Don’t be selfish. Reciprocate. It’s give and take. There are times to listen and times to speak. If someone shares details about their life – do the same. Avoid intellectual inequality. Don’t feel like you’re giving up. Try for a common view. Don’t let one person perceive the other as less or more intelligent. Prepare. Read some background information when you know you’ll have a chance for a conversation. What are their interests? Keep up with news and be culturally literate. Don’t manipulate. Be honest and up-front. Avoid gossip and complaining. It will destroy trust. □

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You are setting an intention for the future. Although, it does summon your creative energies. The solution to complaining is responsibility. Accept more responsibility for everything in your experience. It’s all right to differ in opinions. Use your sense of humor. Listen! Don’t think of the next thing to say. • • •

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Usually four ways to respond: • Probing. Asking pointed questions to reveal more about what’s troubling them. • Evaluating. • Advising. • Interpreting. A sample conversation map:

Steps to better conversations Acknowledge what the other has said before move to the next thoughts. 1. Prepare by researching the subject and the other participants. a. Their expectations. b. Their individual objectives. c. The roles they will want or try to play. d. Their communication style. Accommodate them! i. Assertiveness, openness, tentativeness, need for reassurance etc. e. Assess the degree of trust, honesty and fairness. i. What bearing will that have on the tone and achievability of objectives? 2. Set the stage. a. Have everyone articulate their objectives and expectations up-front. b. Maybe set individual roles. 3. Listen with your whole body. a. Pay attention to eyes, faces, hand, proximity, and body language. i. Follow someone’s gaze. b. Patiently let each speaker finish.

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c. Appreciate cultural differences and incorporate that understanding into your interpretation of what you’re hearing. 4. Collaborate. 5. Think through your response. a. Listen fully while you’re preparing to respond. b. Organize your thoughts and thinking through what points you want to make. c. Decide how to make the points articulate and persuasive. Intro, 2 points and closing. 6. Listen to yourself talk. a. Correct anything that is unclear or subject to misinterpretation. Be mindful. 7. Use effective speaking techniques. a. Use stories. b. Offer clever, stimulating and imaginative ideas by thinking on your feet. Change direction as appropriate. c. Offer more information then you receive. d. Facilitate and steer back on topic when necessary. 8. Summarize the conversation both during and after. a. Reiterate key points made by the last speaker. i. Show that you where listening and the points where understood. b. What do you think was learned, what new ideas were surfaced and what decisions and actions where agreed on. Use a mind map! 9. Review how it could have been better. a. What would you do differently? b. Did some people fail to meet their objectives? 10. Develop, teach and communicate simple conversation protocols. a. Watch for graceful, tacit signals to signal or welcome additional participants to the conversation. • • • • • • •

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Listen as much as you talk. Share the conversation space. Be honest and forthcoming and reciprocate others’ candor. Don’t gossip or complain. Be willing to put forth and defend your reasons for differing. Keep your cool and sense of humor. Rearticulate your points if you don’t feel understood. Avoid conversing with those who manipulate, deceive, bully or condescend. If you manipulate the context, you can make anything appear good or evil. Consider whether the conversation might be futile if the viewpoints are too different or the issue too emotional. Speak directly when spoken to. Initiate the social contact. Push beyond a simple ‘yes’ answer. Express gratitude. Don’t change the subject too quickly. You must feel free to voice your complaint. Catch your negative self-talk. Use a joke-a-day and work it into at least one of your conversations.

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Are you listening or just waiting your turn to speak?

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Extroverts find energy by interacting with other people. Build a conversation by summarizing the previous speaker’s message before starting your own. Conversations usually have a set of norms that can be overlooked: Pausing, nodding, taking turns, interrupting or misunderstanding. Listen to what you yourself are saying. Real communication comes in nuances of body, eye, tone, pause, physical proximity. Many conversations appear like interviews with one person asking questions. Ask and people will guess at what they want. Watch them and you’ll know. When there are more then two people, one person usually directs the traffic. It is most effective if participants state upfront what their personal objective is. Can I proactively try to determine this when I begin speaking? “I’ve wanted to meet you…” “I’m looking for some help with…” What people appear to want most is assurance (see online). People fish for compliments and confirmation. Few people are looking for advice, debate or constructive criticism. However, many are enthusiastic to offer it. It is usually obvious when the participants trust each other. Create space and time. Mutual listening. Play along with peoples’ train of thought. Develop it where possible. Ask the second question. Increase vocabulary. Visualize words on paper before you speak.

Loud group conversations Strive to say SOMETHING every so often. Follow what everyone else is saying. Everyone wants to give their two cents. It’s hectic, impatient, and excitable. Interruptions are common and people often talk at once. Volumes will begin to rise. Topics change quickly and tangents can derail. There will be more stupid jokes, immaturity and showing off. Tactics. Interrupt or cut someone off. Raise your voice. Use your body language to make it obvious you want to speak. Speak your point quickly. Use gestures to maintain the stage. Be the first one out of the gate. Don’t try to shoehorn the tangent if doesn’t fit. Say things that make it entertaining for the group. Start a side conversation if you can. ■ ■ ■ ■ ■ ■ ■ ■ ■

A Long list of Conversational Mistakes Be aware of annoying people • They have offensive or inappropriate topics. • Are selfish or focused on themselves.

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Argumentative. Weird or unpredictable. Can’t take a hit. Not responding to questions appropriately. Ad hominem variants Attack to avoid something that might prove you wrong. “It’s over your head or even you can understand.” You’ll get over it. “I used to think that way…” Wishful thinking. ‘Bulverism’. Instead of proving a point, imply that the individual’s wants have led them astray. This is similar to classic ad moniem fallacy “you say that because you are a man’ "You support capital punishment because of a deep-rooted death wish common among those who have suffered emotional traumas during childhood." Sleight of mind fallacies. ‘Mental magic’ to make the subject disappear. Nit picking. Instead of dealing with a comment, focus on an insignificant detail to evade or buy time. “We need to define exactly what you mean by ___” Out of context Purposely misunderstand to shift the focus and cause the other person into a defense of the analogy. "You said 'feel' instead of 'think'. If you are feeling instead of thinking, I won't be able to convince you with reason." I’m not saying this. Appear nice while saying something rude. “Have I ever brought up the $100 you owe me…?” “I don’t want to spend a lot of time on this but…” Heat-seeking question. Question their competence then change the subject. Use a question only you can answer. “You mentioned the constitution. Can you quote the preamble for this?” Right by association. "Of course there is a lot of debate on this subject, but the best scholars believe..." Cheap shot Use an embarrassing mistake in the other person's life. Weave it into a comment that agitates the person without directly referencing it. Consider using a key word. "Didn't we already have this argument just before you went through the de-tox program?" The salesman’s close Ask an obvious question that uses guilt to get a predetermined common sense response. Use the firm response to imply a complete agreement with the asker’s point of view. ■

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Family get-together: "Doesn't your family mean anything to you?" ["Well, yes!"] "Then I will see you at 10 am." Bombast Use a rhetorical ploy to give more emotional force to a point than is appropriate. Use showmanship, exaggerate facial expressions and pound on nearby objects to show your overreaction. "Honestly! You can't REALLY expect me to believe that?" Think vs. feel or (analytical/emotive spectrum) Take advantage of the fact that someone is off center in an intense argument. Pointing out the other side of the debate will make them defensive. “Your cold, analytical approach to this issue doesn't take into account the human element." Lunatic fringe Push an imaginative point into a radical extreme bad position (real or imagined). The other person will reflexively retreat to a defensive position "So you think we ought to just throw out the whole system, then?" Cut them of at the pass Determine where the other person’s logic is heading then argue each subpoint. Make it difficult to build a case. "I don't think we can go on until we establish the scientific validity of that last statement." Denial of a valid conclusion Oppositely, agree with all the sub-points but deny the obvious conclusion. This is very frustrating to the other person because it automatically changes the subject to epistemology (how we know what we know). Generally, the other person will attempt another explanation rather than get into a heavy epistemological discussion, and the technique can simply be repeated. "I don't see how you figure that." Delay tactics. Buy-time when put on the spot. Describe the answer. Give descriptive attributes of the eventual answer, then pause as if expecting a response, while thinking of a real answer. The other person will appear to be begging you to give an answer. "I think the answer to your last question will clear up your confusion on this subject. (Long pause) Are you ready?" Describe the question. Make a diversionary shift of focus on the question. "That is an interesting question coming from you. Interesting, interesting, interesting." (Pause, as if admiring the other person.) Question the question / comment. A good lead-in for ‘wishful-thinking’ or a way to give yourself more time. “Why do you ask that?” Brain seizure. “What you inferred is not what you implied.” Word salad (sesquipedalianism) □

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Sophisticated babbling: Philosophic sounding words and sentence structure, unintelligible Latin terms, folk wisdom, jargon, catch phrases, truisms. Sprinkle lightly with a few words that appear to pertain to the subject. This will sound impressive but won’t say anything (buying you time). "In view of the federal budget deficit, civil unrest, and international politics, we need to consider that, notwithstanding the mitigating circumstances, this country has got to get back on its feet. Don't you agree?" Reverse the question. Echo the question back or ask the other person a similar or difficult question. (This can be a valid technique if not used merely as a delay tactic.) "What do you think the answer to your question is?" Start a story. Eagerly tell a long-winded story that presumes to apply to the subject. Continue until the other person calls your bluff, then act insulted and claim that you are not getting equal time or a fair chance to explain you case. Then, thoroughly offended, drop the cover story and start with the real answer (whatever it was you were able to think of while you were babbling). "This reminds me of the time I was in Cucamonga. Let me tell you, it was hot! (Time to think up real answer during dramatic pauses) And we were in a small hotel when a gas leak started. Well! You can imagine how we...." Obvious answer. Give an obvious, over-literal, useless, or pun response to delay with humor. ["What is your first point?"] "My first point is point #1." Question as opportunity. Avert any question. This or that Deny that the issue is limited to the question at hand. Redefine the issue to your favorite topic. "It is not a question of (this) or (that), but rather it is an issue of (whatever it is you want to say.)" X is one issue, y is another. Acknowledges the issue and quickly changes to a new subject. "X is certainly one topic that could be discussed, but Y is another..." Cheap shot and irritants. Below the belt punches. Hypothetical insult "Take this example: suppose you were a person who was incredibly stupid but was trying to come off as intelligent. What would the proper response be if you were me?" Complimentary insult. "Why, that is a brilliant question coming from you!" Distorted active listening. Active listening is where you parrot back what the other person is saying in order to draw them out and to keep them talking. Distorted active listening parrots back what the other person is saying, but gets it all wrong or makes it sound incredibly stupid. Similar to LUNATIC FRINGE. "If I hear you correctly, your point is... (get it all wrong)." Name it □

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To the feebleminded, if there is a NAME used as a label for IT, then it must be wrong, even if it isn't. The NAME, now a "proof" of sorts, can be used as a sledgehammer if IT comes up again. The case you just made was first made by Edgar Sullivan in the late 1800s and was quickly disproved. The 'Sullivan Error' inevitably occurs to people when they first start studying the subject." I know better. A clever and socially acceptable way of denying what someone has said by claiming to know more about what the other person thinks or feels than they do. This technique is quite commonplace and effective. "You've made that point well, but ... (1) I know where your heart is; (2) I sense that you're not comfortable with what you're saying; (3) I know what kind of person you are deep down ... and that you cannot continue to hold this position and maintain your integrity." Selective memory To bring up a past event and get it all wrong, or even to make up a past event. The intent is to get the other person confused, angry, and defensive. "You never admit defeat. Remember that chess game I beat you in?" (The one you lost.) Studies have shown When all else is lost, refer to a phony study that supports your case. This is a bet that the other person will not call your bluff. Does he/she know for certain the study didn't happen? The usual response is "I have not seen or heard of this study", further discrediting the other person as not doing comprehensive study of available source material. "Research at UCLA has proven conclusively...." Slogan responses (repeat offender uses an assertion, truism or physical gesture to the point of extreme irritation). “The customer comes first!” [“Bust what about our profit?”] “The customer comes first! [“But we…”] Knee jerk. "I would like to answer your question directly, but considering your past reactions / ability to cope with the truth / emotional instability, I feel that to do so would be a disservice to you at this time." [Other person gets (justifiably) upset.] "See, what did I tell you. You are flying off the handle already!" Selective quotation. Use an actual or fabricated statement from some universally credible source. “What would your father say if he could hear you now?” Fast answer. Answer quickly or in such detail that no one could ever doubt the response. “52.34% of Americans surveyed agreed.” You’ll pay for that (That will teach you or ‘the escalation ploy’). If proven wrong then seek revenge. Throwing a fit will train people not to correct you. Also know □

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Pretend ad hominem. Begin to act hurt as if the other person is viciously attacking you. “I suppose in your eyes I’m just a total failure.” Listen up. Pretend the reason they don’t agree with you is because they are not listening. “Since you obviously weren’t listening…” Filibuster. Take an extraordinary amount of time in great technical depth to wear out the other person. □ □

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Use metaphors, analogies, stories and conversations. Most of our knowledge arises through instincts and the subconscious. Metaphors work better then logic because we accept them as true without thinking about them. Change perspectives and understand why the audience doesn’t agree. Use humour to get the audience ready to listen. Use stories and funny anecdotes. Use names, eye contact, animated gestures and relate to the audience. Highlight what is important and urgent. Audience must understand from their frame of reference. Practice explaining in their context or to someone with very different views then yourself. Practice articulating the true meaning.

Communication Hurdles • Like-mind groupthink. • Cost of not knowing. • Unawareness of what the other person knows. • Personal content mis-management. • Information overload. • Frame dependency. • Use images and stories early. • Better safe then sorry. • Careful with rewards. • Fun versus effective. • Work arounds. Things to learn: • • • • •

Listen intently and carefully. Think through arguments in your own mind and draw your OWN conclusions. Articulate what you are going to say before speaking. Limit how many words you say before you allow and encourage others to speak. Pause to catch up and think about the direction it is heading.

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Blue hat. Encourage people to pull themselves out of conversation to summarize, time-check, ask questions, draw people out, or suggest how to make it more productive. Have each new participant begin with a brief upfront objective statement. Need a ritual that will allow unsatisfied participants to leave. We need tacit ways to: cede and request the floor, invite others, when we are finished, when we understand (wordless gestures?). Learn to: understand body language, how to listen, think, tell stories and improvise. Listen and think actively Be patient Questions show you care and flow conversation Judge a man by his questions, not by his answers. Questions should allow the person to talk and reveal more about themselves. Avoid yes or no answers. Connect with a new person by finding common ground. Push to make the conversation enlightening. Consider Thoughts or opinions on the event. Reasons for attending. Who they know and how. Past or similar experiences. Their interests and why they like those activities. Enthusiasm is catching. If you believe – they will too. Exercise Remember names of people To remember names, invent a relationship to one of their characteristics. Follow facts Work away from the chatterer before others lose interest. Acknowledge the speaker Give feedback on meetings Feedback will be volunteered if it’s believed that the interest in their opinion is genuine and will be acted on. Don’t prejudge Organize talking with questions or show the reason behind what you’re saying Prepare. Summarize and focus. Purpose? My role? What do I want out of this? What thought to plant? Talks “I find that fascinating…” “I’m with you…” “Tell me about it, that sounds wonderful…” “That’s true, you always…” “Respect your position…” Open ended questions [HOW / WHY] Find what’s important to them Stories behind pictures, pins, etc. Appeal to self-interests, altruism, pride or duty. Remark on things they do, wear or say. Negotiation Restate and acknowledge to reach goal Immediate benefit will get them latched.

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Avoid “Why” and “You” Don’t formulate what you’re going to say while the other person is talking. Pay attention. Don’t complete others’ sentences or prejudge with a closed mind. Invite others to speak. If you don’t understand, say so. Give many thanks, apologies and never criticize someone who isn’t present. Be aware of the theme, topic or objective of the conversation. Maybe toss out the topics we want to talk about before beginning. Mind Map the conversation so misunderstandings can be corrected and omissions captured. Steps to avoid miscommunication: Identify subject, real issue and talk about the same thing. Agree on history. Agree on facts. Interpret history and facts. Separate opinions. Link facts to end solution. Emotional reaction. Be sure opinion is based on fact. Not opinion. Determine course of action. Separate need, want, and would likes. Awareness To communicate, both parties must be at a similar level of awareness. They need to, “see eye-to-eye.” Notice the size of the awareness gap. The high awareness person, who is more at peace with himself, should temporarily lower their energy to the other person’s level. Alternatively, the lower awareness person should inform that their awareness is too low to have a meaningful exchange. Perhaps postpone the discussion. Their awareness should gradually develop together back up to middle ground. A talented motivational speaker will begin at the audience’s level of awareness. A mild opening to build rapport (awareness compatibility). ■

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Troubleshooting Opening Use a script. Be positive. Have an introduction. Acknowledge the customer. Ask if the customer has called before. Identify the type of customer. Their skill level. Active listening. What are they saying? Effective questions General open-ended questions. “What was the last thing that happened before it stopped?” Narrow down with close-ended questions. “Did it ever work?” These require focused answers. String questions are similar to multiple-choice questions. Reassurance questions. Use them with an upset caller. “I can understand your frustration…” Reflective questions restate information. ■

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Confirm the need Understand the issue. Restate the problem for acceptance. Set support boundaries. Use a plan of retreat if necessary. Establish that you are a team. Remember the emotional need. Responding to need Have a logical troubleshoot plan. Verbalize the steps. Keep customer focused and reward them as you progress. Use their name. Divide and conquer. Eliminate variables. Close and follow up. ■

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It engages your spirit. It's intellectually stimulating – and provides new ideas, or new ways of thinking. Arguments are supported logically. It does not overwhelm with new information. Use graphics only if they enhance the understanding or engagement. It's clever -- it uses smart, creative language, analogies, contrast and opposition of ideas, humour (or satire), compelling examples. It's memorable -- by using stories, repetition and other techniques that help people retain what they've heard. It's concise -- no wasted words, no unnecessary tangents. It's actionable -- people leave knowing what they need, and want to do. It starts and ends powerfully -- saves the best 'til last and starts with the next best. Lecturing or writing in conversational language will make your brain think it's a real conversation. It pays attention because it thinks it has to hold up its end. At the next presentation you attend, write down three questions that dig deeper into the subject matter. Replace a verbal pause (umm, ahh) with a silent pause. Emphasize by strengthening, pausing then be quiet. Before speaking, gaze out over the audience and smile. Remind yourself that you choose to do this and you choose to enjoy it. Tips Use eye contact. Consider posture and movements. Consider gestures and facial expression. Dress and appear confident. Use a varied voice. Consider your language. ■ ■ ■ ■ ■ ■

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Get the listeners involved. Use humor.

Speak with presence Have a combination of energy, enthusiasm and self-confidence. It conveys that the speaker: Knows what you’re talking about. That you have something important or interesting to say. That you care about the subject. Shows you care about the listener. Practice to gain self-confidence. Being under-prepared is an insult to the audience. Sleep well and have a modest shot of caffeine. For a small informed audience. Begin with a conversation by throwing out some new information that addresses some current concerns or problems. Facilitate the audience to share useful information. Give more then what you just cover in your presentation. Handouts of in-depth articles, graphics, annotated links. Start with a story from your personal experience. Use a powerful fable. Practice it on others. Tell people what to do with what you’ve told them. They’ve likely already formed an action plan of their own. They’ll congratulate themselves if it resonates with what they’ve decided to do. Include at least one thing that isn’t obvious. Folktales are simple, direct, lively and have built-in memory aids. The humorous story is told gravely as you conceal the fact that it is funny. The comic story eagerly tells you beforehand that it is funny, and the teller is the first person to laugh. The pause. Too short, the impressive point is passed. Too long, and the audience will see the surprise coming. ■

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Presentation Often the pleasure of listening to a story comes from imagining and visualizing the details rather then the lessons or morals that they try to teach. Beyond Bullet Points Context rich first-hand failure stories are the best way to convey knowledge. Understand someone by studying their story. Find the pattern in the collection of anecdotes. Practice and hone it from memory. Tell it truthfully and first-hand. Use context and don't tell a future state story (it's too easy to put down). Show enthusiasm and convey your own sense of amusement and empathy. Use imagery that sparks the senses. Don't recreate the details too exactly. Eye contact will keep attention. Make sure that it makes sense. Have a surprise. Drama comes from revealing something unexpected. You must appear confident, comfortable and relaxed, but passionate about your subject -speak slowly and deliberately but enthusiastically, with flow and with variance in tone, and use gestures naturally and sparingly.

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Make lots of eye contact with the audience, and minimize looking down or at the screen behind you unless you are explaining a graphical detail. Learn to 'read' your audience to discover what they are, and are not, responding to in both the content and delivery style of your presentation. Show that you really care about your subject, and your audience. Use a story to inform and engage. Use presentation graphics to make the story into a 'movie'. For a large group the story must be: simple, easy to identify with, emotionally resonant, and evocative of positive experiences. Story must have a protagonist, goals, and obstacles that people can identify with. Must be a resolution. Know the other person: story, theory, emotion or paranoid person. What levers make them work? Don’t fill slides with mind-numbing bullets and numbers. A story makes it easier for the listener to envision change by making the vision realistic and compelling. Attention is attracted to concise content. Write a script to focus your ideas. Storyboard the script to clarify the ideas. Produce the script to engage the audience. Remember how we learn: Pay attention to material. Organize material into a mental representation. Integrate it with existing knowledge. Multimedia presentations Allow the learner to think without overloading verbal or sight brain channels. Reduce non-pertinent material. Highlight essential material. Place words beside graphics (spatial contiguity) Present graphics with spoken rather then printed text. Present narration and animations at the same time (temporal contiguity) Let the learner move through the segments. ■ ■ ■

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Pre-train with names, syntax and key components. This will allow the cognitive capacity to focus on cause and effect. □

Highlight key points of the story with striking images and a few descriptive words. "Act One" engages the audience emotionally. Explain why the solution is credible (3 minutes). Explain how and why (10 minutes) Explain how you know (30 minutes) The 'power of three' is used in logic debates, research papers, elevator pitches and stories. Use “Act Three" to complete and reiterate your solution. ■ ■ ■ ■

Use slides that accentuate and reinforce rather than distracting from the story. Delete anything that doesn’t add value. Consider these symbols to help visualize your data.

Tell stories where possible. Slides should be used for diagrams. For instance, your 20minute speech may only have three slides. Use interesting images from photos of the business or the setting of the story to set the context. Don’t add too much information that distracts – let the listener fill in extra details and personalize the story. Be wary when moving from a two-way conversation, to a one-way lecture. •

Do you really need slides? If it’s much easier then describing. What are you trying to achieve with slides? Use another tool to stay on track. Avoid bullet points. Use less then 15 words per slide. Use type over 24pt.

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Keep the slides simple. Don’t get flustered if something doesn’t work. Slides are like costumes. They should provide context and frame your message. Know what your audience needs. Start by setting the theme “There is something in the air” Hint at your product release. Deliver the theme several times. Begin with a promise. Start in the middle of things and let your audience catch up. Have enthusiasm. Use amazing words and personality. Give an outline. “There are four things I want to talk about”. Give a clear transition between these. Put meaning into numbers. Have an unforgettable moment. Sell the benefits instead of the features. Answer the unasked question of, “what’s in it for me?” ■

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Properly introduce speakers. Who, why their qualified and what is their topic. Stay on stage to pass off the chair. Structure presentations with clarity in mind. Have an opening, body and closing. Tell the audience what you’re going to tell them. Tell them. Tell them what you told them. Confidently take the stage. Avoid the useless thought of wanting more time. Deliver the speech to the crowd not the screen. Pick a spot and don’t pace. Take off your distracting nametag. The corner or front of the stage isn’t lit. Tell small stories to make big points. Personalize them. Rephrase questions to give you more seconds to prepare a response. ■ ■ ■

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Pause or slow down to keep from tripping over your words. Your speech will flow more naturally if you understand the structure; write only the major topic headings. Write out the difficult sections of your speech completely. Only apologies for legitimate errors. Be sure your PowerPoint doesn’t distract. Make a serious point after you make your audience laugh. Memorize your introduction. Use stories through a “U” centric question like, have YOU ever done this? Um and ahs Don’t fear the silence. Breathe in. Have enthusiasm. Underline key words and phrases.

Persuasive Speeches • Use contrast Use negative and then positive. “Ask not what your country can do for you, ask what you can do for your country”. When explaining what you can’t have, be sure to point out what you can have instead. • Use three part lists. It’s the earliest point where a list of similar words can become unequivocal. The third word gives completeness, “here, there and everywhere.” “Blood, sweat and tears.” The third word gives a connection to the first two. Obama used 29 three-part lists in 10 minutes. • Break the rules. Pitch it right and deliver it well. ■

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Lecturing • State objectives What is the reason and what do you want the audience to know by the end. • Use a hook Tease, ask a question, tell a story, and invite brainstorming. • The body A few examples are a better narrative. Lecturing is about how well you’ve assembled and organized material. • Repeat and reinforce. “What’s the connection?” or “Why am I telling you this?” or “What is the point?” or “How can this be used?” or “Do you agree with me?” • Restate the major points at the end. Writing • •

Speak practically and actionable. Move beyond being simply informative. Use your own words thought-for-thought.

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When you’re writing a speech, start by listing all the ideas you want to communicate, and all your comments about those ideas. Using a key word or phrase for each thought will remind you of the entire thought. List then link these thoughts together to memorize your speech. Professional comedians link a key thought of one joke to another. Spend the time to find good, interesting examples in order to develop your points. Use transitions. Consider the counter argument. ■

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Beginning to write The fear of not writing well will cause paralysis. Hemingway only wrote 500 words per day and always stopped at a point he knew what was going to happen next. Warm up. Have a conversation. Read something you hate. Make lists. Just the section headings. Switch to something harder. Stockpile ideas. Write nothing but headlines. Write crap without feeling guilty. Write a story about how you solved a problem. Type someone else’s article. Don’t overgeneralize Support statements with explanations, comparisons, quantification and evidence. ■

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Punctuation 1. If your sentence begins with an introductory element, put a comma after it. 2. Any element that interrupts the movement of the sentence, whether it’s big or small, should be set off with commas. 3. Complete sentences that are joined without a coordinating conjunction need a semicolon instead of a comma; the semi-colon shows the end of one sentence and the beginning of the next. Semi-colons are often followed by a connecting word or phrase; however, a connecting word or phrase is not necessary. Common grammatical mistakes: Different than for different from No: This setup is different than the one at the main office. Yes: This setup is different from the one at the main office. Then for than No: The accounting department had more problems then we did. Yes: The accounting department had more problems than we did. When a sentence construction begins with If, you don't need a then. Then is implicit, so it's superfluous and wordy: No: If you can't get Windows to boot, then you'll need to call Ted. Yes: If you can't get Windows to boot, you'll need to call Ted. Legal writing • Overall organization. Preliminary statement Identify the who, what and why. It should summarize the entire brief. Statement of facts. List all facts relevant to the arguments section. Cite the source of the facts. Presented in a way to help your argument, but don’t misrepresent. Give a roadmap by listing the topic sentences of the arguments’ paragraphs. Argument Consider legal reasoning and think about where your case fits in the pantheon of the law. You still must convince your audience by presenting your strongest arguments first. Conclusion. State that, “based on the reasoning set forth above, the moving party is entitled to the relief.” Don’t summarize the arguments. • Paragraphs. Topic sentences. ■ ■

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State a conclusion then support with the rest of the paragraph. Use the CREEAC rule: Conclusion, Rule, Example, Explanation, Application, Conclusion. Content Keep each paragraph focused on the topic sentence. Keep it in scope. If a complicated topic, break it into multiple paragraphs and use a broader topic sentence for the first paragraph. Sentences Write in the active voice. “The girl caught the ball” vs. “The ball was caught by the girl”. Lead your reader along your thought process by making everything obvious. Avoid quotations. Keep sentences short. Editing Write early and rewrite often. Read aloud. ■

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Move from sequential thinking to a big-picture view. Let’s you re-examine from a 3rd person view. Making thoughts concrete can clarify ideas. Track your process. What’s the objective? To inform, persuade, entertain or inspire? Brainstorm topic ideas. Consider reader submitted topics. Choose a topic. Get ideas down using a free form, dirty writing session. Organize the ideas using (chronological, topical, hierarchical or sequential). Sort your ideas by defining main sections and subsections. Add supporting material to the outline (examples, analogies, quotes, statistics, images or stories). Refine your outline for completeness and balance. Expand the outline section into paragraphs or bullets. Add meaningful subheadings. Craft the opening and closing. Edit for content, clarity and conciseness. Spell check. Choose a title that is clear, interesting and keyword-rich. Choose blog categories for the article. Publish the article. Evaluate reader feedback and fix any issues.

Stories and Learning Stories teach. They immediately challenge and apply to a common context.

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Stories (like a gift): Relate the problem to the audience. Recount them in a brief, clear and compelling way. Steve Dunning is an authority in storytelling. Usually the purpose is to persuade or change minds. However, it depends on what each participant thinks was accomplished. Was there a misunderstanding? The audience wants it quick with a joke. Consider swaying entire audience in order to make a point (Crowd theory). A good story is like a good gift: 1. Evocative. Intellectual, emotional or sensual response. 2. Transporting. Carry listener to another place or time by imagery or memory. Hardest but most rewarding! 3. Persuasive. Cause fundamental shift in thinking or perception. 4. Memorable. 5. Useful for listener. Elements of a great Story or Presentation Characters who are authentic and sympathetic. A narrative that transports the reader, takes him/her away from where they are and puts them there, in the story. Entertaining events and dialogue. Surprise. The unpredictable is engaging, funny, terrifying, saddening. It's the shortest way to our emotions. However, it has to be plausible. Well-crafted imagery that appeals to all the senses. Style/voice. A sympathetic and enthusiastic narration, flow, and point of view that engages the listener. No waste. With an archetype as narrative. One person can represent a full perspective of beliefs or values. They can disclose failure and stimulate learning without admitting failure. Metaphors are less threatening. Fables. A mission statement has less meaning without a constructed message. Learn the story word for word. Then put your own experience in place. Tell who you are so the audience can relate. Use law of three’s with storytelling. Make it personal and direct observation. Describe it as it happens. Use natural dialogue. Don’t waste words. Highlight details with sensory information. How does it smell? Keep momentum and flow. Use drama and conflict. Flow must exist for a surprise to happen. Repeat in threes. Characters should be worth caring about. Charismatic and facing an undeserved struggle. Leave space for the listener to personalize. Let the audience fill in some details. The story should teach. What did you miss? Passionate and joyous tone. ■ ■ ■

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Stories and Learning In business: • Use a sympathetic protagonist that the audience can relate to. • Note the problem that must be overcome. • Have a good resolution to the problem. Recount it in a brief, straightforward and compelling way. Listening ■

Empathize, see the world through the eyes of others. Try to understand why they’re in such a situation. Don’t think about how it affects you. Break old frameworks of how you think the world works. Be open to reasoning that contradicts your beliefs. Everyone has a unique thought process. You don’t need 100% agreement to reach the same decision. Remove distractions. Create a caring environment where your ability encourages the person to understand. Postpone important conversations to when you’re in the mood. At appropriate intervals, summarize and restate in your own words. It will reassure that you’ve been listening. It allows the speaker to correct any misconceptions or mistaken assumptions. It’s a good method if you’ve become frustrated or restless. Your lack of grasping something will require the speaker to respond directly. Encourage with positive feedback. “You didn’t enjoy having to take the blame. I can see why.” “I see. Now tell me what you would say to this…” Shelve your opinions. Wait for the person to open up. Let them acquire their full thoughts and feelings. Let the speaker break the silence. They may ask for more opinions. Don’t criticize or attack a person for their feelings. Guide rather then give direct advice. This may also avoid blame. Reassure the speaker that things are good and that you’re open to further conversations. Meet the gaze from time to time. Are there any unsaid cues? What state of mind makes you acquire these expressions? □

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Information media should provide only actionable information. The actionable analysis should list specifically what action can and should be taken by the consumer.

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We should collectively and equally decide what news is important. Mainstream media induces helplessness through its detached and distorted stories.

Interviewing Get permission to record it. Be sure you’re talking to the right person by having a brief advanced discussion. Arrange, plan and research in advance. Consider whether to send questions in advance. Establish rapport and trust with your subject up front. Find common ground. Listen, explore, challenge, and probe. You don’t have to stick to your prepared questions. Think of your audience as you ask questions. Pay attention to the surroundings. You may discover something the subject didn’t intend to tell you directly. Review tapes right after the interview. Verify what you’ve been told. The propagandist Sticking to rehearsed talking points. Words, slogans, repetition of expressions with distorted meanings, deliberate appeal to base emotions. Refusing to answer unrehearsed questions. Keep asking the question until the propagandist answers. Don’t let them change the subject. Confront with the facts. ■

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Include all appropriate people. Collaborate or have a shared task that engages in order to forge a powerful relationship. Avoid personal biases. Evidence must have context. Discuss the tools and processes you plan to use. Set expectations and be clear about the collaborative process. Have members commit to tasks and have daily goals. Explain the benefits of why the tool is being used. Teamwork Know and accept your goals. Know why you need to do it. Enable group freedom. Be accountable. Track your progress. ■

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Tapping the Wisdom of Crowds Any large group of modestly informed, independent, diverse individuals will consistently and significantly outperform any expert (or small group of experts) in solving problems or making decisions. The ‘cost of not knowing’ is immense. Expand risk management programs to assess the cost of not knowing. Knowledge canvassing keeps the know-how in context.

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Crowds are best for qualifying and ranking. After, use them for critiquing or validating the proposal.

Use reasonably informed, unbiased but engaged people. Consider the bottom up business productivity. Analyze, one-on-one, your front-line employee’s technology, information, learning and workflow management impediments to productivity; Coach them to overcome them. The crowds’ consensus will cancel out errors in judgment. This is not the case with executives or a single expert. But not limitation: We lack cohesion. It’s difficult to find like-minds. We need a model and process to connect and collaborate. We need to enable billions of people to synchronize on their own terms, in their own context, with their own plan of action. A ‘qualified crowd’ is: Intellectually diverse. Independent and objective. Access to unique knowledge. Basically informed. Cares about the problem. If asked appropriately, they are good at: Ascertaining all pertinent facts. The crowd can contribute more collective knowledge. Predicting outcomes. Making a decision given a discrete set of alternatives. Determining an optimal process to follow in none-complex situations. Assessing causality in none-complex situations. Co variation does not mean causality. Just because something moves at the same time or later than something else, the first does not necessarily cause the other. For example, you can’t explain global warming by the fact that baby boomers reaching menopause. ■

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Wise crowds’ needs

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Diversity of opinion. Independence of members (so they pay attention to their own information rather then worrying about what everyone around them thinks). Decentralization. A good method for aggregating opinion

We always know more then we say and we always say more then we write down. Human knowledge is contextual and triggered by circumstance. Knowledge can only be volunteered; it can't be conscripted. Real-world executive problem solving: They often decide they already have all the background so they don’t consult others. If they need help they’ll try bring in outside experts (who lack contextual knowledge and have the same capacities that the executives have) rather then subordinates or customers. Background includes: Knowledge of solutions that have worked in the past in similar situations. Experience in solving similar problems. Knowledge of people who can help solve the problem. Knowledge of relevant tools, models and methods that can help. They decide they have sufficient capability to imagine new solutions (or feel they should). They may go to outside experts or creative people within the organization. They decide all by themselves which of the alternatives should be implemented. That, after all, is why they’re paid the big bucks. ■ ■ ■ ■

Using the Wisdom of Crowds for non-complex problems. Learn-analyze-imagine-assessdecide-on-action. Executives identify and qualify a crowd of co-workers, customers and informed members of the public. Interview them in interactive sessions with the organization’s creative people to augment the collective knowledge of the problem, past solutions, experience, contacts, tools, models and methods. Use the creative people to identify alternatives both individually and as a team. Canvass the crowd with the potential alternatives and have them make the final decision. Complex collaboration Send a compelling invitation to anyone who can contribute and has passion. Draft the framework and possible aspects to address. Research what we know and understand the breadth of the problem. Train the team on how to approach complex problems. Open the session with an issues statement. An opportunity for participants to suggest issues to discuss. Assign a time and place for each conversation. Working sessions and conversations. Each has an assigned scribe. Vote with your feet. Results and reflection sessions. A compiled conversations journal is read by each participant. Participants set personal agendas. ■ ■

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Collective and collaborative actions are proposed for all. Participants volunteer for projects. Personal actions. Participants have been informed by the conversations and knowledge of planned collective and collaborative actions. They are trusted to decide upon, organize and implement appropriate additional personal actions. ■

Open Space Collaboration Problem Solving Group brainstorming is overrated. With so many people talking, you’re less aware of all the times you fail to think of a new idea. Some of the best ways to ruin a brainstorm are: Early criticism of ideas. Manager acting as scribe, facilitator and censor. No evaluation, action or follow-up. Having no clear focus or objective. Being sidetracked into feasibility discussions too early. Settling for too few ideas. This problem solving session is powered by inviting conversations. This self-organized group can deal with hugely complex issues in a very short period of time. It inspires creative solutions using communication and collaboration. The group’s process identifies critical issues, voices concerns, learns from each other and collectively finds solutions. The meeting creates the time and space needed to engage deeply and creatively. The approach deals with complex systems. It doesn’t manage, optimize, improve or solve these problems. The topic choice is key. Its people set the agenda and have the power and desire to see it through. It is based around a question or vision. However, note that questions usually have presuppositions, unchallenged assumptions and may limit the points of the system’s possibilities and contents. An ideal group would be 3-10 people that independently think and produce an initial thoughts document (200-500 words). It is then posted by the host and appended with transcribed conversations. Process flow: 1. 2. 3. 4.

Discover the relationships and patterns in the system. Be results-oriented and consider the overall objectives. Design the vision by highlighting alternatives and opportunities. Realize the vision by improvising outcomes, experiments and pratices.

"If you find yourself in a situation where you are not contributing or learning, move somewhere where you can." Necessary elements: Be open. Have willingness to see and know. Be personal, reflective and feel physically. Invite Keep the goodness in social, collective, organizational and cultural. Highlight the benefits TO others and recognize what THEY can add to the process of achieving. Hold ■

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Support movement and change. Provide space, time and use structures that support without making decisions for people. Give attention through awareness and carry it forward. Give room for others to expand, explore, experiment and bring new things out. Be logical, mental and emotional. Practice Make it real. Take a stand for progress and see things through. ■

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Champions self-organize. Identify thought leaders. Face to face. Learning event. Brainstorm opportunities. Understand the current state. Why are things like this? What are the tensions and barriers? Balance the risk and control. What’s urgent? What are the low-hanging fruit? Capacity and fit. Identify experiments. Assess tools. Adapt to culture rather then forcing change. Design experiments. Make participation easy. Build on existing relationships. Integrate with legacy communication. Run experiments. Wikis. Give permission to fail Monitor success. Create and tell success stories. ■ ■ ■ ■ ■ ■ ■ ■ ■

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Craft and send the invitation Drafting the issue topology framework Suggest the breadth of the problem Outline possible aspects to address What we know. What we don't know.

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What information might surface? Training The method and complexity theory. Opening session Present the issue statement Give an opportunity for participants to suggest aspects of the problems for conversation. Assigning a time and place for each conversation, Marketplace Give time to review the status of conversations. Discuss and decide which conversations to attend. Working sessions Conversations An assigned scribe keeps notes using the "what we know/suppose/don't know" framework. Govern by the 'vote with your feet' rule You can move between conversations if you feel you’re losing value or feel that you can contribute more elsewhere. Feedback will come as: problem articulations, missing data, what we do/don't know, stories, relevant data, observed patterns, correlations, hypotheses, assumptions, ideas, theories, models, approaches, what we suppose, and potential resolution methods. Evening news circle Logistics Comments Ideas Feedback Morning news circle Facilitators and others suggest additional 'conversations'. Re-groupings of other conversations. Results circle Complete journal of conversations is handed out to each participant, Reflections period Reading and setting personal action agendas by oneself. Note those that need or would benefit from involvement of others. Re-opening circle Suggestions for collective and collaborative actions are proposed by all. Action project conversations People volunteer for proposed collective & collaborative actions/projects. Closing circle Individuals' comments. Assessments of the process. Farewells. ■

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Warnings to Open Space meetings • Outstanding facilitators may over influence with their charisma. • Participants should be exposed to a catalytic event to disrupt entrained patterns of thinking and open them to novel or new ideas. • Beware of an over-focus on consensus and dialogue without debate or dissent. Assemble a diverse range of perspectives to prevent premature convergence on any analysis or determination of action.

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Begin by focusing on maximum friction between the diverse and naïve participants. Then focus on specific interventions and tools that are refined into concrete and tangible actions. Include people who are not naïve in their area of expertise but should be naïve in respect of its potential application to this issue. There is nothing more frustrating than being invited into a supposedly empowered, collaborative team and then being charged with a task that needs nothing more than a good project coordinator.

Deliverables: Each issue will be on the table and the discussion is captured and available in a book. Issues are prioritized. Related issues are converged. Next steps require responsibility. Complicated system: Methodologies exist to solve them. Sense, analyze and respond using systems thinking. Often they presume to know the cause-and-effect (Complex do not). Collaboration: finding people with the skills, personalities, knowledge, work-styles, chemistry and commitment. Use in an environment with tools, knowledge, training and facilitation. Co-operation:

Acknowledge the mutual benefit of working together: Savings in time and cost.

Groupthink: The wisdom of crowd requires independence of ‘crowd’ members. Groupthink will detract from the crowd’s wisdom. Groupthink, like religions, is comforting since it gives beliefs to fall back on. It will likely promise a better future while keeping us confined into a hollow figment of real-life. Take time to think for yourself and questioning the norm. Accommodate diversity and have respect for the individual who knows what to do. Be aware that herd mentalities can be exploited and may lead to overreactions. Complex system: Be sure that you don’t apply complicated terms like ‘preemption’ and ‘deterrence’ to a complex system. You’ll end up trying to understand and control a system that is unknowable and uncontrollable. The only order in complex systems is the interaction of multiple identities over time within boundaries set around attractors. Change must arise from multiple bottomup initiatives that change the context and makes some types of negative patterns unsustainable.

Knowing What Others Can Offer

Executives, Consultants,

Knowledge of the Problem (Context)

Experience Solving Contacts of Ability to Imagine Knowledge of Knowledge of Similar Problems those that can New Solutions Tools, Models & good solutions (Know-How) Help That will Work Methods

Moderate

Low

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Other 'Experts' Creatives, Working Individually

Low (High after briefing)

Creatives, Working Collectively

Low (High after briefing)

Qualified 'Crowd': Co-Workers

High

Moderate

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Moderate (High Moderate after briefing)

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Low

Qualified 'Crowd': Current & Potential Very High Customers

Moderate

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Qualified 'Crowd': Informed Public

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Moderate

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Researchers

Low (High after research)

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Low (High Low after research)

Low (High after research)

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Innovation as Collaboration Collaboration applications must be low-cost and lightweight, and just powerful enough to enable direct, unmediated communication and ad hoc community formation. Collaborate using: research into the voice of the customer, idea contests, creativity techniques, scenario generation and strategic planning. Industries tend to succumb to strategy convergence through endless benchmarking and similar customer segmentation. Understand why customers value your products. Social Networks Weak personal ties are great at finding trusted candidates. In order to match the idea with the people who can make it happen, we need to build trust and differentiate ourselves by giving something away. Innovation is driven by networkers; but theyâ&#x20AC;&#x2122;re only as good as their perceived trustworthiness. Capacities of a community Attention. Sense, listen and find patterns. Appreciation. Discover, learn and understand. Reflection. Consider and explore. Critical thinking. Question, infer and deduce. Collaboration. Facilitate, help, connect, cooperate. Responsibility. Cultivate, sustain. Resourcefulness. Prepare. Creativity. Realize and model. Communication. Relate stories, explain and describe. Demonstrate Improvise. Experiment.

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Why people don’t share information: Bad news rarely travels upwards. It’s about trust. People generally only share peer to peer. People find it easier and more satisfying to reinvent the wheel. People only accept information that fits with their mental frames. People feel overwhelmed with content volume and complex tools. It’s difficult to filter useless information. The costs of looking for information and ‘not knowing’ are greatly underestimated. People understand graphics and stories. People won’t share if they feel it will be misused or misinterpreted. If you reward competition – people won’t share what they know with peers. People won’t internalize information unless it arrives at the moment it’s needed. Important news should have all blanks filled in. Meetings The goal is to set new tasks and realign others. • • • • • • • • •

Circulate an agenda Have a theme. Honor begin and end times. Be a referee and employ a timekeeper. Follow up. Be consistent. Have a clear challenge statement that expresses a worthy goal. Use a multidisciplinary team with an emphasis on combining multiple elements. Counterbalance risk aversion.

Before the meeting Know what you need. Set objectives for success. Personal meeting objectives. Note: Meeting topic, attendees, date and time. During the meeting Collect: Issues, obstacles, needs, goals. Actions and resolutions. End the meeting with a review of captured actions. This will give accountability. After the meeting Document relevant agreements and actions. Note what you personally need to do. ■

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Running a meeting. • Set a firm agenda. Outline what participants want to discuss. This forces participants to think about what they want to accomplish. • Assign a note-taker. Especially important for those who missed the meeting.

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Set aside 10-minute segments to review specific topics. It keeps the meeting tightly focused, flexible. ‘Reduce latency in the pipeline.’ Hold office hours. Use data rather then politics.

Trade Show Preparation: Define your problem (ask around). Thoroughly read the exhibitor list. Plot your path on the floor (route A). Select others that show potential (route B). Research these. Set appointments for serious discussion. At the show: Save time for serendipity. Read list again. Allocate time to visit exhibitors that look interesting. Plan your visit and have a reason to stop. After the show Research and follow-up if interested. The purpose of social networking • • • • • • • • •

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To find people. To build directories and networks. To invite people to join network. To manage access to networks. To connect with people in your network. To manage relationships across media. To collaborate with people. To share content. Social network tools failings Inflexible and tedious architecturally. Profile poverty (This tells me nothing). No separation between what I have and what I need. Populated just in case rather then canvassing just-in-time. The most needed people have the least time and motivation to participate. Over-engineered and unintuitive. Lack of scalability. Centralized. Socially awkward. Not going to trust a stranger. Social networking tools Meet an unmet or important need. Be simple, reliable. Be available to everyone. Be inexpensive to introduce, support and maintain. Start with a small-scale experiment champion. Work around excessive security without posing a risk. ■ ■ ■ ■ ■ ■

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Its use should be encouraged, supported, appreciated, funded and rewarded by management. Limit the number of tools with the same functionality. It should transfer advice and information. It should appeal to different generations of users. If project specific, it should be easy to archive it. Online forums For intellectual exchange and current events. For learning and refining ideas. For building community membership. To influence the forum’s evolution. For new contacts, friends and business leads. We want other’s information without having to sharing our own with strangers. We need local consumer networks that are built on trust and reputation. Informal networks. Start with a shared problem with a sense of urgency. Have success metrics. Have meaningful rewards for participators. They will be reluctant to trust. Keep numbers limited. ■

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Persuasion Manipulation using the Socratic Method • People hate to be sold but love to buy. • Columbo allowed other people to convince themselves. • Scratch your head and ask questions from a position of self-discounting. Pause and offer others an opportunity to be helpful in relieving your lack of understanding. •

Types of persuasion Frame Politicians reframe words for instance ‘inheritance tax’ becomes ‘death tax.’ Mirror someone else’s movements. Scarcity. Advertisers make the product more appealing by highlighting its limited availability. Reciprocation. Ask for a favor in return. Timing. People are more agreeable and submissive when they’re mentally fatigued. Congruence Get people to act before they make up their mind. We are subconsciously consistent with our previous actions. Salespeople shake hands when negotiating as it equates to closing the deal. Fluid speech You will seem confident if you avoid ums and ahhs. Herd behaviour Be the leader rather then the natural follower. Authority persuades. Subtlely mimic mannerisms. Frame ■

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Be negative about the option you don’t want. Thinking in terms of who you oppose leads to more resistant opinions. Fewer (3) positive thoughts will maintain their value. Strike when their energy is low. The medium Women persuading women should be done face to face. Men are less confrontational through email. Style matters Don’t hesitate. Don’t allow time to think about the content. Anger will make them feel empowered. People are suspicious of persuasion. Reminding people that they are vulnerable will make them harder to persuade. Start with a position close to your targets then move towards your goal. ■ ■

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Things to question (It doesn’t hurt to ask). Any damage? Volume discount? A discount for good customers? Offers Make them want to give you a discount. Offer $X if it’s “going to a good home.” “It’s so cute, I don’t need it, but it’s attractive, can you take $X for it?” Praise why you like it but that it’s more expensive then you can manage. Tactics. Be happy, friendly, good-natured, don’t insult. At the end, tell them how much you’ll enjoy using it. What are other people paying Know what price you would like to pay Stay calm. The good-buyer bad buyer. Sales person will work to overcome objections. Once you’ve reach the bottom price say, “My hubby hates it but I like it, can you take another 10% off it?” Alternatively, ask for another item. Have a rule where you can’t make your point until you’ve restated the other person’s point. Search for a solution that’s better then either proposed. ■

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Debate a point • • •

Research both sides of the point. Convince the opponent that you are correct. Have confidence Pick a side and stick to it. Dress appropriately. Prepare notes.

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Use structure. Introduction. Keep it simple and to the point. Include a general thought or anecdote but don’t veer too far from the subject. Evidence Prepare more then you’ll need. Use three pieces. Win the war by conceding small points. Conclusion Disprove the opponent’s point. Reaffirm the certitude of your point by repeating your thesis. Argument Be prepared Have your story You aren’t the underdog. Allow the other person to receive or reject your argument. Use narrative. Be truthful and say how you feel. Tell them what you want. Show respect. Use logic if it is on your side. Don’t defend if you can attack. Admit weak points near the beginning. ■ ■

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Hold your ground. Always be on the offense. Never whine, complain or act like a victim. Never plead. Avoid the language of weakness. For example, rising intonations on statements. Your voice should be steady. Your body and voice should show optimism. Convey passionate conviction without losing control. Never answer a question framed from your opponent’s point of view. Reframe the question to fit your values and your frames. This can make you uncomfortable since normal discourse styles require you to directly answer the questions posed. That is the trap. Practice changing frames. Show respect. Think and talk at the level of values; and Say what you believe. ■

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Dealing with irate people. • Pace and lead technique. Match the complainant’s emotional intensity by responding with the same emotions being presented. Slowly de-escalate the intensity to a more productive state. • Conflict Mirror the point back in your own words.

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Clearly show that you see the other perspective. Take responsibility. Be specific rather then a personal attack. You did A, I felt B. Describe what happened: Your feelings, concerns and perceptions. Be grateful for feedback. Don’t label •

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An arrogate position will cause the other party to react submissively or challenge your authority. Assume 100% responsibility for your own words. Allow others to retain 100% responsibility for their response. Persuasion If you have to use tactics that involve manipulating the other person, perhaps something is wrong further up the chain. Don’t gun for an initial big win. Study yourself to learn about signs that can tip you off to what someone else thinks. Do your hands shake when you’re nervous? Small, initial wins are important (flipping). Look for open-minded invitations from the persuadee. For example, observe them reading an innovation magazine or subscribing to a change-agent email list. Develop your real-time improve by ‘Pinging’ and listening. The goal is to learn something that is yours to keep. What makes them tick, the good and bad. Winning an argument Listen Each person is trying to prove that their point is right and the other position wrong. Instead, aim for a goal other then being right. Try to expand the others’ perspective and awareness while keeping yourself calm. Help the other person become aware of the full extent of their behaviour. Don’t take ownership of anything the other person says. How does it affect you or others? Redirect rather then defend against comments. Note the other persons’ behaviour and picture their ‘higher self’. Have a high state of awareness, show compassion and empathy. The negativity isn’t about you. ■

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Use small talk before hooking into serious topics.

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Keep it non-threatening and neutral. Arrive early to board meetings. Don’t talk about yourself. Encourage colleagues to engage in small talk. Don’t gossip. Know your receptionist. If you want something – ask! Life isn’t about competition with one winner. opportunities. Clarify any expectations. Understand from the other perspective. Be loyal to those that aren’t present. Admit when you’re wrong.

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It’s a land of resources and

Conversations Consist of threads that may end, branch or network. The more participants, the more likely someone will be ignored. Can we have a voting system? The ideal number is two people taking turns. Expect interruptions, they’re common. A facilitator can pickup and manage dangling threads. Acknowledge when you start a new thread. Are you looking for a reply? Or not expecting follow-up? It often helps to have a one-sentence intro summary of the post. If needed, take a pause to re-centre the conversation. ■

Schmoozing It’s always easier to make deals with people you know. Understand what you can do for them. Ask good soft questions then listen. Lead off with your passions. Read Always follow up to received business cards. Give and receive favours. Dialogue Temporarily suspend your beliefs. Have an open-ended attitude. The goal is to find common ground. Listen. Agree on what’s important and true. Discussions Have solid ideas with well-defended positions back and forth. Try to reveal blind spots and incoherencies by working together to understand the assumptions underlying the individual and collective beliefs.

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Nagging Acknowledge the issue or explain why you’re not responding. Commit to a deadline or tell them you’re not going to do it. Ask the nagger to place a wordless reminder nearby. Avoid nags in the future by substituting the issue. Relationships • • • • • • • •

Spend time alone together. Show appreciation. Be intimate often. Talk, share and give. Address resentment immediately. It usually starts small. Jealousy may turn into need to control. Spend time together. Communicate and share any problems. Work them out by being honest without attacking or blaming. Rather then criticizing, share your feelings. Hurt, frustrated, sorry, scared, sad or happy? Show gratitude. Be appreciated for what you do by saying thank you. Take the time everyday. Wake up together. Avoid stubborn and childishness. Look for a compromise. Be personally aware of your judgments. Control your responses, attitude and flexibility. Articulate your emotions. Be attentive: patient, listen, appreciate, body language and be supportive. Understand the situation, context, history and dynamics. Why are they feeling that way? ■

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Men and Women • Men's seem to be more idealistic and conceptual, women's more specific, practical and particular. • Men tend to identify their Big Question as some variation of: Am I Doing This Right? Or rather, is the process they are using to accomplish what they know they are intended to do, the best way of achieving it? • Women mostly say they don't really have a Big Question, but rather a few specific, personal questions. Does this reflect: pragmatism, practicality, or resignation, unwarranted modesty? Human Systems •

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Humans make decisions based on patterns. First, fit pattern matching or extrapolate through experience. Spot observations can be filled-in by narrative experience. Context makes this hard to model. Humans create and maintain multiple identities.

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We create, maintain and shift between multiple identities; Work, home, father, son. These are often context based, for instance, a bush fire fighter acts a certain way due to the danger. Humans look for meaning in everything. Some things just ‘are’ by virtue of multiple interactions over time and a single explanation or blame is not necessary. If we accidentally do something that gives good results, we believe it was because we did something good. Humans like order in their social interactions. Humans often use taboo and myth to give some predictability and stability to their systems. Driving on the right side of the road gives order and this low standard rule makes much more possible. ■

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Embarrassment involves small portions of external thought. It pails in comparison to your holistic self-judgment. People don’t intentionally mean to be hurtful. The hurt you feel is a side effect. Relationships are your job to maintain. Focus on empathy, not just hearing a person. Probing a bit will build rapport and demonstrate trust. Helping someone is a sign of power and is often dictated by selfish altruism. Many relationships are based on the idea of scratch your back I’ll scratch yours. People have poor memories. People are lonely. Focus on what is important to achieve your goal (80/20).

Family time • Do things for yourselves and be self-sufficient. • Use one central calendar. • Leave space in your schedule. • Dedicate family time and create traditions. • Keep boxes of related items together. • Clean regularly. • Have a quiet bedtime routine. • Prepare the night before. • Have snacks nearby. • Focus on doing not spending. Children Let them see you excited when they enter the room. Let them know that it’s okay to be bored. Limit their media. Use eye contact to give them attention. Let them make some rules. Model good behaviour. Gifts

Smile Call just to see how their doing. Pick them flowers.

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Cook them a nice meal. Praise them publicly. Help them get ahead. Be proud of them. Create a care package. Deliver a nice lunch. Comfort someone in grief. Volunteer. Donate a care package. Teach Freakonomics People react to incentives: economic, social and ethical. explanation for why things are the way they are. • • • • • •

This may be the simple

Volunteer your expertise. Smile at strangers. Inquire about someone’s shirt. Hug people. Be easy to reach. Honor the person across the table.

Social skills. Practice Say what you want. What is important to me is also important to you. SOFTEN (Smile, Open posture, Forward lean, Touch, Eye contact, Node). Think about the social situations where you feel perfectly comfortable with your friends. Think of relationships in terms of what you can give, not what you can get. Matching and mirroring. A rapport-building strategy. When someone is upset, adopt their physiology (so you become upset too). Next, gradually lead them back to a state of calmness. Caring Consider other’s feelings. Patience. Calmly await an outcome. Don’t be hasty or impulsive. Slow down! Keep a tally when you get frustrated. Take time off. “Genius is eternal patience.” - Michelangelo Empathic listening. I’m interested in you. I hear you. I understand you. I’m on your side I’d like to help you (if I can). I accept you. Doing for others. ■

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Forgiving myself and you. Trust Honesty Be truthful yet sensitive. Never intentionally mislead. Be sincere, genuine, authentic and real. Never cheat, steal, trick or scam. Opening up Share deeply personal stories. Share innermost needs and desires. Share problems, fears and concerns. Share thought and opinions. Share everything with your private journal. Commitment Loyalty I take your side. I am protective of you. I won’t betray your confidence. I am devoted to you even in hard times. Dependability. I keep my word to you. I make sacrifices for you. I am there for you anytime. Cooperation. Making up Repair attempts De-escalate anger Kindly speaking your mind Assert your feelings, needs and wants. Use tactful complaints. Soft startup Avoid criticism Avoid defensiveness Avoid stonewalling. Follow principles of integrity. Accept influence. Respect decisions and opinions. Compromise Social problem solving. Your relationship is more then being right or wrong. Joyfully lose an argument. Friendship Making time Hang out. Have fun. Social events. Movies, plays or concerts. Sports. Friendly chit-chat Encourage Let them know you care. Express genuine interest by asking questions. ■

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Get them talking. Acknowledging what’s important to others. Provides affirmation and validation about who they are and what they’re doing. Say “well done” Say “thank-you”. Reciprocate the favor. Respond with something unexpected. Ask for advice. Confide in them. Offer to lend a hand. □

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Have a lack of respect. Feeling of obligation of one party that outweighs the perceived benefits. An implicit hierarchy that one party thinks is inappropriate. A lack of trust or betrayal of trust. An atmosphere of competitiveness. Personality conflicts. One party feels the other is unreasonable, immoral, lacking in aesthetics or just poor chemistry. Introduce an absent third party Maintain a posture of curiosity rather then defensiveness: “How would you react if some said…?” “I once heard someone say that…” “Some might say that…” “It’s been rumored that…” Keep egos separate. Lack of reciprocity. • • • •

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Relationships • Friendship must be created over and over. • Your words aren’t as important as your behaviour. • Be silly. • Share memories. • Breathe before arguing. • Crisis mitigation Consider: Information gathering, coordination and decision making. Filter through experience, emotion and education. Don’t deliberate over the non-trivial chances. • Office Get to know other’s situation and then help them. • Seek to understand by getting into another person’s frame of reference. • You always have a choice as to how you act. ■ ■

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Being aware of your emotions. Be concrete in what is letting you down. Acknowledge what isn’t working. Reflect on your strengths. Leave everyone you come in contact with, better then you found them.

Arguing productively Stick to the issue at hand. Don’t cloud things by bringing up previous misdemeanors. Don’t argue over trivial matters like what day it was. Begin your sentences with I. Absolutes are irritating and often inaccurate. Avoid: never, always, should or shouldn’t. Share your own opinions. Don’t bring in other people’s. Relax your muscles and stay calm by sitting down, breathing slowly. Don’t criticize with abuse. Restate and share your feelings. Don’t try to block the conversation. Don’t interrupt. Don’t launch into a monologue. Don’t expect them to be a mind reader. Agree to take a time out. Silence from the speaker will give time to reflect on what has been said and allow for deeper thoughts. Talk about what’s on your mind. Your body language should show that you’re listening. Maintain eye contact, node and don’t cross your arms. Is there anything else affecting you? Stress, anxiety, hormones or illness? ■

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You’ll be creative when you: talk with customers, breaks, listening to music, bathtub. Relax. Be free from distractions. Creativity will peak early in the morning before distractions impede the brain’s imaginative focus (That’s assuming you’ve passed your morning grogginess. Don’t get attached to a particular outcome. Focus on a task and question your assumptions and preconceptions. Be curious, fight prejudgments. Pay attention. Sense, listen, and change your point of view to other perspectives. The more we think, the less purely we sense or feel. Creativity is the path between stimulus and response. Its root is the tension between imagination and the physical, insight and achievement, learning and performing. You need conflict and constraints to challenge the creative spirit. Narrow the channel, try to create something using oil paints, 4/4 time, instrument quality, budget, deadline.

Mozart - When I am, as it were, completely myself, entirely alone, and of good cheer – say traveling in a carriage or walking after a good meal, or during the night when I cannot sleep; it is on such occasions that my ideas flow best and most abundantly.

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Feed and exercise your mind: galleries and museums, crosswords, jigsaws and Trivial Pursuit. Read everything. Catch the sunrise or sunset. Break old habits. Your behaviour is a reflection of your easily repeated habits. Write things down Listen to Mozart. Sit still and simply be. Ask other creators what they do. Listening to music while working: relaxes, stimulates, drowns background noise and makes us feel better. Music while working: Music for Airports, Coldplay, Pink Floyd; The Wall, Dvorak, Haydn’s piano, Handel – Judas Maccabeus, William Basinski’s Disintegration Loops, Vivaldi’s Winter Largo, Glenn Gould playing French, English Suites, Schubert symphonies, Boards of Canada, John Coltrane, Miles Davis, Theonious Monk, Spoon, The Flaming Lips, REM, Radiohead (B-sides), St. Germain, Groove Armada Zero 7 Overcoming mental blocks There is no right answer. Don’t play by the rules or be too practical. Don’t focus on your narrow job. Be ambiguous, it’s not all black and white. Reject the false comfort of clarity. Create a positive environment. Work on the floor or find a hide-away workspace near your house. Always be willing to just sit still and let your thoughts wonder freely. Awareness involves self-awareness, then consciousness of your environment, and then examination of the actual problem at hand. Take moments throughout the day to observe self and surroundings. Visualize using a telescope, wide-angle lens or a microscope (Recall blinders). • • •

Find peace before starting work. Be open to explore new ideas. Outline the structure of what you’re working at. Tweak the syntax and design later.

Creativity Principles Are you creative? Challenged and committed? Have freedom and idea time? Idea resource support? Trust and openness? Playfulness and relaxed? Conflict degree? Debate degree? Risk taking? The book Juice traces the creative compulsion to imaginative childhood play – such as taking apart a TV set and rearranging its parts. There are three principles that summarize all the creativity books: Attention....

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To what? elements in the current reality features, attributes, and categories assumptions, patterns, and paradigms metaphors and analogies what works and doesn't work anything you don't normally pay attention to Escape.... From what? current mental patterns time and place early judgment barriers and rules your past experiences Movement.... In what sense? in time or place to another point of view free association building on ideas Time pressure should be avoided! If it can’t then manager should protect people from distractions and work fragmentation. Give them the sense of doing something difficult but important; “On a mission.” Also, very low time pressure will lull people into inaction. Creativity Sparking Techniques Cloning

Choose a focus (tangible). Pick an aspect of it and create a clone of the aspect (use deferring judgment). Then make each clone unique by giving it a unique function (maybe group them or use a random word as a qualifier). To clone space, choose an object and multiply some blank space. Have a function or purpose for each space.

Random words

The quick brown fox jumps over the lazy dog. Pick to letters. Choose small word. Then a two syllable world.

Time travel:

Guess what ideas and insights a time-traveler would share.

Leonardo:

‘Cracking creativity’. Look at stains on the wall (or make some with a sponge). Get random image from Google then invert it.

Contrarian:

Avoid groupthink. Consider alternatives and promote them to the group.

Passion, perseverance and persistence. Passion is when time passes without you realizing.

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Once you’ve identified innovation growth paths, you’ll be led to obvious technology trends and new market ideas. Less obvious will be knowing how to leverage nontraditional approaches to identify unmet needs or ideas: • • •

See current work-arounds and compensatory behaviours. Create a ‘feeder network’ of resources to find enabling technologies and solutions. Exploit the intersections of needs, technologies and the market. Proactively search for these interactions.

Creativity requires diligent work, playfulness and freedom from external constraints. Incubating a thought may produce a flash of insight. The more skills, the more choice. Imagine and replay situations mentally. Change how you look, analyze, suspend judgment. Understand complex things, use wide categories. Remember accurately, break from scripts, know trial and error techniques, be counterintuitive, make the familiar strange, use analogies, account for exceptions, investigate paradoxes, play with ideas, long concentration efforts, productive forgetting, persistence with difficulty, high energy, work hard, highly productive, self disciplined work, delay gratification, independent judgment, take controlled risks, self-initiated, task motivation. Internal motivation! Creativity flourishes the work they love is deeply engaged valued and recognized. Thinking Different • • • •

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Meditate and use your clear mind to: pay attention and appreciate other perspectives. Use your senses, exercise, perceive and be aware of connections. Use intuition and balance feeling and judgment. Analogies and metaphors lay down a context. Create a log of metaphors. Conversations. Share context by focusing on natural, probing, improvisational. Consider vocal nuances, body language and the participants’ worldview. Restate the meaning to show your thinking through experience. Do something outside your comfort zone.

It's easy to come up with a million reasons why something is impossible. Consider what you would do if you HAD to make it work. Thinker Toys and Keys to Imagination •

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Success breeds success. Make a list of everything you’re happy with. Measure success by the number of choices you have. Creativity (the domain of artists) is an ability to model things concretely in the real world, while imagination (the domain of dreamers) is an ability to conceptualize something not limited to the real world. Pay attention to reveal ‘tiny truths’. Focus on a photograph for 10 minutes and recall its details throughout the day. To see more connections, create an inspirational bulletin board using articles and pictures. Trying to understand people is important in the idea generation process.

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Different patterns. Read different topics, summarize and scan newspapers for patterns. Travel for new inputs. Make analogies on places and situations. Pause to notice things. Focus energy on a few topics that you care about. See a relationship between dissimilar things. Don’t define problems too narrowly. Our brains are limited. Remember we can only remember about five new things in our mind at a time. Return later. If drawing a blank on a mind map -- wait for a flash of insight. Follow this period by a period of concentrated thought. Write a challenge statement to keep your attention. Don’t define it in specific terms. Say, “In what ways might I…” Stretch to keep it broad, and then squeeze the general idea into a focused objective. Attributes of your objective. List all attributes and try to improve each. Start with the lowest level and then recombine. Write the best and worst scenarios. Anything restricting? Restate them as a challenge. To make challenge tangible, picture it on a tree trunk and order obstacles on branches in by degree of complexity. Create alternatives for each attribute and link them in different ways. Note attributes against involvement (cost) and feel (emotion). Divide them into predictable and uncontrollable. Create scenarios by combining them. Create interrelationships by altering one attribute while associating it with another. Draw attributes on index cards. You may see a visual link when you rearrange them. State the reverse. How would you accomplish the reversal? SCAMPER (see appendix). Substitute, combine, adapt, modify/magnify, put in other uses, eliminate, and reverse. Escape the confines of current thinking. Avoid premature judgment. Don’t worry about satisfying. Habit. Make a list of things you do by habit and change how you do them. Make a creative leap by saying, ‘Po’ Signals a leap over time, space, rules. Looking for alternative patterns even if makes no sense. Might lead somewhere. Mitsubishi brainstorming. Ideas collected during silent period before verbal confrontations. Put idea on paper. It can be read later during the meeting pool. Collect ideas in a notebook. Note positives, negatives, data, feelings, impact and cost. Have in one page summary. Concept fan. Outline the process flow Note concepts that must be addressed. What’s the current idea? Make alternative possibilities on your new process flow. Harvesting ideas. Ideas grow from four possible points: Ready to use? Act now. No more creativity needed. It still might take a long time to implement. Seeds. Useful concept but needs more development. Useful direction. Broad concept or general idea. But not flushed out well enough. Not ready. Currently not useable (use sparingly). ■

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Each idea needs an idea champion warrior. To strengthen strong points and show weaknesses, persuade, find sponsorship, resources and overcome resistance. Don’t load with too many features. Mind map the features instead. Document everything. Each idea must be selected. Reject or commit. Prototype them to fail. Idea champion handles emotional issues. Sees systems effects, strengthen weaknesses, consequences and decides need for prototype. Shaping. How can we modify the idea or plain for rejection? Can we tailor it to fit our needs? How to strengthen its power or value? Reinforce the weak points? Potential faults and things that could go wrong? Consequences in medium and long term. Pre-evaluate how to further modify the idea to those who will evaluate it next? Implementation. Who’s involved? How does it compare with what it’s replacing? Don’t over document. Keep it between 1 to 2 pages using complete sentences. A point form documents may over assume. Evaluation phase. Resources assigned. Have evaluation criteria: effectiveness of achieving objective, uniqueness, legal implications, likelihood of success, ease, technology availability, simplicity, urgency, customer reaction, cost potential, enabling other innovations, positive feedback, freedom from risk, timeliness, match with organizational strengths and internal support. Ask about failure. If you failed what would happen? Are the losses acceptable? Can they be reduced? What will you salvage? What are the pros and cons of starting again? Success. How do you know when you’re finished? What thing is necessary? What action must occur? How can you make it better? Future. When will it be obsolete? What effect will it have on the quality of life? Safety? Can you keep up with the demand? Personal questions. How strong is your commitment? What are your assumptions? What facts should you challenge? Timing? Too early or late? Admit mistakes. Keep things simple and stay calm. Use different tools. Accept advice. Work against your better judgment. Cut vital connections. Do nothing for as long as possible. Faced with a choice, do both. Give way to your worst impulse. Reverse it. Amplify embarrassing details. Use filters. Distort time.

Just Play Do something that society thinks you’re too old for. Types of play: Attunement. Mutually create and share. Body play and feel your movements. Play with an object. Play through symbols and trust people. Be imaginative and transform or create new things. Storytelling will create timelessness and an altered state. ■ ■ ■ ■ ■ ■

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Evaluating Ideas Normal ideas can go through a structured evaluation. Radical ones shouldn’t. When too many people look for risk in a creative idea, they will find lots of it. Use a single decision maker or have a small fast tracking idea team to review, determine how to implement with minimum risk, and prototype into a single market. Develop the evaluation criteria along with the innovation. This will ensure that promising ideas are not killed early. For instance ideas just generated (how big is the space, is there an unmet need), to ones being tested, to ones being scaled up, to those developed full-fledged (ROI). •

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Change management. Be sure to make it a sense of urgency. Ask, “how come.” Be patient and prepared for defense. If you can’t state it in five minutes that you’re not ready. Learn to think in productive oriented directions. Think and move the idea through the future. Note decisions that must be made. What forces act on them? Think of scenarios that may change them and look for opportunities. If you laugh at an idea. Pay attention. Notice when things happen by chance. Streams of thought are based on historical knowledge. They are not wrong. Read from many fields, talk to strangers, listen intently and understand the other person’s mental values. Role-play and think like someone else. Remember people have mental valleys. Their point-of-view items: how they are, what their concerns are and how you can best be of assistance. What were they thinking? Set a time limit and stop when reached. Write purpose topic on post-it. What are the other broad purposes in asking this question? Why do I care? Am I trying to accomplish anything? Arrange these from short to long. Make a ‘board of directors’ on your wall. Consider their quotes (or random one’s) and think how it might apply. Surround yourself with people of different backgrounds who are creatively alert, interest in life, offer suggestions, voracious readers. Experts put borders around their area of expertise. May have illusion of right and wrong where none exists. Listening Find areas of interest and ask ‘what’s in it for me’? Judge content not delivery of speaker. Hold your fire and don’t judge until you hear everything. Listen for ideas and themes. Be flexible. Resist distractions. Exercise your mind while they’re talking. Keep your mind open. Mentally summarize the evidence they propose. Jell-O effect. In a quiet and comfortable place, relax, starting with your toes. Breach from centre. Have a happy place. What would it look like? Intuition. Practice with the phone. Who is it? Local? Afterwards, intuit the answers for the next call and keep them by the phone.

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Incubate. Identify the challenge and collect all information. Wait a few days then return with a better perspective. What if we did this? What if we use it for this? Lie in bed when you first wake up. Do a random drawing to enter your sub-conscious (Lennon). Before killing an idea. Find at least three good reasons why it CAN be done. Do an Opus survey. Divide a 14x16x1 box into four concerns on your product. Have people put their opinion into one of the compartments. People don’t need more discipline. They need a more disciplined approach. They don’t need to work hard. They need to define their work at multiple levels of detail and consider them all simultaneously. Behind this is mind like water. When inspired to work creatively, take a moment to clarify your intent. What do you want to do? Verbalize it. Keep them open-ended and high-level. Believe you are creative. Explore from different perspectives. Expose yourself to new experiences. Perhaps a new hobby. Generate and store new ideas. Take the creative path. Do you avoid doing what everyone else does? Eliminate boredom by boosting the challenge level of something easy.

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Control impulse spending. Stay active. Don’t waste time on TV. Hard work will pay off. Take time to pursue your passion. Your kids will grow quickly. Keep a journal. The thing that’s stressing you out probably won’t matter next year. Avoid the drama and focus on happiness. Play your finances. Avoid junk foods. Don’t smoke.

Tools • Ideal binder.

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Complexity Complex thinking: •

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Manage by looking for an emerging pattern that sustains or disrupts. Don’t manage by an objective, plan or model. Focus on effectiveness with diversity and allow for the difficulties involved when adapting it. It’s not efficiency. Explore don’t exploit. Try for resilience and adaptability rather then stability. Measure the stability of ‘barriers’, ‘identities’, and the attractiveness of ‘attractors’ (i.e. Terrorism is an attractor against US). Don’t use reductionism measures like ROI. Get emergence to see the patterns of possibility. Don’t analyze and rely on ‘experts’. Understand that we make decisions based on personal experience and stories from collective knowledge. We normally think of individuals making decisions based on enlightened self-interest.

Complexity and information overload • All relevant information is undisclosed and unknowable. • Too many variables Analysis, causality and predictability break down. Relationships are too complex and multivariate. Appreciate systems Here’s a comparison:

complex.

Complicated You can research the ordered market. Change aggressively. Actions driven by authority. Top-down hierarchical communication. Military win/lose competitiveness. Emphasis on quick expert action. Assumption on rational choice and tell people why they should buy “X”. Objective reality and what’s

Complex Realize unorder. Probe and observe. Collaboration and have humility in evolution. Actions are personally responsible and driven by learnings, conversations and consensus. Peer-to-peer knowledge sharing. Natural win/win cooperation. Emphasis on paying attention and being improvisational. Realize of entrained behaviour and study people to decide what they might buy. Perception of what people think is happening.

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happening. Changing the way things are. Assumption of intention (“why did his happen”). Assess causality Focus Leadership is everything. Strive for stability. Exploit weaknesses, opportunities and needs via speed-to-market. Mechanical models of behaviour, relationship, order and connection. We do we solve the problem? Set mission, objectives, and strategies. Market is rational.

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Understand why things are the way they are. Realization of meaning (“what did we learn from this?”) Look for pattern and correlation Experiment Membership is everything. Strive for resilience. Explore weaknesses via continuous environmental scan. Organic natural model of behaviour. How to we deal with the situation. Understand the market. Influence the barriers and attractors that bring the market to you. Market is emotional.

Complexity and Technical Problem Characteristics Complex Large number of diverse, dynamic and interdependent elements. Difficult or unpractical to get good quantitative data. A new situation or innovative design is evolving. Complex causal chains. Unbounded system. Operating with scarce resources. A model captures a limited number of features. Results in an educated guess. The problem is unique or unprecedented. Unbounded set of alternative solutions. Involves multiple stakeholders with different or conflicting viewpoints and interests. No clear stopping point. No single optimal or objectively testable solution. Technical problems Isolated and bound able problem. Problems are of a universally similar type. Stable or predictable problem parameters. Multiple low-risk experiments are possible. Simple causal chains. Measurable. Results can be described as a law. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

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Make an impact on complex systems by changing Attractors (people, groups, qualities and benefits that attract), Boundaries (remove or change), Identities (personal), Dissent and Environment.

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Dealing with complex systems involves probing, sensing and responding. It requires pattern recognition. Acknowledge the barriers rather then trying to manage the complex situations. There are too many interrelated variables to map and too many hidden causal relationships. Complex systems will have defied previous attempts to resolve them. They’re subject to human nature more then definable rules. • • • • • • • •

Everything is connected. Nothing is easy. You can never just do one thing. Nature knows best. The obvious solution will do more harm then good. Look for leverage points. Change the rules not the players. Make people more self-sufficient. Every solution creates a new problem.

Customers are ever changing self-forming and self-defining communities, constituencies, and affinity groups. You need to discover how customers are redefining themselves, and how their wants and needs are simultaneously and constantly evolving. It is through looking at the patterns in customers' stories that you can provide a useful picture of the market and its direction Coping with complexity There is a human propensity to try to forcefully make the uncontrollable controllable. Accept chaos and have the wisdom to appreciate complexity. Individual problem resolution process.

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Identify the internal and external customers. How can they be segmented? Research and observe. Study the status quo to determine what is really happening. Map the real process including any workarounds. Have iterative discussions with different customer segments to clarify your understanding of what is happening and why. Define and articulate the needs and problems. When needs and problems are individual. Observe and provide feedback with your ideas and the benefit of your experience. When the needs and problems are shared. They require a more substantial solution process. Rank them by customers’ assessment of severity and urgency. Feed these back to the customers to make sure you understand. Once we decide on “the answer”, we shift the burden from ourselves to “the answer”. Brainstorm possible ways of addressing these needs and problems. Create a future state vision of the implementation. Tell a compelling story of how things could happen. Deconstruct how to get there and use it to budget the money, time and resources needed to get there. Experimenting and prototyping will allow you to refine the solution. Expand the pilot to all users who share the need or appreciate the problem.

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Day-to-day complexity.

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Sense. Observe, listen, and open your senses. Connect and perceive everything that has a bearing on the issue. Suspend. Don’t prejudge. Focus. What facts and capacities are there? Converse. Find and talk to people who can help you: understand, imagine resolutions, decide what to do, garner resources and act. Understand. Identify the real underlying problem. Not just the symptoms. Make sense of the situation. Things are the way they are for a reason. Sympathize. Question. Ask, don’t tell. Challenge and think critically. Imagine. Brainstorm alternatives. Give them time to emerge. Evaluate objectively. Be flexible as new knowledge arises and the situation changes. Reflect. Take the time to consider options and consequences. Decide tentatively what, when and how to do it. Future state vision. Picture, hear, and feel. Every problem is an opportunity. Gather necessary resources. Let-self-change. Adapt and increase your resilience to further changes. Offer. Give something away, help or lend a hand. Suggest possibilities, create options and new avenues to explore. Collaborate and realize together. Follow through one step at a time and act on your intention. Speaker Tell stories Show Help imagine Inform Bring to attention Entertain Contextualize Add insight Incite/provoke Synthesize Suggest Create model Enable ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

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Facilitate. Listener Conversation Probe Listen See Focus attention Read Intuit Appreciate. Collaboration Learn/discover Develop capacity. Make sense Play Imagine Speculate Entertain. Interpret Synthesize Integrate Create model Try React/respond Understand Act Realize Let emerge Collaborate Innovate Respond instinctively. Respond subconsciously ■

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Indigenous groups’ complex problem-solving characteristics Wide-open, candid and deliberate recognition of uncertainty. Knowledge shared through stories and learn by doing. Deep listening skills. Strong analogic and inductive thinking capacity with good memory and recall. Let-self-change versus solutions imposed by others. Respect for the environment, individual decisions and autonomy. Waiting to be asked for advice rather then proffering it. Self-confidence and egalitarianism. Trusting individuals with personal responsibility to act as they see fit.

Personal Complexity Focusing on personal awareness and self-adaptation. • Sense and probe. Observe, pay attention, read, be intuit, and appreciate.

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Be open to information, sensations, ideas and your own instinct. Learn and discover. Make sense of things by playing, imagining, speculating, entertaining, interpreting, synthesizing, integrating, creating models, trying stuff out, let yourself believe and be empowered by your newly developed capacities for sensing and responding. Reacting and responding. Now understand, let yourself change, act (rationally, emotionally, instinctively and consciously), realize, allow things to emerge, collaborate and innovate. Relating (bringing to). Tell stories, show, help imagine, inform, add meaning to, bring attention to, entertain, contextualize, add insight, provoke, persuade, synthesize, suggest, create models, enable and facilitate. Selected researchers collect, organize and share as much relevant information as possible about the problem. Project champions invite anyone with passion, time and energy to study the collected information and attend a facilitated, self-managed session to explore and discuss the problem. The champions document sessions and create groups who will pursue the collective actions. Each attendee must pursue individual actions and initiate other actions in non-attendees. We love solutions. Most Americans ache for some super-human to ease all the complex and difficult problems and to fix them painlessly. Acknowledging a complex system: Reduces our sense of power and control. Increases our sense of helplessness and insecurity.

Sample Habits Beyond TV • After giving it up for 30 days. You’ll become more of a noisy nuisance. You’ll notice TV’s presence outside the home. People stare at it hypnotically. You may listen to more audio programs. You’ll have more need to do something socially every day. You’ll try to seek other high quality entertainment. You won’t miss it. ■

Posture • The wall test gives you the correct position With your heels 6 inches from the wall, put your head, shoulders and back against the wall. Draw in your lower abs. Decrease the arch in your lower back. Lift your chest, move your shoulder blades down and back. Level your chin and make your highest point the top back of your head. Keep the weight on the balls of your feet.

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Consider applying duct tape to maintain good posture. A rectangle shape will instill muscle memory. ■

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Delay buying something you want for 30 days. Do you really need it?

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Self-awareness Check posture, physical comfort, emotional happiness, intellectual engagement and energy level. Nourishment. Drink a glass of water. Attention. Open your senses. Where are you? What’s going on around you? Flexibility Stretch. Slow yourself down, be in the moment and enjoy the passage of time.

A 30 Day Break from Sensational News We are attracted to information that is simple, memorable and easy to absorb. Politicians and corporate marketers exploit this need for oversimplification. A break will help you realize its downfalls. •

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News is predominantly negative. The primary marketing method is fear. It is meant to scare or worry you. It’s addictive. Even scanning some headlines will suck you into reading a sensational article that provides no real value. It’s myopic. Tracking current events provides the illusion of what’s going on in the world but its coverage is very narrow. It markets with fear and sells solutions by the sponsors. It’s shallow. Complex topics are reduced to simplistic sound bites. Read books instead. It’s untrustworthy. There are political agendas hidden in the stories. It’s thought conditioning and tells us how to fit in. It’s trivial. Will today’s news affect you next year? Is it actionable and personally relevant? It’s redundant as most stories repeat the same things. Its problem obsessed. It will condition you to worry about problems – rather then solving them. Drop the news and you’ll find yourself solving more problems than worrying about them.

Any repeated task, like watching television, will fire the same groups of neurons and make them automatic-like behaviours.

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Keep your blood flowing. Eat a balanced meal. Brains like a steady supply of glucose. Breakfast: High protein beans. Lunch: Omlette, salad and yogurt. Snack on berries. Take a break. Alternate between technical and non-technical subjects. Visually add structure to your information. Listen to binaural beats (two close frequencies). Avoid distractions. Television. We have an instinctive reaction to stimulus. Write and discuss different topics. Your right brain will see the entire picture at once. Free the chaos from the left-brain bully. Open a secondary blank page and just start typing. One of the lowest forms of higher thinking is realizing that a decision needs to be made. Chess Analyzing unusual chess moves will lead to activity in the medial temporal lobe. Grandmasters rely on long-term memories in the frontal and parietal cortices. Experts rely on structured knowledge rather then analysis. Teens often misjudge the balance of risk versus reward. They over analyze. Caffeine Throughout the day, your brain fills up with adenosine and causes mental fatigue. Adenosine forms as ATP (adenosine triphosphate) releases energy through its’ molecular phosphate appendage. Caffeine will block the adenosine receptors, countering the dulling effects. You can maximize alertness by keeping those receptors covered with frequent small does. The caffeine nap involves sleeping for 15 minutes immediately after having a coffee. Consume small, frequent amounts (20 mg per hour). The Yerkes-Dodson law recommends moderation. A 600mg dose is similar to Modafinil (in trials). Mixing Have with glucose. Have with grapefruit juice or favonoids. It may enhance the effects of caffeine though adenosine receptor antagonism. Avoid theanine (green tea or St. John’s Wort) and nicotine (metabolizes). Chemistry Caffeine is a competitive antagonist for adenosine at striatal sites. It also increases the efficacy of D2 receptors. Effects It may improve vigilance, attention, general speed improvement, and recall. ■

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Cognitive effects are the best when it matches the context of when you encoded the memory. If you’re caffeinated when you study, be sure you’re the same when you take the test. Long-term ingestion of large amounts may reduce the risk of type 2 diabetes, Alzheimer’s and Parkinson’s though the neuroprotective role of adenosine. Negative effects. It may affect complex cognitive functions. Memory scanning speed. You may become dependent (although not tolerant). It may negatively affect the cardiovascular system. Brain enhancers Piracetam: cognitive enhancement for verbal memory. Modafinil ■

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Ventromedial prefrontal cortex Contingencies, relationships, priorities and flags. Damage causes tiresome costbenefit analysis of endless options. Broca’s area Make a connection in your brain that develops your verbal expression. Read aloud every day from a book while standing in front of a mirror. Read with emotion. Tell yourself how good you are at speaking aloud. Silently read to yourself. Reading aloud will stimulate the prefrontal cortex. The frontal end of the loop is the Broca’s area. It is associated with the production of language or language outputs. The area comprises Brodmann areas 44 and 45. They lie anterior to the premotor cortex in the inferior posterior portion of the frontal lobe. ■ Area 44 (posterior part of the inferior frontal gyrus) handles phonological processing and language production. □ It’s close to the motor centers for the mouth and tongue. ■ Area 45 (anterior part of the inferior frontal gyrus) is more involved in the semantic aspects of language but not directly in accessing meaning. Its role is verbal memory (selecting and manipulating semantic elements). Broca’s aphasia people use words with content but have difficulty with those words with a syntactic function (articles, pronouns, conjunctions). ■

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May compensate by using vaguer words such as ‘thing’ or ‘whatsit’. Or circumlocutions such as the time thing on your wrist. Prompt method helps get the information from their brain to their articulators. It involves a speech event triggered from face or jaw cue.

Limits to human potentials. Simplifying complex systems that we can’t understand. We are concerned with our own needs. We specialize and don’t understand the technicalities of the wider picture. Our beliefs make it difficult to compromise between different ideas. Our technical systems are difficult to interface. Our categories are incompatible so they can’t compare relevant data. Our mechanical actions compete for the same higher resources. Administrations prevent effective multi-group resource sharing. We have different preferred perceptual modes (visual, written, etc.). We get locked into narrow social roles. Unequally distributed skills make it difficult for non-experts to contribute. We don’t have a globally agreed on standard or coordination structure. Difficulties in recognizing true causes from symptomatic effects. Failure to encapsulate past wisdom. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Business Customer Service in a large company. Oligopolies become lazy themselves (airline example). The value of prevention: It's much better to prevent problems from occurring than to try to cope with them when they do. The importance of not over-promising. Consider the experience map. The value of agility: Why is there no automatic, computerized re-mapping or why can’t they break Standard Operating Procedure. The importance of courtesy: Too little, infrequent information, with few apologies. The importance to treating everyone equally: In a crisis situation, you can't play favourites. This is a Titanic lesson. The value of service recovery: When you mess up, bend over backwards to recover the lost goodwill. Oligopoly Advantages. Subsidies. Transportation, government, environmental, and energy infrastructure. Access to cheap capital. Negotiating power. Labour, supplier, retailer, networking. Undervalue of people’s time. I.e. / Time to drive to the big box malls. ■

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Deceptive advertising. Campaigns launched to delude into believing we’re getting value from overpriced, poor-quality, imported junk. Persuade to spend and borrow beyond your means. Lack of consumer protection. Poor quality and services. Naïve local planners and zoners foresee huge incentives but have little local return. •

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Be Aware Be aware. Think how each of these questions ties to the company’s strengths and surfacing opportunities. Does it reveal weaknesses? How to exploit, counter or capitalize on the risks? Watch for low-end ‘disruptive’ innovations that are simpler, cheaper or meet current requirements. Classify them as either a dissatisfied customer, overcomplicated or a non-customer. Embrace pure velocity, with or without a path to profit. Accept a world in which transaction costs approach zero. Transform customer attention, energy, and creativity into something other customers will pay for. Suppliers. • How many? • Offerings differ? • Prices differ? • Where do they get their supplies? • Cost to switch suppliers? • Substitute supplies? • Which could become competitors? • Impact of their price on yours? Customers: • Influence on your price? • How much they buy? • Different customer segments? • Perception of your brand? • Price sensitivity? • Could they turn into competitors? • How are you different? • What motivates a purchase? • Are there possible substitutes? How many? Competitors • Fierceness of competitive actions and price-cutting? • Cost of abandoning an overly competitive product? • How many and how diverse are they? • What are their financials? Margins and costs? • Growth rate and maturity of industry? • Production capacity? • Cost to customers of switching? • Is their loyalty to a brand?

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Is there a difference in their product? Size and profitability of market? Skills? Response to past challenges? Their strategies, structure, model. Assess what each competitor is doing that others can’t or won’t.

Potential new entrants: • Cost, capital and learning curve to enter market? • Availability of suppliers and distribution channels? • How does the government impact you? • Economies of scale? • Value of brand and cost-of-switching advantage to incumbents? • Are there existing firms that can block new entrants? • Intellectual property? • Flexible, experimenters and fast learners? • Skills and experience? • Investors’ patient for growth? • Freestanding from customers, suppliers and strategic allies. • Have incumbents established their own capability? New products: • What are the details of the new technology? • What does it cost the customer to switch? • Customers’ buying criteria and prospect to change to novel product vs. brand? • Price/performance ratio of new vs. current? • Brand, package, form, positioning, pricing, manufacturing, trade, consumer, etc. More Business Problems to Tackle Employee productivity? Business/security risk? Innovation plan? Outsourcing IT, HR and/or marketing. Product idea validation. Service wraparounds? Selling price? Sales changes due to future innovation or interest rates? Material and labour costs? Fixed and overhead costs? Market or customer share? Finding and keeping the best people? Acquisitions at what price? Worth of company? Payroll? Company partnerships? Functions to centralize or decentralize? How to penetrate a new market? How to increase customer satisfaction/retention? Which suppliers? Reduce employee theft/error? Tax breakdowns?

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How to protect our intellectual property? New business spin offs? Selling Present your team with a challenge. It is very important that you influence support for your idea. Know how to sell and ensure you have some ‘last-mile ownership’ to carry the idea through. In the tragedy of the commons and shared repositories, no one takes pride of ownership. •

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Invest in face-time with the customer. It shows that you care, builds relationship and trust. Solve the problem quickly. Don’t excuse, explain or pass fault. Return calls and emails promptly. Even if you need time to research the response. Always under-promise and over-deliver. Make it easy for the customer to buy. One-stop shopping, minimal paperwork, onthe-spot service, organized displays, processes and layout. Reduce the number of substantially similar choices, suggest appropriate buying criteria. Be helpful and offer advice if obviously needed. Give the customer something ‘extra’. A free gift or an unexpected add-on will differentiate you. Listen first, sell later. Let them buy on their own initiative. Read body language, pay attention then feedback to them what you have heard. Prompt them with questions that put the transaction decision back in the buyer’s court (“if we did this for you, would that help you decided?”). Show, don’t tell. Demonstrate and let them see, touch and smell the product. Understand that they’re not buying your product. They’re buying the benefits. It’s the job it does. Not the features and attributes. Don’t sell yourself short. Nothing sells itself. Use your knowledge, experience, helpfulness, advice, appreciation of the needs and wants, responsiveness, selfconfidence, courtesy and attentiveness. Know your customer, know your products. Understand their needs and how your product can match them. Note their frustrations.

Peer Assist The oligopoly music business blames the P2P suppliers but it’s actually a result of high prices and low diversity. Enter the low-price high-quality service providers that build their own and offer lots for free. Credit unions, internet banks, insurance, alternative media, paraprofessionals, alternative medicine, offshore healthcare, self-publishers, investment clubs, alternative disputes settlement. Bank and get legal advice from the peer-to-peer network. Strategy Business Plan

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A simple business plan What is your product? Who are your customers? When will things be done? When are bills due and how do you get paid? Clearly lay out logical plan and stages in objectives. Will have to check progress. Continuous process. Note assumptions, strength, weaknesses, opportunities, threats. Identify resources and time required. Central communication. Necessary for investors. Should link into short-term budget. Budget to monitor performance. Assist with cost control for each functional area.

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Direction and scope over the long term. Configure resources in environment to meet needs of market. Direction, markets, advantage, resources, environment, stakeholders. Strategic understanding techniques: PEST, scenario planning, 5 forces, market segmentation, directional policy matrix, competitor analysis, critical success factor and SWOT.

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Relative advantages. Understand competitors’ strategies and stay informed. Who, threats, profile, objectives, strategies, strengths, response to change. Recorded data. Collect and assemble. Annual report, press releases, newspaper, seminars, patent applications, recruitment, government.

Core competencies • Over time, companies develop key areas of expertise that are distinctive and critical to long-term growth. • They are the ones that provide access to a wide variety of markets. Others should want to have it. • Why will they pay more? What are they actually paying for? Business Models: Describes value that the organization can offer to customers. Outlines how it will create, market and deliver the value. Goal of generating profitable and sustainable revenue streams.

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Viability model: How the plan will make money, or fill a need, and with whom. Outlines research needed to ensure customers will pay for it. Note resources needed to deliver it and make sure it makes strategic sense to missions and values. Becomes a go/no go decision. Usually insufficient concentration here. Tedious and people working on it have already concluded that it’s viable. Be sure it fills a need. Formation model. How the plan will be setup. Capital: human (which roles), intellectual (what technology or knowledge), physical (what premises, supplies or equipment), financial, social (organization, relationships and alliances). Culminates in a launch. Operating model. Ongoing activities, mega processes (R&D, purchasing, sales & marketing, manufacturing, distribution, service, back office support, management decision), budgets, resources and roles. Avoid too much micromanaging. Be light on operations; It imposes standards, paperwork and approvals procedures. Google Business • • • •

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Maintain your ideals. Put value and creativity before money. Spend 20% of your time on blue-sky ideas. Speed to market is more important than looking good. Never betray the user’s trust. Another sample business model Vision Offerings Differentiation Profit streams Brand, hook and enabler. Current and future state analysis. Opportunity functional map. Numbers and cost (current, predictive and alternative). Business model choices. Team maps and skills over time. Potential internal and external questions. ■ ■

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Map each competitor’s strategy. You’re going to find the gaps! Talk with low-end and non-customers. Assess what they value. Innovative opportunities: Attributes and Performance standards (How you design). Platforms (product system and how you link or provide to multiple products). Process standards (Value adds, worker support). Service standards (Those beyond and around). Delivery options Brand (Communicate) Customer experience maps Network and alliances Business model (how you make money) Price and speed of service. Rank the customer’s perception of their need being filled. Add more categories if necessary. Find the biggest gaps between what they expect and what is delivered. Are the needs: Within your capability and consistent with your values. Potentially profitable? Truly innovative. Evaluate, experiment, prototype and market test. Set bailout points to evaluate whether you are still in the game. Strategic Roadmaps • • • •

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A visual map of the short and long future. Connects vision, values and objectives with strategic actions. Creates actionable steps, objectives, milestones, routes, choices, roadblocks. Identifies issues, interdependencies, gaps, common ground, linked tasks, competencies, relationships, strategic operations, collaborative ventures, business plans, and alternate routes. Shares knowledge, cross-functional knowledge, future market needs. Examines assets: Technology, skills, services, market, knowledge asset, capability, science/research, project/issue, product/technology, product management.

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Personal lessons learned and best practices, war stories, performance benchmarks, ideas, thought leadership. Business, market and economic news. Data and analysis. Customer information. People, relationships, buying behaviours and trends. Intelligence about the competition. Customized sales and marketing collateral. Personally developed methodologies and procedures. Personal directories and networks.

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Organized lists of links to internal information. Company policies, strategy, performance data, directories, technical and regulatory information, standard sales, marketing and learning material. Hierarchical corporations. Aren’t usually designed for customer service. Their goal is to maximize margin and profit by trading quality for volume. Each year, they must grow or die. Simple basic business plan: One-year time span. Business development plan. Marketing plan. Sales plan. Product development plan. Web site development plan. ■

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Project Management Tools Keep a lessons learned logged or log any ‘blockers’ in a risk repository. The art of project management Balancing skills. Ego vs. no ego. Autocrat vs. delagator. Tolerate ambiguity vs. pursuit of perfection. Oral vs. written. Complexity vs. simplicity. Impatient vs. patient. Believer vs. skeptic. Marketing Consider the unmet needs. What is your product, price, placement and promotion? Daily work Meetings. Review milestones. Understand roles and communication paths. ■

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Vision. Have a one-sentence vision. How does it contribute to the bigger picture? Who are the customers? What problem does this solve for them? What research or evidence supports your solution? What is the customers’ alternative? What are they paying for now? The first priority are features that the customer wants. Why will the customer buy this? Who are the stakeholders? They have power over the project but are not the end users. List features that are desired but not essential. What solutions won’t be part of this solution? How is this not technology in search of a problem? What won’t the project accomplish? List things people might assume. How can this project fail? How can the risk be minimized? What groups are we depending on? Who is depending on us? How will the work be divided? Who are the leaders? What assumptions does this depend on? Decisions What is the core problem? Ask probing questions for new information. What’s the cause of the problem? Is it isolated? Whose problem is this? How long will the decision impact the project? Make the big decisions early. What’s the impact if you are wrong? Whose feedback do you want? Who has the expert perspective? Whose approval do you need? Questions Focused on the problem you are trying to solve. Creative or expanding questions. Rhetorical. Design flow Define problem, collect ideas, drive alternatives, distill alternatives, design then spec. ■

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What open issue will this help us close? Specs Needed to ensure the right thing is built. Use in scheduling. Feedback is encouraged. Checklist. Do the work items match the spec? What can be overlooked? How will this design fail? What are the weak points and why can’t they be improved upon? What are you most/least confident about? Is the quality level right? Is there a simpler design? What elements are likely to change? What are the major concerns? Specs need Requirements. Should be simple, iterative, have assumptions, information and priority. Features Technology. To do actions. A test and exit strategy. Have a way out and know when to close. Have a list of work items. Have a definition of quality using test cases. Have a list of things think but don’t have to be done. Have a list of things that will never be done. Consider the different layers. Customer experience. High-level architecture. Design issues. Feedback Don’t reprimand in real-time. ■

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Fewer meetings? Fewer features? Faster decisions? Clarify goals? What’s the smallest amount of action needed to resolve the problem? What are the most probable risks? Make a contingency plan. Be sure the stakeholders are still on board. Motivating Take their advice. Challenge them. Inspire. Clear roadblocks. Remind them of goals and roles. Teach and ask. Trust. • • •

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Processes Use processes to improve. Track metrics. The cost is a balance between the learning curve, doing it and how often it is done. When weighing the benefit, consider the cost of failure. Email Be direct. Stick to actions with a deadline. Prioritize. Facilitating. Host. Confidentially introduce and clarify the agenda. Highlight what you’re going to say. Keep things on track and know when to take them offline. Lists Bug tracking number. Politics Know what you need. Resources, authority, influence, advice and aligned goals. Experience will help determine the level of detail necessary. Just don’t promote stupid tasks to the big project plan. ■ ■

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Estimating time. Understand what must be achieved. Review task in detail. Difficult to understand problems take the longest to solve. Drill down method. Understand the factors contributing to the problem. Lay out visually like a tree or mind-map. Links information. Shows knowledge gaps. Highlight where research is needed. Make your best guess at how long each task will take. Include the non-direct efforts. ■ ■ ■

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Project management. Detailed project planning. Working with others. Meetings Quality assurance. Supporting documentation. Unexpected events. Unscheduled high-priority work. Interruptions. Complexity of job. Holidays. Equipment breakdowns. Missed deliveries. Basics Break the project into small 4 or 8 hour pieces. Multiply the number 2.5 or use confidence intervals. Track and track your time. Scheduling Commitments. Your portion. Breakdown projects and trust. Estimate with probability. Additional questions: Sick days. Give individuals access and accountability for the schedule. Be sure someone owns the schedule. Are you committed to the schedule or was it just handed down? Have a process to handle new requests. Say no if the new work doesn’t fit the scope. Watch scope creep. What probability was used to estimate? Is there an opportunity for the management to adjust the schedule? Are the specifications and design enough to make estimates? Provide status reports and communicate obsessively. Agree on the scope with your sponsor before planning. Changes to its scope, “scope creep” will seriously affect your plans. Simple projects. A project with only a few dependencies may be over complicated by Gantt Charts or Critical Path diagrams. Timetables. Action plans. Goal: Improvement strategies. Tasks, responsibilities, resources, timeline, status. Implications or visibility! Target audience? Metrics for progress (benchmarks) and completion. Continuous improvement plan Results, next steps, date. □ □ □ □ □ □ □ □ □ □ □ □ □

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Obstacles? Work back schedule List all tasks in reverse order with due dates. Gantt Charts. Basis for scheduling and planning tasks. For monitoring progress and pinpointing resolution. Resource allocation. Critical path. Creating the Gantt chart. List all activities in the plan. Earliest start date? Estimated length? Dependencies? Outline the tasks on a time-based graph. Schedule. Make best use of resources. Allow for slack time. Don’t’ interfere with the critical path. Finalize and present. Critical path analysis. What must be completed on time and what can be delayed? Creating a CPA. List all activities. Earliest start date, length of time, parallel or sequential. Circle and arrow diagram. Circles are events in the project. Arrow running between is the activity needed to complete the task. PERT (Program Evaluation and Review Technique). Skeptical view of effort. List shortest, likely and longest time activities may take. Time=short+(4x likely)+longest Larger projects. PRINCE2. Clarifies roles, clear communication lines, actively manages risk, sets controls, establishes baseline costs, schedules and scopes. Stakeholder based approach. Use opinions of powerful stakeholders to shape your projects during the early stage. They can help you win resources. Communicating frequently will ensure they fully understand the benefits and can support actively when necessary. Anticipate people’s reaction to your project. Your plan should include actions that will win people’s support. Stakeholder analysis. Who are they? What is their power, influence and interest? You need to know where to focus. •

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The amount of time depends on the size and difficulty of your project. How much time do you need for communication? ■ Sponsorship, advice, expert input, reviews of material, etc. What do you want from each stakeholder? What support, role or actions do you want from them? What messages do you need to convey? They should show benefits to the target organization. Focus on key performance drivers. ■ Increased profitability or real improvements. Identify actions and communications. with the resources you have, how will you manage the communication and input from the stakeholders? Start with high-power/high-interest ones first. ■ A practical plan should communicate the right amount of information. How to keep your best supporters engaged? ■ How to neutralize the opposition? ■ Can you raise the level of currently uninterested people? Manage expectations as early as possible. Break down your plan and execute!

Plan and create extensive test plans before starting a development. Identify optional functions that can be dropped or included if the project gets in trouble. Use a 15% schedule guard band. When possible, split the large project into two decoupled parallel development opportunities. Test as soon as possible. Gather and disseminate all information before moving to the high level. Everyone should know what’s expected of them before you start. The planning phase can make or break a project. Reset as the situation calls for it. Trust people to do their parts. Verify that everyone is on the same page. Send a weekly status email. Documentation. Clear initial goals, requirements and scope. Use a detailed job order. Use a standard tool to track status. ■ ■ ■ ■

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Control and compliance Consider the balance between ‘Lesse Faire’ and ‘sign-offs on sign-offs’ (IT paralysis). The level of control should be balanced with the risk of having no controls. Strive to make processes error free. Poke Yoke. Begin the analysis by considering processes that must be controlled. ■ ■

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What are the major steps? Where are the key decision points? Your control checklist is a restatement of the process description.

Reference Access Searchable or easy to lookup? On network? Subscription Number of people. Renewal. Documentation Capture changes and everything. Standards. QMX and ISO. Official releases. Checklists. New product items. Preparation. Data Yield and trends. Utilization. Formal exchange processes for NPI and ECOs. Records or logs. Historic snapshots. Parametrics Rates. Action or repair details. Anything moved to special area? Golden boards. Labels. Consistency and correctness. Acceptance, validation and qualification. Qualify. Certificate of compliances. Consistency. Buyoff. Audit Frequency. Whom. Self, internal, manager, regional, corporate. Push for corrective actions. Consider effort and duration. Specification, requirements and agreements. Setting Responsibilities defined, specifications, quotes and agreements between parties. ■

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NDA (non-disclosure agreements). Consider vendor or supplier designs. Consider internal versus external differences. ■ Test instructions (TI) versus customer NPI requirements. Poke yoke. Eliminate contamination. Assigned tools. Segregated product. Verification on load. Following or meeting. Understand subtle differences and exceptions. Note assumptions and simplicities. Sign offs. Work instructions. Highlight ‘increased awareness’ issues. Changing Requests for action. Permission and agreements. Revision requests and control standards. Stakeholders. Controlled ECO for process changes. Impact to test coverage? Handing off responsibility through a consistent exchange process. Knowledge Training. Certification. Re-certification. (Obviously, since we’re controlling this, keeping records and all control items apply here.) Expert available. Capable of organizing. Second level of support. Tools and Equipment Qualified. Labeling of chemicals and tooling. Maintenance Preventative maintenance. Calibration Tuning and periodic accuracy verification. Cycle time. Long and short term. Control metrics and standards Measurement Stable and repeatable. Sampling frequency. Traceable. Minimum process control requirements for critical parameters. •

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The Scrum theory of project management Do focused work towards short-term goals without a clear plan. Repeat. Have a daily meeting. Work around the lack of resources. What have you accomplished? What do you plan to accomplish? What is preventing you from progressing? Don’t let anyone stall. Plan sprint units of work. ■ ■ ■ ■ ■

Business Operations Hoshin Strategic Planning • A systematic planning method that balances strategy and short-term goals. Defines long-range objectives by ensuring business fundamentals are considered on day-to-day business. • Hoshin kanris == direct setting. • Consider the cross-functional process. Identify root business issues. Establish objectives to address these issues. Define the overall goals and a strategy to support them. Use metrics. Owner, timeframe, targets, actuals, time to review. • Review the list and any discrepancies regularly. ■

Understand how organizations can be sabotaged Insist on using all the proper channels. Do not allow short cuts.

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Demand written orders. Multiply the approvals required. Misunderstand, question, delay and correspond over directions. Make your speeches long, frequent, anecdotal and full of personal experiences. Bring up irrelevant issues. Haggle over precise wording. Give lengthy and incomprehensible explanations when questions. Decisions Refer decisions to large committees for further study and consideration Question the advisability of old decisions. Advocate caution and urge everyone to make small reasonable decisions. Question whether the decision is in their jurisdiction or whether it may conflict with a higher policy. Material Wait to reorder material. Order high quality expensive material. Argue that lesser material will mean less quality. Mix good and bad parts. Operations Start by assigning unimportant jobs to the most efficient workers. Insist on perfect work on unimportant jobs. Refinish those items with the least flaws. Make routing mistakes. Mislead during training. Be pleasant and promote inefficient workers; This lowers morale. Hold meetings when there is more important work to do. Duplicate paper work and files. Office Confuse similar names and quantities. Prolong government correspondence. Misfile important documents. Make one less hard copy. Redirect important clients. Spread rumors. General Work slowly and use unnecessary movements. Forget or damage tools. Blame your poor work on your tools. Pretend you don’t understand instructions. Make mistakes on forms. Join an employee group and push for inconvenient changes. Misunderstand regulations. ■ ■

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Dates of meetings and next steps. Forecast outlook. Value of contract Targets (by date) Activities to achieve. Results and comments □ □

Business metrics Service Sales Marketing Team Strategic plan Budgeting and cash flows Productivity Profitability Leadership and direction Balance. Launching a technology Focus on customer volume and profit point. Apply proven models. Consider variable versus fixed cost model. Consider a global footprint. Aggregate demand. Co-locate key suppliers. Drive lower equipment costs. Automate. Create a new product launch network. Use a demand-pull system to eliminate waste. Continuously improve. Expand offerings. Apply supply chain and IT solutions to new industry. Have a total solution: procurement, logistics and global fulfillment. Value engineering ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

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New product introduction Discrete product manufacturing Standards (process, data, test). Benchmarking Product assembly and test Full system assembly Product assurance Quality agreements. Failure modes and effects analysis. ■ ■

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Entrepreneurship Form a strategy through a big picture view of products, services, processes, enhancements targeting top and bottom growth. An inventor needs to know business, sales, marketing and financially strategy. Consider Ron Katz developing his patent portfolio by buying back is own idea for 7 million. Establish a start date. Be ready. Have the passion, gifts and skill. Work with those that share the same purpose. Do deep research to ensure you’re meeting an unmet human need. Be resilient with: viral marketing, organic financing, flat organizational structure, continuous research. Stay responsible by nurturing relationships built on sold principles.

Disruptive Innovation

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Gain a foothold at low end of customer base. Then use improved technology to eat into the primary markets. The innovation must be non-adaptable and initially unattractive. Use a needs driven strategy that focuses on features and who will use it. Not when, why or how. Divide the market by the products’ circumstances of use, rather then customer (demographics) or product attributes. Develop free from constraints, prejudices, risk-aversion and ‘why’ governors. Have a process to continuously generate and disrupt. Start before you need to. Create and train an expert team of shapers. The large company will rely on their standing customer relationships. They can’t focus on one basket. They can’t chase an unquantifiable outcome. Their existing channels, advertising and branding are organized by product or customer. The customer must perceive the product as ‘foolproof’, easy to use, learn, buy, and have open channel partners (supply, distribute, retail, market). ■

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Differentiating Your Business Map the ‘consumption chain’. Take the perspective of the customer and consider the points where they touch your product. Create a 15x5 matrix: • • • • • • • • • • • • • • •

The point of first awareness (marketing). The point of locating your product (initial purchase). The point of decision between you and your competitor. The point of ordering. The point of receiving. The point of inspecting and processing receipt. The point of installing or implementing. The point of paying. The point of storing between uses. The point of moving the offering. The point of using it. The point of receiving support services. The point of returning or exchanging. The point of repairing, maintaining or upgrading. The point of disposing. 2nd step is to identify who, what, when, where and how for these touch points.

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Who. Who is on their side or can influence the customer? What. What are they doing? What would they like to do, what are the problems they are encountering, how can you mitigate problems to enhance their experience? When.

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What time of day/month/year/life to they reach this touch-point? When else might they be used? Where. Physically, where are they. Where would they rather be and where else could they benefit from it? How. How does it meet their needs? How could it do it better? How else could they use it at each point?

Note that sometimes an intense focus on customers can blind you to the opportunities for more radical innovation with entirely new customer sets and markets. How to Pitch an Idea An idea spawns change; People fear it. Be sure you’re talking to someone who’s interested in change. Progressive organizations push for change at all levels. 1. Create and refine the idea. Don’t pitch too soon. You’ll need some logic on how to make the idea real within reasonable limits. Match spirit with specifics, otherwise, it can be dismissed with 2 or 3 basic questions. Solve practicalities. What problem does it solve? What evidence is there that the problem is real and profitable? What are the toughest logistical challenges and how would you solve them? Can you prototype or demonstrate it? Why am I the right person to solve it? Why should it be solved now? Why should we solve this problem? 2. What is the scope of the idea? Is it a tweak or a complex project? The bigger the idea the more involved the pitch since it requires more change. Follow the path of similar scope projects. 3: Who has the power to green light the idea? You may need to network to get access to them. Start with their perspective. How do they think about the world? What are they interested in? What is there typical day? How many pitches do they receive? Flirt to their needs, perspectives, and desires. ■ ■ ■ ■ ■

4: Depth and structure of pitch. Where will it happen? In the Elevator, at lunch, during a review? Pitch with a partner. Refine your points for a 5 second elevator pitch. 30 seconds. How it will happen or what are the significant items? 5 minutes. Be prepared. 5: Test the pitch. Don’t let it eat at your ego. Use smart people to behave like your audience. Make a list of questions you’re going to expect.

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6: Deliver. Be calm, direct, state your case and listen. Know your next step incase they agree it’s a good idea. 7: When it fails. Harvest as much value as you can. Know why it went wrong. Which points where not agreed on or which assumptions where refuted. Go back and try someone else. 8: Do it yourself. There’s never just one way to do it. Some people respond better to negatives (threats, risks) and others to positives (benefits and opportunities). Massage your pitch to address the following points of view: •

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Anxieties. What stress can be relieved by your idea? Those that respond often focus on the urgent before the important. They will listen to solutions even if the benefits are otherwise small. Incapabilities. What will your idea enable them to do? Those that respond to this are focused on vulnerabilities rather then abilities. They feel they are at risk if they do not resolve it. They respond to risk more then opportunity. Needs. What does your audience need that your idea will address? Those that respond are process focused. They will respond to ideas that address needs they have already identified but are not being met by an obvious solution. Try to recognize what they need and want without them having to tell you. Benefits. Measurable benefits of your idea? Those that respond are impressed more by opportunity then risk. They will respond if they can personally relate it to their job. They are not impressed by a generic list of benefits. They want to know that you know how they would personally use your idea.

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Know your audience. Avoid repetition. Use different stories to engage all four audience segments. Be brief and direct. Get to it directly, point out the anxieties, incapabilities, needs and benefits that your idea addresses. Let the audience connect whether your idea is good. Draw out their feeling by asking questions about how their anxieties might be addressed. Have a clear, single and clear-cut objective. How, why and what? What are their interests and responsibilities? Who can get it done? Know what they’re going to want from you. The approach. What’s the best statement to lead this? The outline. Hook, attract and fascinate. Try a question or interesting point.

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The subject. Explain, reinforce then prove. Who, what, when, where, how? Drive action by asking for what you want. Paint a picture that appeals to emotions, imagery, clarity and is personalized. Have variety. Be concise and clear. Use powerful and visual words. Targeted and goal oriented. Generate ideas on what you do (10-20 different ways). Edit later. What’s your goal? To get a sale or support for your idea? Write 15 action statements that spur action with your goal. Let it sit. Rehearse with a mirror, record and get feedback. What’s in it for them? What can it do for me? Reference the need. Avoid technical jargon or too many details. Clearly sell the benefits. Structure it as a story with a beginning, middle and end. Have someone read it aloud. Use clean formatting works. Show that you ‘know what you’re doing and can prove it’. Include testimonials and references. Acknowledge the reader with a thank-you. Tell the prospect the next step. I.e. / Follow-up meeting. Content Your vision. Market size and description. Service description on how it addresses the customer’s problem. What is an ideal customer? How do you sell? How do you get customers? Cost? Does this change? Lifetime value of customer? Management team. Revenue model. ROI. Current status and future plans. Competition or partnerships. Why are you different? Key assumptions? What “gotchas” could change business overnight? ■ ■

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Update your Resume No one will know about your success unless you tell them. constantly:

Update your resume

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My major project this week is challenging me in the following ways: In the last three months I learned. I added an important personal contact. What makes me uniquely valuable? Others think of me when they think of… By next year they will also think of me when they think of…

Resume Review Process • The first pass is a 20-second opinion. Name Do I know you? Google the person or visit their web log. Company names. Recognize them? If yes then know generally what you do. Otherwise, scan for keywords for a rough idea. Networking words then ‘networking’ guy. Job description and history. Look for history and trajectory. How many jobs and for how long? How long in current role? Where do you come from? Any inconsistencies or warning flags? Other interests. Find something that makes you different. Professional objective. Skip it. Assume it has already been routed here for a reason. Skills. Often full of mis-information. Linux. • The second pass. Goal: “I saw something I liked in the first pass, is it real?” In-depth job history. Try to get mental picture. Look for warning flags. Do responsibilities match title? Did you grow if you where at a position a long time? If it was short, why did you leave? Are your jobs building on each other? Professional experience. Try to get complete picture of who you are. School. Not checked until here due to biasing. • Suggestions. Downgrade your resume to plain text. Does it still look good? Don’t include a cover letter. Key points of cover letter should be in your career objective and job history. Use your own template. □ □

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Use subtle visual differences. Avoid mumbo jumbo. What was the mission critical system? Why was it critical? Include all work experience. Explain how hard work is no matter what the job is. How did you grow? What did you learn? The Job interview •

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Ask questions at the beginning. Use the answers to better position yourself. Have a few good stories. Don’t rattle off a list of what you’ve done. Understand the behavioural interview. “Tell me about a time when…” is a cue that you’re in a behavioural interview. Interviewer is trying to see how you acted in the past (and will act in the future). Tell about a situation, the action you took to solve the problem and show a quantified result. STAR response: Situation or Task, Action, Results. Focus on what you’re doing now. Online articles or a blog. Explain long work experience gaps. Show that you’re being productive and doing interesting things. Present a plan. Show what you plan to do for the first three months. Understand the interviewers’ personal agenda. Play to the stereotypes. Practice your performance. Love what the company does. Show that you understand the competition. Prepare five ways you think the company could improve. Try to be remembered as the guy with the good ideas. Show up early. Overdress. Answer the first question with a great response and enthusiasm. In order to explain why you’re the solution, ask these questions. Why are you concerned about filling this role? What are the company’s greatest challenges? What are the hot buttons of the other people I’ll be meeting? Take notes. Retract your mistakes in real-time. Provide references on the spot. References. Sample work and examples. What will be the day-to-day responsibilities? Is there opportunity for training and career advancement? ■ ■

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What are the biggest challenges facing the organization? Personally, when did you join? What criteria are they looking for? Mimic their physiology. Have a differentiation story.

Tough questions • Tell me about yourself. • Why should we hire you? Explain your experience and qualities. • What is your worst characteristic? Consider mentioning a minor flaw. • Where do you want to be in five years? • Why did you leave your last job? Keep it positive and don’t blame them. • Tell me about a problem you had in your life and how you solved it. • Have you had difficulties getting along with supervisors or co-workers? • How do you deal with stress on the job? • What salary do you want for this job? • Do you have questions for me? Demonstrate you’ve researched.

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Your resume is like a PowerPoint pitch. One page long. Communicate three key points. Use fresh eyes to review it. Try to quantify your accomplishments. Bring copies of your resume.

Entrepreneur innovation (to be updated later) Use a cross functional team Understand the urgency for and set criteria for assessing business innovations. What’s business innovation? Research, train and visit how companies compete sustainable and profitably in their marketplace. Understand the process the team will use. Create a database of learnings and ideas. Understand these ideas and use the innovation opportunities map along with creative and critical thinking skills to identify the opportunities that could be used to improve customer satisfaction. Aggregate each of these opportunities into a series of innovative offerings. Use a vision or story to tell how it would be used from the customer perspective. Incapacitate the power of elite: Identify vulnerabilities. (Fragility, over concentration, ignorance, arrogance, lack of diversity, centralization, lack of redundancy, popular disgust, anxiety, dissatisfaction

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or apprehension, ill-preparedness, lack of agility, over complexity (left hand doesn't know what the right is doing), lack of imagination and creativity, etc. Acquire resources stealthily: Put together what you need without letting your target know you're doing so, or even what you are capable of doing with them. Develop solutions that exploit the vulnerabilities. Rigorously assess the likelihood of those solutions working effectively (incapacitating the incumbent power), and deploy only the high-probability solutions, quickly, before the incumbents have time to react and defend themselves. Introduce 'innovations' that make our world a better place to live. The focus will be on new technology, new infrastructure, new models and new processes that replace the vulnerable ones that are the causes of so many of today's global problems -- and ensuring that these replacements are Open Source, and stay in the hands of all the world's people. Self employment • • • • • • • •

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Start with yourself. Learn your and others’ options and capacities. Identify the intersection of your gift, passion and purpose. Understand how to work under a model of a responsible, sustainable enterprise. You can’t do everything alone. Find others who share your passion. What does the world need? Do research to find why the need hasn’t already been met. What could meet that need? Imagine possibilities. Create a business model to make it into an affordable offering. What community members will you interact with? Quick business launching tips Setup a legal entity ASAP. Setup a business account (Consider Paypal or Google checkout). Setup a website. Have a plan on how to generate new business. Build a portfolio of your work. Create a logo.

Where passion and genius meet How do we get in these situations? Sometimes we just take the easy road, accept the first job offer, so we never know what we might be missing. We then wake up to the realization that life is too short to work at something you hate, can’t do well, isn’t as perfect as you thought, too routine or which isn’t appreciated. Often better to just search for the project where those three things intersect. Breakout of your usual network of contacts and avoid same think. What’s needed? What you’re good What you love. Frustrated with the choices available to him, Descartes simply decided to retire at the ripe old age of 20. While his parents, teachers, and friends pleaded with him to change his

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mind, young Rene was adamant, and for the next two years did little else but stay in bed, read, think, dream, and write. Absolute considerations • Does it pay enough? • Do you have time for it? Too enormous? • Is your ability recognized? Drowned out? • Is your ability appreciated? Think they can do it themselves? • Is the need recognized? Too far ahead of the curve? • Is the solution affordable? The genius, passion and purpose intersection: •

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Purpose You want to provoke change? What urgent or important need needs your gift? Genius Imagining possibilities. Passion Can you do what you want to do when you retire today? Volunteer for something you’re not sure that you’ll enjoy

Keys to professional excellence • • • • • •

Create a portfolio of personal successes. Get important things done. Always seek out and expose truth and reality. Take on only what you can successfully complete. Understand how your company makes money. Understand how you contribute to your company’s success.

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Ideas will be squashed if loyalty and obedience reign. Companies must communicate the need for innovation, otherwise day-to-day challenges take over. Business brainstorming needs to be focused around specific challenges. Focus on leading rather then managing. Inspiring rather then administering. Creating rather then complying. Gather a team of trusted individuals and start building your dream. Create cross-functional teams (marketing, sales, engineering, and service), provide some business direction and then give them time to think it through. Individuals should let go of their fear and find partners with a wide range of talents. Giving them a stake in your venture will share excitement and allow ideas to feed off one another.

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Diversify. Cash flow with 10-15 day payment. Charge hourly. Be easy to find. Never fudge an invoice. Show what you’re not charging them. Charge only for time. Use QuickBooks accounting system. Tax is complicated. Record keep all receipts in accordion file by vendor alphabetically. Advertise by publishing technical, magazines or tech tips. How to fire me instructions. If you’re booked solid, your rates are too low. Different rates for different customers. Make money by making customers money. Act in their best interests. Learn how to say no to some projects. The team is the business. Always quote at least twice the time you think it will take you. Use an accessible log over everything you do. Provide tutorials A prerequisite list of resources. Jargon A crash course An FAQ document. Provide a brief translation of the legalese. Create a portfolio Annual update Case studies showing your proven methods. Have a contract Protects rights of both people. Defines who owns the work. The scope and clear expectations. The payment details Be wary when the client doesn’t want to pay for milestones. ■ ■ ■

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Common mistakes: Selling to the wrong people. Spending too much money when it’s not absolutely necessary. Spending too little money. Skilled contractors are more efficient that you are. Don’t put on a fake front. Promises from a ‘we’ sometimes aren’t worth very much. Don’t assume a signed contract will be honored. It’s more about the relationship. Don’t go against your intuition. Don’t be too formal. Don’t sacrifice your personality quirks. Focus on value creation. Optimize. Look for way to make it more efficient. Less time, cost, frequency? Necessary at all? Automate routine tasks. Inventory, billing, accounting, order processing, communication and marketing. ■

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Customers Need affinity matrix Surveying needs usually starts ‘fuzzy’. Use iterations, tap the crowds, interview, survey, get categories of needs or wanted properties. Get the new technology right and onto the market fast. Acknowledge that it’s still in beta and tune it with rapid iterations. One axis has ‘jobs to be done’ or the action/need. The other is the group with a common need. For example, an action of building a zero-maintenance deck may intersect with two common need groups: People worried about preservatives and people with no carpentry skills. Seed Six-Part Template: • • • • • •

Ten word name for the offering. Value proposition statement (How is this different?). What area does this affect? A 300-word future state customer story. List of new resources the company would require to support this. A strategy canvas showing how the different strategies and strengths of a competitor changed after implementing the offering.

Questions to ask Following the path of a question will expand your perspective as information is gathered. What’s happening to your suppliers, customers and competitors? Anticipate new entrants and products. Look for unexpected occurrences, incongruities between perception and reality, exploitable weaknesses in processes, untapped needs, recent changes in your industry, market and demographics, and in buyers’ attitudes and priorities, and new scientific and business knowledge. Focus on un-served, underserved and over served customers, new government regulations and policies, competitors SWOTs and symmetries of capability, strategy, and tactics. Put in a mechanism to scan for weak signals and consider the potential implications. Types of Customers: • Low tech. • Uninterested. • Hands-on. • Paranoid. • Appreciative. • Wants a good deal. • I’ll know it when I see it. • Always urgent. • Decision by committee. • Put up with anything.

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Budget. The, “You should be so lucky client.”

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Over served customers are given too many features or functionality: Complaints on overly complex or expensive products. Unvalued features are not used. They may take the next version of your product – they just won’t pay a price premium for old innovation. If they’re your customer. Stop investing in improvements and beware of a disruptive attack from a competitor. Similarly, look to adjacent markets for a competitor who is creating an opening for a disruptive assault. Find an over served customer: Interview, analyze margins and pricing trends, read product reviews and do the quick-and-dirty market research. Non-customers They lack ability, wealth or access. Do it for themselves. Map a product’s delivery chain to identify a link that can be done an adjacent link. Healthcare! Interview and do focus groups to identify what important jobs customers can’t get done. Caveat: Understand why they chose not to perform the job. Portfolio diagnostic Can an appealing innovation be deployed such that it meets the needs of a disruptable customer group? Look at technological characteristics and potential business model to bring it to market. “Good enough.” It can affect the over served customer by providing them adequate functionality (and return) for a lower price. Discount airlines, index mutual funds. Can affect non-consumers by making it easier for them to do important things. Lower performance but new convenience, customization and simplicity that fits a customer’s behaviour patterns and priorities. Model typically has lower price and simpler distribution process. Modify business model and innovation to enhance its appeal to disrupt able customer groups. Competitor Diagnostic Take unique advantage of their weaknesses and blind spots. Will they respond? Can they respond? Take advantage of ‘asymmetries of motivation’ by entering markets that others are motivated to exit or ignore. Look at their income statement, balance sheet, history of investment decisions, and customers. Identify developments to which they might not respond. For instance, markets that are too small to meet their growth needs Disruptive Diagnostics Need a business division to anticipate adverse events and bring sustaining or disruptive innovations. Continue asymmetric skills and do what their competitors can’t do. ■

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Research what your competitor can’t do. Look at processes, patterns of interaction, coordination, communication, and decision-making used to transform resources. Its processes determine its skills, strengths, limitations and weaknesses. Are processes being used incorrectly? For instance, a process designed for high-end products will not be good at simple low end ones. A process will exist where companies have to solve the same process over and over. Spot the developed skills and weaknesses. Asymmetric motivation gives a would-be disruptor time to hone asymmetric skills. A competitor decides not to develop skills in early days of a disruptive market. The disruptor can accumulate learning and knowledge. ■

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A preliminary business case can be built. Including the target customer, characteristics of innovation, model to commercialize innovation, and the predicted competitor response. Key unknowns that need to be addressed. Also highlights methods for sustaining innovations. Slider metrics Think of your product’s major features, as sliders on a music equalizer. To make an impact, don’t just tune the value of the sliders. Don’t even change a typical one in a dramatic way. The most effective change would arise from adding a new slider for things the competitors have taken for granted or think is unimportant. Maybe borrow or reverse engineer features from different services: price, features, quality, service, performance. Change the weighting. Customer needs Customer doesn’t know what they need. Instead, observe them using similar products. Be honest and open with who you are observing. Observe workarounds. Observe evidence of physical or psychological discomfort. Observe obstacles and barriers. What’s stopping people from doing their job properly? Any repurposed objects? Consider firing customers that cause you grief or aren’t worth having. ■

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Identify a known, unmet need and develop a product or service that addresses it. Persuade buyers even though they haven’t seen the need. Customer: Tough to sell executives something that benefits front-line worker. Articulate the message and value proposition, identify customers and make the pitches. No proof of concept or resources? Look for champions to vouch for you.

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We incur a great deal of extra expense just because we work, and even more when both spouses work, to the point that the benefits of working so hard, and even of working at all, become dubious, especially when you start to factor in non-financial considerations (like quality of life). 48 Laws of Power chapter summary (don’t agree with context of all of them). • • • • • • • • • • • • • • • • • • •

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Don’t outshine the master. Learn how to use your enemies. Conceal your intentions. Say less then necessary. Guard your reputation. What is unseen counts for nothing. Stand out. Get others to do work for you. Make people come to you. Have dependents. Go for action versus argument. Avoid the unhappy. Be sincere and honest. Appeal to people’s self-interest. Pose as a friend and work as a spy. Cultivate an air of unpredictability. Isolation is dangerous. Be careful who you offend. Don’t commit to a side. Make your victims feel smart. Concentrate your forces. Learn the laws of courtier ship. Recreate your identity using public gestures. Disguise your involvement when necessary. People like to believe in something. Create a cult like following. Play to the masses fantasies. Enter action with boldness. Plan to the end. Make your accomplishments seem effortless. Give others options of your own choosing. Find the persons’ insecurity. Act confident. Always seem patient. Ignoring things you cannot have can be the best revenge. Dazzle. Think as you like but behave like others. Make your enemies angry while staying calm. What’s the hidden agenda behind the free lunch? Trouble can often be traced to a single strong individual.

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Work through others’ hearts and minds. Mock your enemies by mirroring them. Respect the old way by making gentle improvements. Don’t appear too perfect. Learn when to stop. Accept that nothing is fixed.

Innovation Innovation People implementing new ideas that create value. chaos.

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Embrace detail, endure the frustrations of failure and trust a disciplined approach to creativity. Focus on what matters and ignore the irrelevant and comfort. Be enthusiastic about the search rather then the outcome. Let your passion lie in the process of discovery. Thinking in frameworks makes it easier to comprehend but will limit your creativity.

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Don’t conform to a thought process that makes you think in a ‘correct’ way. • • •

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Knowledge is cheap now. Insight is key. A leader must empower front-line. Midway through a brainstorming session ask, “How can we actually capture all this as a tool?” Know the steps and connections of your roadmap. Have a challenge statement then design around the behaviour of a customer’s underlying needs. Use concrete items to give a distinctive experience. Express a challenge in terms of a customer’s need. Form a Petri-dish group where new concepts can grow. It minimizes distraction and permits concentration of special innovation skills.

Preconditions to innovation: • Starvation or a shortage of resources. • Pressure or urgency. An immediate and relentless demand for resolution. • A perspective shift and new ways of thinking about the problem. Main Categories for Business Innovation •

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Products. Attributes (what), performance (how works), platform (how offered). Processes Internal or customer facing processes, alliances or technologies. Customer experience Service, delivery channels, brand, wraparounds. Business model. How it makes money. Innovating rather then off-shoring manufacturing. Do a current state innovation and differentiation assessment. Compare against leading practices. Create a strategy canvas to compare the key advantages and disadvantages. How to differentiate? Innovation lab and training. Opportunity and permission to play with ideas. Tools and resources. Use an open space environment to develop solutions to the most pressing problems. Customer anthropology. Train how to invite, conduct and use customer anthropology techniques. Need/affinity matrix. Summarize key unmet needs and customer segments that have those needs. Think the customer ahead sessions. Use pathfinder (lead edge thinker) customers to explore: What’s keeping customers’ CEOs awake at night? How key trends and market changes affect these customers. How the customers’ customers’ needs will evolve in the future. ■ ■ ■ ■ ■

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How the customers’ needs for our client’s products will evolve. Seeing what’s next. Identify future changes likely to affect the company. Do a continuous environmental scan. Identify a broad range of primary and secondary sources to survey regularly. Carefully interpret and summarize information from these sources. Conduct regular implication sessions to discuss the ideas and opportunities. Tap the wisdom of crowds. Establish a process to canvass for: Which innovations are most likely to be successful? What risks are most likely to be problematic? What learnings are likely to be important to the organization’s future? Have an imagineer to filter and prioritize ideas. Create a store for each innovation idea to help envision how it could work. Combine ideas into a logical service offering. Use a combination of imaginative and critical thinking to explore and qualify each innovative idea. Driving bottom up will make it exciting. Back a process with appropriate tools. Getting your direction from customer objectives or feedback will give a sense of purpose. It must be backed by organizational change management and a solid communication campaign. Map your innovation process. Rewarding individuals and pushing for goals won’t focus on the present. The 'answers' are not as important as achieving consensus that these are the important questions. What works and what doesn’t? What is the big question? Commonalities, patterns, collective approaches, struggles. How can you replicate or scale bottom-up successes? What are the preconditions for collaboration? How can we make time for serendipitous conversations? Things that work best meet a need, are simple, inexpensive and have tangible visible results. Change needs a sense of urgency, a guiding coalition and championing. New products are generally an incremental “n+1” improvement. Organizational innovation generally comes from when someone misbehaves and it turns out well. Sketching communicates the right design, while prototyping gets the design right. □

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Identify resources available. Identify and resolve contradictions that prevent this state from being achieved. Twist: Can you ask these questions in reverse? No one likes a constant struggle so only do what’s enjoyable. Focus on the area or need. Make a challenging objective and spot the opportunities. Have a holistic view of innovation in the front-end generation vs. marketplace realizing. Look at the underlying causes: • Park it for later. • Do a 3-5 minute preliminary search for alternatives. What, specifically, is the problem? Why has it been unsolved? What proof or theories are the answers based upon? What conflicting evidence or theories currently exist? • Do it. Ask, “Why do we do things this way?” Why? Why? Why? Why? Why? To get to the root, ask: • What if we could…? • How else could we? • What if we just stopped? Alternatives: • Is there another way? • What other resources could be used? • What substitutes are available? •

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A concept fan: Analyze the ideas with ‘why and how’ to appreciate the broad concepts, objectives and direction. Work backwards to identify ideas that can meet the same requirements more effectively. Stratals: Make five statements about the subject to provoke ‘so what’. Filaments: Identify five attributes of a successful product and, using word association on each attribute, make it better. Use regular passion, focus, and feedback under a broad knowledge understanding. TRIZ is used by lean and six sigma. It drives lean towards ideality by reducing resources and providing tools to study at the mechanism level. Six sigma recommends TRIZ during the ‘Improve’ stage in the DMAIC cycle. <See appendix>

Business Imagination Qualities •

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See things differently. Challenge assumptions. The foundation of everything around you is shifting. Abandon the thinking that has anchored you firmly to the past. Spur creativity in other people. Help them rethink, redo and re-imagine. A climate in which people can succeed and excel. Focus on opportunities, not on threats, Where is the potential in this change? Have the skill to learn and unlearn knowledge. Accept challenges with passion and enthusiasm.

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Each day has its opportunity. Ignore monotonous routine of meetings and checklists. Infectious enthusiasm. Listen and form a group of people who are very different. Know that your ideas can be biased. Debate, assess and analyze the challenge. Instead of “it won’t work.” Ask, “how can we make it work?”

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Focus. Focus on people’s deep personal needs. Address the ‘wicked problems’, the intractable and complex-system challenges that require parallel iterations between ‘problem’ and ‘solution’. They will both become clearer and you may discover the original ‘problem’ statement was incorrect. Objective. Create new options that deal with the ‘wicked problem’. Prerequisites. Use a self-selected and self-managed team with diverse skills and knowledge. They will need to understand the context, have tolerance for ambiguity and have passion for a resolution. Methodology. Use idea sharing, reciprocal learning, collaboration, interpretive brainstorming, inductive/abductive reasoning, integrated thinking and rapid models.

Innovation Sources Keep your ‘launch’ team agile by separating it from the standard business metrics. New ventures will naturally be assigned lowest priority. Large corporations that have customers can introduce new sustaining innovations. Imagine with the customer on where their business is headed and work backwards to assess the implications. Use the pyramid principle to document your research and perform analysis. Structure the results as scenarios or future-state stories with embedded results of innovation and differentiation. See the big picture. Understand both sides and have the third view. Accommodate compromise and reconciliate. "We can't solve problems by using the same kind of thinking we used when we created them." "Any trend monkey can come up with a bunch of ideas. [But] are you solving the right problem?" Bigger is worse. Lose economies of scale and beware that centralization is less effective. Take the bottom up approach! People with good ideas are disconnected from the skill and resources. Absorb and access knowledge by teasing and channeling new thinking from: universities, suppliers, partners, VCs, board members and ALL employees. Envisioning Innovation happens at the intersection of:

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What’s happening Organization, industry, current developments, politics, regulation, economics, demographics, science, technology, arts, culture, communication and education What’s needed but is not yet happening. Close to customers, understand their business and think ahead. What if… What’s possible Use your imagination and bring a cross-disciplinary team. Use techniques to help them think outside the box.

Enable a collective understanding by alternating between individual thinking and asking questions collaboratively. What’s needed & What’s Happening: • Learn To build a ‘Future state vision’ you need to learn what’s happening in unfamiliar parts of the organization (What’s Happening). More critically, listen to customers describe how they see the organization operating and how it could be improved (What’s Needed). Future vision. Stand in an imaginary circle ‘now’, then step into a new imaginary circle which is a desired ‘future’ where the problem has been solved. Try and "see" the steps it took to get there. • Listen • Explore • Understand ■

What’s Possible (First be sure you have learnt!) • Imagine (Hardest for adults.) Use a ‘Future state visioning’ process. You’ll often start with a timid view as you move away from your area of expertise. (That’s why ‘Learn’ is so important). Give dramatically different visions. Focus on ‘What’s Happening’ and ‘What’s Needed’. New products: Envision losing your core product. How would it have to rebuild itself, considering people’s core competencies? New process: Envision the invention of a new process that produces the core product, and tell a future story about a day in the life of an employee using it. New distribution method: Envision the delivery of your product in a new way. Think about $8/gallon gasoline. New need drivers: We’re accustom to thinking that we’ve got all our basic human needs covered. What would usher the realization of a whole series of new human needs. New customers/Constituencies: Networking affects marketing. By disinter mediating your suppliers, can you reinvent the way your industry relates to the end-customer? New economy/ways to make money: Outsourcing, globalization and off shoring. “Every service creates disservice.” Think beyond. What are the negatives of off shoring? Poor quality or no service. How can you embrace the change? New employees: Consider every employee as a contractor. What new business can you move into quickly? ■

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New Attributes: Nobody buys a product. They buy the attributes and benefits. “We don’t need an air conditioner, we need cool air.” How can you better match your product’s attributes to as-yet-unperceived customer needs? Don’t overlook what technology inventors overlook: simplicity, ease of use and good design. Emerging technologies: The technologies that will revolutionize your industry are not being invented for your industry. New wraparounds: Envision collaborating suppliers that provide end-to-end service. Intermediaries that sell you cradle-to-grave benefits. Can you extend your customer contact beyond point of sale? New customer experience: After listening closely, you should be able to envision a much improved ‘customer experience’ that improves customer satisfaction and your ‘share of customer’. New ways of marketing/selling: How will the powered customer affect how you sell? Reach out Brainstorm □

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Typically Unanswered Starting Questions "That sounds interesting. Can you tell me more?" "What excites you the most about this idea?" "What is the essence of your idea – the core principle?" "How will your idea benefit others?" “In what ways does your idea fit with our strategic vision?" "If you only had 30 days to manifest your idea, what would you do?" "What information do you still need?" "Who are your likely collaborators?" "Is there anything similar to your idea on the market? How is yours different?" "What support do you need from me?" "What is your next step?" 10 Faces of innovation: •

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Anthropologists bring new learning and insight by observing how humans interact physical and emotionally. Experimenters prototype new ideas through trial and error. Cross-pollinators explore and translate other industries and cultures. Hurdlers outsmart roadblocks. Collaborators bring eclectic groups together and lead from the middle of the pack. The director gathers and sparks creative talents. The experience architect designs a deep level customer experience. The set designer transforms physical environments into powerful tools to influence attitude. The caregiver builds on the metaphor of a health care provider. They anticipate customer needs.

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The storyteller builds morale and external awareness through narratives that communicate a fundamental human value.

Innovation Necessities: Have a shared, reliable understanding of how the innovation process works. Use a separate innovation incubator who is free from turf and budget wars. Have experience running innovation projects. Learn to identify and qualify. • Qualifying involves thinking, separating, combining and evolving each opportunity • Get past premature and incremental ‘black-hat’ thinking. Have a method on where and how to find opportunities. Use existing and potential customer visits. • Use cultural anthropology or a continuous environmental scan. • Use a broad range of data. • Leverage existing strengths? • Have a mission to inspire others. The urgent need usually inspires. Have visionary leadership. • Delve into the insights on unmet customer needs. • Carefully choose the right, and correct number of concepts. • Management worries about cost reduction and risk management. collaboration, innovation, technology and worker effectiveness.

They ignore:

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The Fuzzy Front End of Innovation • • • • •

Opportunity identification. Opportunity analysis. Idea generation and enrichment. Idea selection. Concept definition.

Best Practices •

Best practice systems capture what works and replicates it. Transfers skills Hard to agree on what makes it ‘best’. Change can be difficult. ■ ■

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Worst practice systems captures what didn’t work. Informing judgments. Similar to how an ‘After Action Review.’ It provokes thinking. Big picture questions. Are we even exploring the right question? Don’t be distracted by ideas, solutions or answers. An intriguing concept may compromise the unmet need. Don’t blindly jump to a conclusion. In a collaborative environment, an articulate individual may distract the group. Choose the non-standard local solution. ■

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Feasibility Audit: • •

Progress from viability to piloting and scaling. Team capabilities Have instinct, creative thinking, collaboration, responsibility, story telling, selfsufficiency and attention. A delayed reward requires passion, time, energy and financials. Map your vendors of supplies, selling channels, capital asset costs and double check all financials. Watch regulations: zoning, licensing, trade regulations and IP. Use parallel experiments. Under promise and ensure it is technically feasible at large volumes.

Technical architectural review Does the solution support the business goals? Is it feasible? •

Business functionality.

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Business functionality and requirements. Business processes and use cases (re engineering). Informational requirements. Initial-bulk data load requirements. Steady state data requirements. Exchange requirements. Technical functionality. Reliability, scalability and capacity requirements. Service delivers requirements. Volume and throughput estimates. Operational support requirements. Security and access. Enterprise architectural fit. Standards, guidelines and principles. Reuse of application landscape. Reuse of infrastructure landscape. Vendor vision and viability. Size, revenue, profit. Sustained industry leadership. Ability to execute now and future. R&D and future direction. Total cost of ownership. Hardware costs (platform, network). SW license costs. Training (SW and business process). Design/development/testing/deploy Maintenance and operational.

Natural enterprise This section considers the basis of forming a responsible business using an entrepreneurship vision. The following chapters are considered: • •

Overview and motivation Entrepreneurship Groundwork Marketing Research Finding a need How-to Finance Accounting Association Management Structure Goal-Setting Defining Roles Networks Managing Growths ■ ■

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Stakeholders Business Innovation Knowledge Management

Overview and motivation Normal business: start-up, early growth, maturity, and decline. The Natural model focuses on an unmet need and continuously improves: • • •

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Discovers unmet needs that replace those obsolete ones. Discovers new applications and markets for products. Continuously improves. Large businesses Attached and defensive of existing products. Short term focused. Don’t take advantage of radical innovations that may cannibalize existing offerings. Take advantage of this by serving the low end of the market or bring existing products to new customers. ■

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Self-organization as partnership. Organic structure from customers needs Organizational structure is flat, networked and self-managed. Decision-making process is though the unanimous consensus of members. Importance of innovation is critical. Uniquely skilled and each member should achieve their personal well-being. Responsibility and respect. Key strengths are agility and customer proximity. Sales process identifies unmet customer need, develop customized solution, deliver to pre-qualified customers, and market virally. Stakeholder priority: (1) Members; (2) customers; (3) community. Social & environmental responsibility. Optimal size is small: 5-150 members each with unique skills or knowledge. Primary objective is members' well-being

Natural vs. Conventional business plans: The traditional business plan has these elements: (necessary for borrowing money) • Explanation of the business and its unique competencies and competitive differentiators. • Exhaustive "five forces" analysis of the market and opportunity for each product of the company. • The strategic plan: how and why the company expects to 'win' in the marketplace. • The sales and marketing plan: how the demand for the product is to be 'created' and met. • The logistics plan: premises, layout, equipment, set-up and start-up programs. • The HR plan: how many people will be needed with what skills and where they will be found.

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The management team: who will be the pivotal decision-makers and what are their experience and competencies? The operating plan: how the various business processes will intermesh: R&D, purchasing, sales, production, service etc. The capitalization plan: how much money will be needed, when, for what, and how it will be raised and repaid? The financial plan and forecast: capital acquisition, working capital and cash flow management, and proof of financial viability

The Natural plan: •

Experimentation • Learn fast by trying different things and making mistakes. • Small size will give agility, attention and the ability to adjust to the consequences of actions. Self-correct inexpensively. Act creatively. Try and learn from many failures. Trusting your partners. Skills should be mutually exclusive and collectively exhaustive (minimize overlap). Trust each other. Collegial, collaborative and respectful. Adapt Failure to adapt leads to crashes. It is often the result of being too big. Keep the business non-hierarchical, open-minded and diverse in its thinking. Creativity Open your awareness to the possibilities of what is possible. Free yourself from the past. Use practical ideas everywhere. Have emotional intelligence Be personal and passionate about people. Discharge negativity out of people by treating everyone with love and care. Trust your instincts. Listen actively. Restate and rearticulate ideas to be sure you understand. Creatively probe and encourage. Consider ‘what if’ questions and ‘think your customers ahead’. ■ ■

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Begin by applying niche market ideas to the masses. Consider slow customer uptake or enter when a dominant design is about to be established. Leverage ‘feeder networks’ rather then technology to allow for experimentation with potential partners. Oligopolies rule and they buy cheap. Assume it’s already patented. You’re agile to demanding consumers. Internet is proving place to convey their needs. Don’t follow the big guys. Take advantage of their lack of agility, focus, niches, specializations, customize, physical distance to find need they wouldn’t even think of trying to satisfy. Don’t borrow money. Avoid need for lawyers. If you’re playing business-to-business. Be careful if the elephant rolls over. □

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Follow the money. Baby boomers will explode health care, education, ‘connections’ industry, and recreation. Know your customers. What they need, why they buy. Spend time with them! Not always logical. Network with other entrepreneurs. Or at least try to do it more. Innovate.

Entrepreneurship Groundwork Entrepreneurship 101 Principles of getting the people and supporting the structure. Key groundwork: •

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Decided what you want the business to be about Have core competencies that you are good at (related to such a business) Have the key attributes of an entrepreneur: Common sense and selfconfidence Have the basic skills needed to succeed in any business: Creativity, communication skills, information management skills and interpersonal skills. Entrepreneurship requires self-knowledge of what you're happy doing, what you're especially good at, how much you're willing to put into your enterprise and what you expect to get out of it. Four skills: ■ ■ ■ ■

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creativity (the ability to discover and apply new ideas), communication (written and oral), information processing (the ability to distil, analyze and interpret it), and interpersonal (listening, appreciation, connecting, persuading).

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Technology plan. Make a technology plan. customer. • • • •

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Don’t spend too much on stuff that doesn’t affect the

Telephone should be professional. Simple straightforward fax machine. Email. If you use it. Check and respond to it! Website. Think through customer’s viewpoint. Simple, professional. Free info or customer testimonials. Contact information! Need to take and respond to feedback. Financial information system. Make it work for you. Budgeting, forecasting, monitoring day-to-day cash. Don’t buy a huge complex accounting package. Customer information system. Contact, sales calls (held, scheduled, and successes). Good till about 100 customers. Order and inventory management system. Only need when a lot of distinct products or enough individual transactions. Intranet. Communicate and collaborate. Get users to design it. Desktop publishing and marketing tools. May not need much. May not be best use of your time to do it yourself. Computer hardware. Stress connectivity. Backups. Bigger, the more the cost. Social networking. Web logs. Need in helping entrepreneurs.

Local business advisory will tell you the need for business plan, raising finances, letterhead and courage. Nonsense. That’s putting the cart before the horse. Startups fail because they are poorly thought out, poorly researched, set up wrong, marketed wrong, badly managed, or given terrible business advice. #1 reason they fail is because they run out of cash. #2 is due to owners making bad decision. Most commonly, producing a product nobody wants. Money you borrow is expensive and compromises your control. Marketing Use guerilla marketing tactics and direct marketing when launching a new product/service. This will provide immediate feedback and the ability to tune your product and message prior to ramping and investing. Launch fast, fail early, adapt/evolve, and win big. Small trusted conversations in a small group will persuade more then advertising. Give it away free and charge for extras that improve experience. Respond to continuous probes into the market at the front lines. Get ride of obstacles and distractions and top-down command and control. Don't sell or market anything. Identify and produce something for which there is a substantial unmet need. Promote. Make sure the people that will want - know what you are offering. ■

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Replace advertising with: subtlety, a memorable message, give things away free, use peer networks and weak ties. For example, instead of focusing on the manufacturing and perfection of plastic. Introduce a product to contractors, let them spread the word. Then import or setup a manufacturing. Once the need and recognition is there you just need word of mouth to spread. How to make it come up in conversations? Picture or model is worth a thousand words (rims wood block pager). Reputation is key! Identify a known, unmet need and develop a product or service that addresses it. Persuade buyers even though they haven’t seen the need. Know your customer. It can be tough to sell executives something that benefits front-line worker. Articulate the message and value proposition, identify customers and make the pitch. No proof of concept or resources? Look for champions to vouch for you. Research Research with customers. Put sales before costs! If you borrow then pay fast as part of the transaction that brought debt. Be sure to verify with the customer what you offer. Do you really know who the customers are? Be sure you have an alternate plan for resources. Test and learn. Fail often to succeed sooner. Avoid common failures: Copycat businesses Over-estimating the market Being too far ahead or behind the market. • Biting off too much. Or the bank will put you on a short leash. Only pay for things that have value. Don’t overvalued talent. • Not listening to the customer, or offering a solution in search of a problem. Sales not your forte? Need to spend time with customers. Meet their need. • Not consulting with or listening to the right advisors. Notice when profit margins are slipping. Watch if customers are interested in another product. • Blowing the budget. Need a plan for launching business under a worst scenario. • Groupthink can be unsafe. What do the logical financials show? • Litigation: The competitive advantage of the entrepreneur is agility -- when products get mired in legal wrangles, it may be better to cut bait and move on to other ventures than to fight adversaries with much deeper pockets in court. • Buying the MBA (middle management) hype may not be for entrepreneurs. ■ ■ ■

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Most entrepreneurs strive for a succession plan to buy out. But doesn’t work because: Entrepreneur is the enterprise with knowledge that can’t be passed. Hard to transfer passion to someone else.

Tap the knowledge of crowds ‘Cost of not knowing’ is immense.

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Large, modestly informed, independent, diverse individuals will outperform any expert on solving problems. Use crowds for canvassing, qualifying, ranking and critiquing. Unnecessary deals. Knowledge canvassing keeps know-how in context. Validating the proposal. Finding the need • •

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It’s easy to get entranced by what’s possible with technology. The purpose of advertising is to move nice-to-have in the customer’s mind up to a ‘want or need to have’. ‘Wants’ that are cheap enough can be converted to nice-to-haves. Focus on urgent needs before important ones. For example, traditional KM won’t change how people share information. Its urgent need was to improve the productivity of front-line “knowledge-workers”. ‘Second movers’ like Apple watch for truly innovative products made by companies that lack the resources to really penetrate the market, and, before viral marketing can take off, they, redesign and improve on the low-cost, utilitarian, garage-built original, and turn on the entire Apple buzz machine to scoop the market from the brave entrepreneur. A common entrepreneur mistake is to be too enthusiastic and talk your clients into thinking they need it when they really don’t. This is similar to anticipating the market for an idea before it arrives. Watch the market closely and launch once it has caught up. Make your service truly unique. Try design. Adding functionality but avoiding complicated unneeded functionality. Differentiating on price. Win with cost advantage. Differentiating on quality or speed. Make it easy to use and easy to buy.

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What social, or consumer need exists? Understand why it hasn’t been filled and overcome those obstacles. Usually market has already satisfied these. Your services should fill the need. Gather a team with different competencies who are able to design, produce, market and distribute. Have the necessary physical, intellectual and financial resources. Research is the key. It is time consuming but cheap.

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Consider the who, what, when, where, why and how of unmet needs. Primary (interviewing) usually reveals true needs. Learn about market and marketplace. Changes in trends. What new service demand will there be when the trend changes? Consumer attitudes changing? Buying behaviors changing? ■ ■ ■

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How is market adjusting to consumption pattern? What are people complaining about? That’s an unmet need. What problems are executives and businesses worrying about? What do people think there’s never enough of? Sustained shortages are a business opportunity. Gaps in products and services? Can we meet consumer needs end-to-end? People don’t have time or patience to fill in the gaps. Like product breaking without a backup Or daycare closing early New service that you can ‘wrap around’ an existing product or service? Value adds? Haircuts on the train? Unexpected occurrences. Market opportunities if Bush loses? Perception/reality realization. Greenhouse gases changing consumer? Process weaknesses. If advertising has no future, how can business get to consumer? Industry and market changes. What impact will $200/barrel oil have? Demographic changes. What will all the retired people do? Buyers’ attitude and priority changes. TiVo removing commercials – what does it mean to that industry? New scientific and business knowledge. RFID tags change how we shop? Basic human needs. How to improve education, health, safety, quality of life, meaning and recreation. What great ideas fail? Why? Are they ahead of their time? What’s transforming certain industries? Education, public health, defense? How can the processes or models be applied to different industries? Can you provide a local alternative to outsourcing big business? Small niches of need in big business or consumer markets that unspecialized businesses can’t be bothered to satisfy? New regulations that need compliance tools or assistance? Market somewhere in world for something we take for granted? Or vice versa? Wine at movies? ■

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Narrow it down to a few alternatives then take these to your primary source for research – the wisdom of crowds. Prototype solutions to prospective customers and ask them to choose one. How much would they pay? What’s wrong or missing? Use open-ended

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questions. Listen! Be genuine and enthusiastic! Knowing your customer face-to-face will save marketing time. How-To Research Assemble facts Æ Extract meaning Æ Clearly state results Pyramid thinking: Support statements with top to bottom explanation. Introduction: Story tells the current situation, note the bad factors and propose a solution. Conclusion: Restate the problem and logically set how conclusion is actionable. Research is the starting point for starting up a business. Exposition “a systematic interpretation or explanation of a specific topic.”

The thesis is what you will set out to prove (It will probably change). •

Assemble facts Make observations (interview) Get clues from Who, What, Where, When, Why and How. Read and cite. (Mark favorites) Extract meaning from facts using analysis and inference Logically analyze. Deductive. Inferences and inductive arguments flow logically Structured thinking. Thought process is bottom up! Pyramid that lays out inductive and deductive arguments while supporting the argument. Clearly state the meaning of what you found. ■

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Don’t jump to the last step too quickly. Base your understanding on facts! Structured Thinking Introduction Factual summary of current situation Complicating factor that audience should care about. Take the explicit or implied question that this factor raises in the audience’s mind and answer with thesis. Tell as a story. Try in interviewees’ own words. Or in first person. Gives context. Conclusion Restate thesis and key arguments (2nd row). Remind why important and what’s at stake. Action plan of next steps. Who needs to do what by when? Reinforces value by showing it’s actionable. Logically set out how they should ‘buy’ it. ■

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Group ideas of thought process into small clusters that support the main thesis in increasing detail. Top inductive key point in 2nd row answers a question like (why, how, how do you know) about the idea above it. Support argument below is deductive. Each elements leads logically to the next. Pyramid shows. Do inductive. Then support with deductive reasoning. Then each of those reasons needs to be supported. Finance Don't borrow money or sell part ownership in your business -- only spend your own cash or cash you've earned. Manage resources. Have enough but not too much. If not then agree on what to do. Basically, don’t rely on financing. Identify an unmet need. Use a flat, unincorporated team. Use know-how of others. Learn quickly and inexpensively. Budget carefully. Choose put in the time – or money. In a traditional start-up, your advisor or accountant works with you to project your cash flow. To do that they'll take your forecast revenues and expenses, and adjust them for the normal collection period and payment period, and then add in the up-front and ongoing capital costs (premises, equipment, intellectual property etc.) They'll then tell you that you need at least three types of financing: • •

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Capital financing, secured by your capital assets and repaid over the life of those assets, Working capital financing, secured by your receivables and inventory, its balance rising and falling with those assets, and Seed capital, usually secured by personal assets, to cover the one-time up-front costs of starting up, hiring staff etc. before operations begin.

This traditional way may get it off faster but is very dangerous. Instead: •

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Start by identifying unmet customer needs, developing customized solutions, then delivering to the pre-qualified customers, and marketing virally. Traditional business develops its product, mass-produces it, and then advertises to create demand for the product. Where the traditional business has a hierarchical organization structure and common shares, with control of the business often wielded by corporations or people other than those who run it, consider instead a flat and unincorporated, controlled equally by their members.

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Seed capital Difficult and expensive to raise. Always under estimated and often costs that are never recovered. Used for tooling and premises setup, prototypes, initial advertising, promotion, legal and professional services, licenses and other start-up costs. Most of this money is spent before receiving cash from sales. Finance organically Do research and legwork in advance (rather then paying others). Do things yourself. Defer discretionary expenditures. ■ ■

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Make do with smaller or without. Use professionals that you know. Meet with customers, pre-qualify and take advanced orders or deposits. This helps set price points before products are made and helps to advance funds for first shipments in return for a one-time price discount. Grow slowly. Reinvest profits to finance operations of next months. Let the partners choose how to make initial investment. Consider whether you can invest more time rather then seed capital. Use the community. Demonstrate your research. Highlight potential of higher return. Local credit unions or financial co-ops may offer lower returns. Capital Lease to amortize the cost and cash outflows over the same period as the revenues. This reduces the need for long-term loans. Have a partner contribute capital assets rather then time. This leads to low capital required but the ROI is better for the partner. Receivables can be sold or factored to a bank on a revolving short-term basis. This converts these assets into cash that can be used to pay liabilities to suppliers. Inventories are typically negligible since most products are made custom or just in time. Let the customer finance the inventory. Market virally. Let your customers market your product for you. Pay yourself a reasonable wage first. Small businesses that are profitable on paper may be losing money because the partners are not being paid. If the business folds, the bank seizes assets and lost back wages. □ □

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Basically, use common sense, draw on the experience of others, learn quickly and inexpensively from your mistakes, do your homework and always be creative.

Manage your cash for short-term needs. Don’t be overly optimistic. Don’t outsource cash management. It’s the pulse of financial health, customer satisfaction and value. Failures on cash: a) b)

Overly optimistic on cash flow and budgeting Don’t track carefully enough and need for immediate shortfall.

Don’t go too fast too soon. Cautiously say ‘no’ to customers if you’re too small to handle them. One example was when the customer decided to withhold a payment. The business decided to delay payday and everyone quit. CASH FLOW •

Understanding:

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Analyzing:

The components, calculations and business decisions that impact cash and the true 'bottom line'. Consider historical and forecasted cash flows. Where are the problems and opportunities?

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Budgeting:

Creating a flexible and current cash flow budget. Use it to prevent and detect cash flow problems. Improving: Have ways to deal with low cash balances that reduce buying power. Handling surplus: Have plans to invest extra capital.

Accounting Accounting 101 •

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Working capital Cash plus receivables (due from customer) and inventory, less payables due next month. Liquidity Your ability to sell inventory (at value) and collect receivables in order to pay current liabilities (payables). Net amount of working capital A measure of business solvency. If this is negative, you may be forced into receivership or bankruptcy (you’re insolvent). This is measured after you try to liquidate. Cash flow budget From an opening to a closing cash balance. Add expected receipts and subtract payments for each period. Cash receipts Cash sales precedes. Amounts you plan to collect on receivables and any proceeds from loans or capital injections. Cash disbursements Cash purchases Amounts you plan to pay on loans, payables and new investments. ■

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These will look something like this: Period Period ...etc. Total 1 2 A. Opening cash balance (row E from previous column) B. Cash receipts: B1. Sales (cash + credit) B2. Receivables, beginning of period (row B3 from previous column) B3. Receivables, end of period B4. Loan proceeds and capital injections B5. Interest and other investment income B6. Total receipts (B1+B2-B3+B4+B5) C. Cash disbursements: C1. Expenses and inventory purchases (cash + credit, exclude depreciation expense)

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C2. New capital expenditures (equipment, premises etc.) C3. Payables, beginning of period (row C4 from previous column). C4. Payables, end of period C5. Loan and capital repayments C6. New investments C7. Total disbursements (C1+C2+C3-C4+C5+C6) D. Cash flow for the period (B6-C7) E. Ending cash balance (A+D) Share this for accuracy (check plausibility of forecasts). Balance between collecting now and paying too much. Consider the nature of customers. Will they pay now? Setting the price. If set correctly, then lowering it probably won’t help you sell more – but it will likely lower the perceived value of the service. The customer will later resent it if you raise the price later on. Keep the sales cycle short. Look at ways to help them finance, buy now or provide an easy pay system. A lot of inventory will cost you. Talk with suppliers. Customers will want you to look after their problems. ■

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Logistics Current sales, lead time, demand, desired sales, inventory, orders, perceived availability, required inventory, sales forecast (accuracy), service level, shipments, structural change. Accounting ■ ■ ■ ■ ■ ■ ■ ■

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Order Quantity = Target Inventory - Availability Return on Inventory Assets = Gross Profit($) / Sales($) Gross Profit = Sales($) - Cost of Goods Sold($) - Inventory Carrying Cost($) Sales($) = Sales * (1 + GSV) Order Quantity = Target Inventory - Availability Target Inventory = Forecast * (Lead Time + Safety Stock + Order Freq) Availability = On Hand + On Order - Backorder Safety Stock = 2 * Order Freq * ( (1 - Fcst Acc) / Fcst Acc + (1 - Service Level) / Service Level ) Cost of Goods Sold = Product Cost * (1 + Landing %) Inventory Turns = Average Inventory On Hand / Yearly Sales

Sample Financials: Initial Year Collected Data - 1995 •

Sales - 5.84 million units

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Inventory On Hand - 4.99 million units Service Level - 60% Lead Time - 6 months Forecasting Accuracy - 25% (75% Inaccuracy) Sales per month distribution Jan = 0.048

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Product Cost = $.81 LAC Landing Costs = 32%

Parameter Values and Projections •

Annual Growth Projections 1995 - 00.0% (actual base year) 1996 - 61.5% 1997 - 28.6% 1998 - 23.2% 1999 - 20.2% 2000 - 20.0%

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Inventory Carrying Cost = 20% of Product Cost per Year GSV = 43% of Product Cost LAC Forecasting Accuracy = 25% LAC Lead Time from Suppliers = 6 months LAC Service Level from Suppliers = 50% LAC Lead Time from MRDC = 1 month Ocean/.5 month Air LAC Service Level from MRDC = 85% MRDC Forecasting Accuracy = 70% MRDC Lead Time from Suppliers = 4 months MRDC Service Level from Suppliers = 85%

Inventory management: Calculate and buy ‘economic order quantities’. Enough for volume purchases but not too much. Sacrifice short for long if cash flow allows. Leasing rather than buying. But check the implicit interest rate! Each product. Cost of carrying (finance and stocking) equals cost of not carrying it (lost sales). Too many entrepreneurs impact cash flow by holding inventory before selling it at a discount. ‘Sweep’ account for overdraft protection. Or consider liquid place for the cash reserve. If cash flow is low. Find out why! Don’t just throw away cash. If you’re doing a lot of foreign exchange then setup a large cash reserve to avoid conversions.

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Association

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How do you want to make a living? Work with people you love and trust. Less bureaucracy and flexible. How will you find team members? Look for skill gaps. Find people with complementary skills. Develop a Statement of Objectives and Operating Principles. Why you’re working together. Sets standards of behaviour. Each member is responsible for the well-being of everyone else. Each member defines well-being. Community responsibility. What will it do and who (members and customers) will do it? Describe it uniquely. Consider resources (skills, time, tools, space, materials, and cash). Where will the resources come from? (members, customers, outside). Reconsider if you have the right members. Have a balance of skill. ■

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Management Business skills: •

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Creative skills • The ability to conceive, design and apply new ideas Communication skills • The ability to compose, present, and express ideas and information Information skills • The ability to organize, understand and apply information Interpersonal skills The ability to appreciate, connect with, and persuade other people. Give sincere appreciation when receiving a gift. Spatial skills The ability to sense, visualize and coordinate physical objects and actions

Your enterprise should select and manage itself (new members and expulsions require unanimous approval of other members), based on the 'mutually exclusive/collectively exhaustive' skills principle (i.e. each member should bring unique and critical skills to the enterprise, and between all the members you should have all the skills that you collectively decide you need). Portfolio Management depends on four concurrent processes:

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A strategy scorecard to define priorities and create connections between projects, strategies and objectives. A public registry of projects, resources and deliverables. Measurement process metrics for cost and scheduling. A process to select, classify, measure, and implement collections of projects. "Without a business context and a strategic goal, the project manager is simply a cog in the administrative wheels of the firm."

Structure •

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Equal members No titles, reporting lines, leaders or hierarchy. Have a plan What will you do and who will do it? How will it do it uniquely? What resources do you need to start, and once its going? (Skills, time, tools, space, materials and cash). Where will they come from? Members, customers or acquired outside. ■

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Goal-Setting •

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What does each member want? Discuss Income, time off, travel, etc. Define this (rather then profit or growth) as success. Set goals, roles and processes. Document Roles, operating principles/procedures and a schedule. ■

Plan: Vision to Directives •

Have a plan. Actionable with goals and metrics. Allows for divergent views. Agreement on initiatives and outcomes. Concrete challenges to focus on. Technology teams will want a specific timeframe. Use cross-functional teams when initiating a plan or making a strategic decision. Proactively manage the mix and balance of your project investment portfolio. ■ ■ ■ ■

Defining Roles •

Take the vision of success and define the goals. Each member should create their role statement on how they will achieve those goals. Refine the statements together. Close gaps and remove overlaps. Consider adding or removing members. ■

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Everyone now understands what the goals are, what the necessary steps are, what is in it for them and what their individual role is. Networking Network as if you are a business owner. Show up early to discover key nodes of people. Business success correlates highly with the amount and breadth of effective, face-to-face time (telephone time is OK, but a very poor second) -- time you spend with: • •

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Customers and prospective customers, no matter what your role is Experts and coaches that can listen to your problems and provide richly contextual insight to help you do your role better (these will often be other entrepreneurs, who you can help and coach reciprocally), and Allies -- strategic partners who offer you access to markets and supplies and connections, knowledge you wouldn't otherwise have new ideas and emerging innovations and technologies, and other mutual advantages. Have networks of customers, suppliers, potential members and experts. Give and take from each. Define an ideal customer and target your network to reach them. Use an advisory board to flag potential fires. Have a quarterly business breakfast with a trusted entrepreneur. The board will be reciprocal.

Make a good first impression by having a practiced ‘elevator speech.’ Before trying to sell, listen and offer help.

Business is driven by: • Having good relationships rather then just credentials. • It's not what you know, but who you know. This is especially true in enterprises that don’t have spare time to invest in relationship building. Other business reasons to network: • • • • • • •

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Improve knowledge about customer needs. Increase customer trust, and hence sales and penetration. Find new customers. Increase knowledge about markets and good business practices. Get answers to questions and business problems inexpensively. Market test or virally market new product or service ideas. Get your best customers to spread the word about your credentials and expertise (much more effective than self-promotion). Find new suppliers, contractors, employees, advisors, or coaches. Conduct informal surveys to tap into the Wisdom of Crowds Collaborate informally on open-source or other projects

Keys to effective networking: •

Research who you want to talk with. How will you communicate?

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Develop 'elevator speeches'. Weak links will often lead to unanticipated new relationships. Listen then show you can offer help. Don’t start with a sell. Be morally sound. Don’t tolerate bad manners. During conversations, be clear on wants (yours and theirs). Follow up and through with commitments. Do it sooner to continue the momentum of the conversation. Confidently state what you can do. List three things and the benefits of each. Close with a testimonial and a way to keep in touch. Learn to tell stories well. Manage your networks (move relationships with the most important contacts forward first) ■ ■ ■

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In contrast to networks, business alliances are usually formed for more formal, ambitious business purposes: • •

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Collaborate on major sales proposals and projects Joint purchasing: Forming a buying group with competitors or others buying the same supplies, to increase purchasing power and lower costs. R&D / new product development: Share the cost and risk of leading edge research. Bring more skills, ideas, piloting capability and funding to the NPD process than any single company can garner. Joint marketing: Marketing alliances can include competitors in an industry (as with multi-dealer auto showrooms), companies at different points in a supply chain (as when a wholesaler and retailer collaborate), or even companies in unrelated industries (such as house builders who promote a furniture company's products in their model homes). Licensing: Innovative companies can recognize opportunities to license an idea from one industry and apply it to a completely different industry, with the developer and the licensor of the idea sharing the revenues from its application. Leveraging business school skills: Entrepreneurs can ally with educational institutions to obtain inexpensive knowledge, consulting advice, and knowledgeable employees or interns. Project alliances: A consortia of companies can achieve scale and other economies by working together on a major project. Enter new markets: Alliances with companies already established in another country can often succeed better and faster than trying to penetrate a new market alone. New ventures and spin-offs: Joint ventures between companies with a variety of competencies can be a very effective way of launching or spinning off a new venture. Outsourcing is often best accomplished by an alliance between a company and a group of its former employees.

Success factors of a good business alliance: •

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Communication Each organization will have their own structure and protocols. Often focus more on their role and less on collaboration. This may lead to unreasonable expectations or missed important tasks. Goal clarity Each partner should understand the others’ goals and objectives for participating in the alliance.

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Measures and motivation Each should have responsibility in the alliance. Use agreed-upon objective measures and deadlines to gauge performance.

Networking value will depend on • Up-front preparation for researching and planning of activities. • Quality of time invested. • Depth of communication skills. Tact, practice, articulate, brevity, listening skills, documentation and confirmation of action plans. Keep it fun! Managing Growth •

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Create small existential enterprises if there are too many people in the business. No creditors or board of directors that will interfere or force you to do things you don’t want to. Agree on how to adapt to change in the customer, economy, resources or availability.

Stakeholders • •

The needs and happiness of the partners should come first. Use solid data to measure your success. Use scorecards with targets and minimum needs. Finances, time, work flexibility, autonomy and authority on spending, personal learning, innovation activities. Objectives should be measurable, actionable and analyzable. Don’t get too obsessed with measurements they are a means to an end. Just use upto-date information. Meaningful data. Measurements are just a means to an end. Use up-to-date data. Get 3rd party interpretation before making major decisions. Consider trends and the long term to avoid overreacting. ■

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Be sure to use common sense before any Business School model.

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Business Innovation Business Innovation Innovation as Collaboration How do you get front-line customer needs to the R&D group? Don’t ask what furniture they want. They’re looking for attributes and benefits (like mobility). Vision. Ask what if and help the customer imagine future state and needs. Iterative! Need idea sharing from all groups. Engineers are usually tucked away from customer. Watch over-concentration on technology and under-emphasis on emotional appeal. You’ll have better products if employees are also customers of products. Visit and see how customers use and misuse products. Is it a new market? Have a local ‘on the ground’ contact to tweak products for needs. Reduce ‘customer blindness’ with cross-functional teams and ‘get R&D out there’. Understand customers’ aversion to change and annoyance with too many choices. Knowledge is a skill. Share and do front line work.

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Unfortunately, people change their behavior only when there is an overwhelmingly compelling argument or there is no alternative. So why capture, share or archive knowledge? Get knowledge professionals one-on-one with front-line practitioners. Collaboration Example: An intriguing idea or discovery can come from any of us. Beal will ask “what if”. John will focus it, possibly identifying some major commercial obstacle. I'll pitch in with a suggestion of how the idea might be applied in some way or in some area no one had thought of. The best guys will amplify it, drawing on their own experience to make it more concrete. John will extend it, show how the market for it could be broadened by thinking of the idea as a platform, not just a one-off product. I'll invent a future-state story that pushes it a little further. The Beal team will illustrate it, bring it to life in a drawing that shows its context, and that will set off a flurry of other ideas of how it might be made better, more powerful, easier to use, smaller, more portable, or better connected to other technologies that would increase its value even more. Together we'll synthesize. And so on.

Business Innovation Catch phrases:

competitive advantage, sustainable development, the connected knowledge economy, globalization, convergence, digitization, moving at the speed of thought.

Future business will anticipate future demands and make strategic, risky, value-creating investments and decisions. Remember that big companies are inflexible, narrowly focused. Innovation is the key but it’s often easier to squeeze the margins and go for minor differentiation around existing products than to do something new. How do you launch innovation without upsetting or triggering defensive behaviours? •

Off shoring. Depends on reducing costs and increasing margins. Blindly slashing costs will hurt quality and customer. Innovation must always be at the forefront. Follow quality rules. Know what your customer wants. Put some numbers behind your gut feel. Explain how the data supports your ideas and conclusions. Innovation can be measured – and what gets measured, gets done. ■

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Idea creation Idea management. Idea implementation.

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Knowledge Management Knowledge Management systems • • •

Improve the effectiveness of the knowledge worker. It’s now about combining all content and using integrated solutions. Make idea generation a corporate culture. Ford has implemented a system called “Best Practice Replication” to extract and share best practice manufacturing and process ideas across 37 plants worldwide. The Manufacturing sector is the most innovative when it comes to generating ideas from employees. Japanese companies generate 100 times more ideas then their US counterparts. Toyota’s in-house suggestion system generates 2 million ideas (30 per person) over a year. Amazingly, 90% of the suggestions are implemented by the front-line workers. The workers are given the authority to fail or to chase opportunity. If it doesn’t work, it’s a lesson learned. Employee ideas form an unlimited source of value and competitive advantage that can be leveraged by organizations in the shape of incremental improvements and strategic innovations. The management structure often prevents these from spreading. Need a system in place to capture and exploit their ideas. Capture the idea, route it and discuss it with experts. Save it for future filing before submitting it to a committee for review. Idea collection. Ask people to generate ideas around a specific problem, or business need. Have a targeted event driven process. Consider ranking these ideas higher. Asking the right questions will increase the richness of submissions. ■

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“People creating value through the implementation of new ideas.” An idea person or “innovation catalyst” can set idea goals and work closely with “magnet teams”. Local empowered, cross-functional groups of senior executives that meet regularly to review ideas. The catalyst doesn’t propose but rather helps the local managers prepare a case for their ideas. Key Details of an idea collection system:

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Have the option to include name. A concept sheet will give the author time to think. Writing avoids shyness and is private. Don’t have space restrictions and allow for flexible submission. Employees often hoard ideas because they fear retribution, being ignored and that their ideas may be stolen. Attach support files as necessary. Notify the author on any progress or modifications. Have a “what’s new page”. The author needs to be able to ask for help. Consider posting a discussing or have an expert refine the idea. Comments and peer reviews will lead to community building and continuous learning. How would an expert solve this problem? ■ ■ ■

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Encourage diversity with a broad pool of contributors. Consider feedback about why it does/doesn’t meet the company’s objectives. Makes it easy to spot what has been done before. Some people do better at refining ideas then generating. “Do you really mean this?” “Could it solve this as well” “We could combine” “We should be careful”. State goals clearly and concisely. Idea seed Option to save as draft. Consider a two-step review process. Let everyone see and develop any idea. Describe a time-line and path to implementation. □

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How to Culture: Paint an inspiring vision. Desirable, challenging and believable. Use common goal, show unsolved challenges. Build an open, receptive questioning culture. Empower people at all levels. For people to use their own efforts they need clear objectives so they know what is expected. Set goals, deadlines and measurements for innovation. Generate a lot of ideas. Break free from the routine of work. Review, combine, filter and select ideas. Prototype. Fast to market requires quick pilot tests rather than “paralysis by analysis”. Use the iterative process of building. Analyze and roll out. You can’t nurture ideas because everyone has an attention span of a gnat. The best ideas are captured from a wide audience and implemented rapidly. Create time pressure to contribute. But you need a good review process to evaluate with aim to implement many good ones and come to a prompt decision about future steps. Classifying ideas. Completeness in detail and is it focused on objective. Questioning to determine how much more work required to determine its potential. Longevity and understanding of concept and idea after time. Intuitive fits a clearly defined need. The best ideas generally arise when individuals or small groups work undirected under their own initiative. This is evident at IBM, GE, GM, and DuPont. Result of a “happy accident”. Generally all have a well defined: Six-sigma has no inherent problem solving capability. Lean manufacturing and Six Sigma are process improvers. Neither is easy to implement although they do have the benefit of showing short-term cost-savings and often eliminate inefficiency. They do nothing to create top-line growth! Innovation is the only way to unlock organic growth and the only way to sustain it is with an innovation strategy that has metrics, is comprehensive, involves the whole enterprise and is cross functional and cross-silo. Speed Reducing Problems There is a huge preoccupation with reducing cycle time. It cuts corners, dumbs-down projects and gravitates towards the low hanging fruit projects.

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Practice. Teach people how to think through ideas and how to align them with business. Show how to champion and sell and where to go for coaching and encouragement. Innovation must encompass new products, services, processes, strategies, business models, distribution channels and markets. Innovation in Business examples: Finance. Networks. Process. Core processes. Offerings. Product system. Service. Delivery. Brand. Customer

Dell collecting money before shipping. Sara Lee forming alliances with supply chain. Starbucks offering better then market pay compensation. Wal-Mart’s real-time inventory. Beetle’s combination of multiple dimension products. Microsoft Office’s productivity in the workplace. Singapore airline’s amazing in-flight and post-service. Martha Stewart’s understanding of customers needs. What will they need in the future? Absolut “theme and variations” advertising concept. “Being a Harley Davidson owner.”

Practical Knowledge Management Notes Knowledge workers now often know more about their jobs then their boss. Speak with the front-line workers and offer suggestions. What gaps are there in the understanding of current obstacles? Resistance to change is the biggest hurdle! Start with the urgent areas (poor productivity, low customer satisfaction or high risk). Make change easy and give it a sense of urgency. Give your executive sponsor a clear vision of where things are going. Demonstrate a researched plan on how to realize the vision. KM is usually precipitated by a crisis. Typically organizations try to balance the cost of knowing against not knowing. However, a crisis will make the cost of not knowing spike (shifting equilibrium to the right (K2) as a result, and there is an appetite for investing more (K2-K1) in knowledge and KM. What was always perceived as important suddenly becomes urgent as well. Encourage knowledge to be volunteered. Incentive, rewards, contests, bribes and coercive approaches are not a long lasting solution. Show employees that their peers will benefit from the contribution. Make it easy and seamless to contribute – it should be

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opened to all advisors and partners. Maintain confidentiality but also allow customers to contribute. After all, implementations are more compelling than ideas. Difficulties once you have executive sponsorship: Secure dedicated resources and an adequate budget. Keep the scope narrow and focus on things you can accomplish successfully. Empower the front line workers while supporting a managers pet projects. The manager controls the budget and resources but often don’t understand the true needs. Keep them from micromanaging. ■

A good KM System: Begin by understanding the culture and work arounds. The users agree that it meets the need. It was done on time and budget. Its user friendliness doesn’t require training. Users virally spread the word. It handles a smooth flow of traffic. It works with the existing workflow. Your content is maintained. It allows for custom security access while sharing easily. Knowledge is provided just in time. Put contact and context before content. Knowledge management KM should enable users to easily and promptly obtain, connect and collaborate with relevant, context-rich information and people. •

Information content principles. Content should be driven by need (not availability). Don’t just collect newsletters, manuals or other previously maintained information. Need should be determined by users, not suppliers or managers. You must observe and use ‘customer anthropology’ so the content architect can understand what is needed and how it is used. Maybe there needs to be a series of upfront interviews to determine what crucial information is needed. Content management systems should focus on how to organize your personal or group content. Most tools focus on how to use a centralized repository. Instead, it should focus on how to subscribe to and publish their content and how to find it later. Or similarly, for collaborative groups, how to take responsibility to selfmanage their collective content. Information systems should capture conversations. Try using a mind map to capture decisions, information, agreements and actions. Face-to-face conversations are quick, iterative and context-rich. Tools should be simple and intuitive. ■

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Remove the need for training. Simple tools are easier to change, develop, maintain. What’s the cost of not knowing? Someone in risk management should look holistically at the cost of potential knowledge failures. Costs (revenues, damages, reputation) if it failed to acquire, understand and communicate. Information context and organization principles. Related content should be linked and stored together. Try to maintain the context. Have an overview of how the content is connected. Content should be self-managed by its authors using folksonomies. Authors choose their tags but they can evolve as they are agreed-upon. Content should be pulled from where it naturally resides just in time. Leave it with the author but allow it to be canvassed. People are too busy to contribute and there is little reward for sharing. Information should be provided in the context of existing processes. It should be an enabler of work effectiveness. Users should be encouraged to add value and meaning to raw information. When someone learns, they digest, synthesize, distil and interpret the information. The value they add is often not captured and lost. Connectivity and collaboration principles. Users should be able to find and connect with experts. The biggest challenge is how to find the expertise. What’s the most effective way to contact these experts? It’s not by following chains of suggestions. Subscription and publishing should be self-managed and peer-to-peer. Email is often misused as ad hoc peer-to-peer publishing. Instead the user should be able to publish in their ‘outbox’ and people can subscribe to it. The collective intelligence should be captured. This requires candor, trust, and an ability to qualify respondents. The questions posed should be carefully worded. ■ ■

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Appendix

Twelve Steps to Brainstorming

We solve problems everyday. But how often do we approach the issue with an open mind and a standard set of tools that we can trust to solve any problem. What are the steps we should take before jumping to a solution? The following pages are split into top (specific) and bottom (examples and exercises). The most important part is to be aware of the area of problem solving that you’re in. Overview: •

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Teach problem-solving skills to the team. Listen to the team’s assessment of the problem and possible solutions. Understand the problem and its root causes. Research. Organize project, resources, people, info and time. Think ahead to envision the future. Use small focused conversations with visionary stakeholders. Reach out. Tell them what you’re thinking and ask their opinion. Brainstorm. Survey to assess alternatives. Design solutions using collaborative cross-disciplinary teams. Experiment and get the bugs out on a small scale. Challenge the final prototypes. Black hat it. Deploy.

Start your thinking with a mind map! For example: Mind map everything you know about your current problem through a ‘mental core dump’ of your thoughts and ideas. Break down the problem to see relationships, associations and connections then take a mental walk around it. It should show how the big picture and complex ideas are formed from the quick, easy and individual details. Visualize with simple drawings and metaphors that shows connections. Images are roots

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of the imagination since they come from the subconscious and can be used as building blocks for new ideas. Make a functional diagram of the system and visualize components, functions with metrics, costs and values. Think wide about the perceived problem. Immediately stay away from the solutions but record them if they arrive. Solutions begin to popup once you consider the Ideal Final Result (IFR) statement. Your job is to find the solution route that exists. Consider the process from beginning to end and consider what may go wrong. Consider all facets of the problem -- especially the contradictions. New ideas evolve into others so examine significant themes, connections, components or dimensions. Multiply and layer your insights by solving one problem and focus with a problem definition; It will bring you to more ideas. Try for seven of each attribute, objective or constraint. For emphasis or outlining try: images, color, shapes, icons, codes, patterns and links. Use De Bonoâ&#x20AC;&#x2122;s Plus-Minus-Interesting (PMI) ranking to determine the positive, negative and interesting points. Finally, note the solutions of overcoming the negative points. Mind map Connections: Is an example of, an option of, a consequence of, a requirement of, a dis/advantage of, a risk of, a definition of, an explanation of, a strength/weakness of.

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TEACH It's a waste of time to merely worry about problems, so invest the same time and energy in solving problems (how about anticipating problems before they occur). Open your eyes. Sharpen the saw. You don't need to be a painter to hang one of your paintings. Creativity is the defeat of habit by originality. Live a whole life today. Don't sweat the small stuff - and it's all small stuff. Save at least 10% of what you earn.

You've settled here, now don't leave until you've learned, shared or improved Spend an hour a day in studying and thinking. Whatâ&#x20AC;&#x2122;s keeping you busy? Self-observation. Be aware of moods. Avoid routine. It's habitually dull. Consider your values. Attend to the little things, keep commitments, clarify expectations, show personal integrity and understand the individual. We become what we think about. Put on a different hat depending on your perspective. Create a vision you want and live as if it's already true. Every idea is started as a seed. Seeds should be clear and concise without narrowing down the scope too much. The important step is to record them. Review draft seeds through a multi-step process. Begin with the end in mind. Think positive, anticipate achievement and expect to win; Think of all the reasons you CAN achieve it. Fatigue comes from not finishing what youâ&#x20AC;&#x2122;ve started. Goals should be definite, clear, specific, realistic, and complete with an achievable and aggressive target date. Make them SMART and break them into tasks! Focus on attaining one by one but follow objectives and timetables. Review the large goals monthly.

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LISTEN Proactively listen. Chance favors the prepared mind. Consider your opportunities, challenges, goals and dreams. Always look for better ways to do your work and live your life. To remain constantly at work will cause you to lose the power of judgment. We've had our creative instincts ground down by the routine of work.

Carefully pay attention to what you hear and think. Soak things up. Interest in an area will allow you to recognize a breakthrough that's invisible to narrowly focused people. Face your fears; whatâ&#x20AC;&#x2122;s the worst that can happen? What is being overlooked by "busy-ness"?

Consider other's posture. The body is a cultivation of grace, fitness and poise. Daily exercise program Give your subconscious a pressing problem to gnaw on just before sleep. Think of problem or challenge for 30 minutes just before you go to sleep. Lie down and forget about it. (Your subconscious will be thinking about it as you sleep). Hunches or insights are simply ideas that have bubbled up from the vast resources of our subconscious minds. Wake up one hour before anyone else; sit comfortably with pen and paper. The mind is uncluttered and free of concerns. The conscious is especially receptive to hunches and insights. Relax and let the ideas begin to flow. Write everything down. Evaluate later. These less awe-inspiring insights might be workable or stepping-stones to bigger ideas. The seed.

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UNDERSTAND Super force. Everyone is directly motivated by a few, sometimes different, super motivator. Focus on these. (Security, health, family). To avoid distraction in creating; Talk about the problem. Use stories to transfer knowledge. The easiest way to explain, persuade or transfer knowledge is by having the learner internalize, relive, and fit your idea into their mental model of how things work. Live in the moment.

Look at things differently. Challenge the seeds and feedback if doesn't meet the objectives or resources. Imagine a perfect fantasy early on using mental scenarios (Gift of fantasy!) Usually mapping the 'it' and 'anti-it' will resolve the root cause. Add levels of details and development. Put first things first. The 'Diamond Mind' story highlights that it is easy to overlook potentials. Keep away from people who try to belittle your ambitions. Twain, "Small people always do that, but the really great make you feel that you too can become great." Use your spare time wisely. Super force examples of personal safely, hunger. Increase your value by engaging in ongoing learning in all fields of study. Study the English vocabulary. Knowledge in words and meanings is essential to presenting your ideas persuasively. The only thing you have complete control over is your mind. Use your curiosity with an unrelenting quest for continual improvement. This will feed the raw material pile of your mind and allow you to make connections. Established inventors have a set of stock solutions for solving a problem (See TRIZ in appendix). Put the 40 principles on post-it and generate ideas via that stimulus. Attack idea vs. criteria evaluation matrix with TRIZ 40 principles and separation principles. Can we transfer some good features to another idea?

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ORGANIZE Bernard Shaw, "People are always blaming their circumstances for what they are." Instead look for what you want and do it. Schedule and don't try to do tomorrow's work today. Do each day all that can be done in a creative and efficient manner. Successful life is built on the basic successful day. The more effective the day the sooner the goal is achieved. Life is what happens as you're busy making other plans. Be lazy to begin with, don't overwhelm, and handle in small pieces.

Move slowly, tirelessly and deliberately through focused, disciplined, patient, consistent and high-quality effort. Ideas are worthless unless we act on them. Shape ideas into success using problem solving skills and creative thinking. If the path is clear to the goal then get going! Itâ&#x20AC;&#x2122;s easier to spot new possibility in the system after you have gathered all the information. Be sure to list the challenge and hurdles with eyes opened. Know what area of the creative problem solving process or idea development that you are in! Maintain clear direction by centering your assumptions and beliefs on the standing principles in your personal mission statement. A result takes tireless dedication and an insatiable curiosity to propel you steadily forward in good and bad times. Remember Covey's - "The tyranny of the urgent." Until we have a value in a routine. It must be documented and reviewed. Day by day management. Create reminders a few days before events. Make notes throughout the day and sort them immediately; everyone has an attention span of a gnat. The to-do list is meant to have items. Similar to the fact that the average person can only maintain 150 max personal relationships. We can also only remember to do so much at one time. If it's good enough now. Leave it. Don't have a make-work project. Record 'Good stuff' achievements with time and value ($). It gives a reward and is easier when reviewing progress.

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THINK-AHEAD Visualize the results; Visualization fosters originality. Think big even without all the details. Have a willingness to embrace ambiguity, paradox and uncertainty. We must scope our inputs and tasks before we dive into them. What trade-off is keeping me from the ideal state (Imagine no money/laws/resource). What effect? What is the ideal solution? Use critical thinking, seven hats to spot issues and landmines. Dream big similar to how a child spends energy daydreaming and stretching their imagination. Grown ups only use imagination for learning. Einstein, "Imagination is more important than knowledge." * Outcome unclear? Might be time to brainstorm some ideas. Rest between intense focused work; It will keep your mind open. Think well to the end. Avoid linear thinking. Use "insight outlook" to apply experiences to current situation. Create possibilities by reframing, connecting and mental modeling. Make the bold statement of where it will go. Envision or embed in the system of systems. What's the least I need to know given the resources I have? Innovations are interconnected. Consider the evolutionary model to predict patterns. Consider the impact of innovation to economic, mission fit, likelihood of success. Idealize the result. Imagine it happening by itself or in a simple automatic way; less is more. List then resolve the fundamental contradictions. Be sure you noted contradictions for later analysis “that won’t work because…” Look beyond the first right answer. Einstein was once asked what the difference was between him and the average person. He said that if you asked the average person to find a needle in a haystack, the person would stop when he or she found a needle. He, on the other hand, would tear through the entire haystack looking for all possible needles. Unlucky people miss chance opportunities because they’re too busy looking for something else. Lucky people see what’s there and not just what they’re looking for. Careful, independent thinking review is essential. Will this matter a year from now? Robot arm example shows that we don't have to behave like typical 'add engineering' solutions. Two men who found themselves being chased by a tiger in the jungle. The first man turned to the second man and said, "Why are we running? There is no way we'll ever outrun the tiger." The second man turned to the first man and said, "I don't have to outrun the tiger; I just have to outrun you." Work from random words or images. List things about it or associations/functions/metaphors that it has. Apply each of the items to see how many apply to the problem at hand. Consider the '7 steps for handling anything effectively'.

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REACH-OUT List potential and actual customers. What they will/won’t buy (state vision). Recall "Fuzzy Front End" since customers don't always express what they want. Recognize the sources of their frustration through anticipation and think of ways to eliminate it. Get inside their head and relate to them, for instance, with a "lead adopters" group. Consider all interfaces and the most logical way it will be used. * Outcome unclear? Check your definition of purpose. Need drives innovation. Necessity is the mother of invention. Tangible results! Remember to start with the customer and see their need. Identify and watch the customer to see why they use it. Conversations, interviews, surveys, poll by preference, unarticulated desire (not saying/doing?). Layer listen broadly with: environmental scan, readings, news feeds, conferences, seminars, interviews, meetings or review a summary of patents, trends, new developments, science and technology. Questions lead to answers, insight then actions. Interview others and ask dumb questions. Trust your intuition and make decisions quickly. Act on them immediately! Learn by doing. Provocations: ‘Suppose’ questions that are, on the surface, counter-intuitive. Suppose we sell our product to competitors? Invokes movement. Alternate world. Spell out something we take for granted. Then state a: negation, cancellation, denial, reversal, exaggeration, distortion, wishful thinking or other ‘escape’ from that presumption. Recognize and appreciate the interconnectedness of all things and phenomena. It has been done before -- think simple (find the obvious elephant)! The challenge is identifying those that have impact to you. Analyze data and look for patterns. People like concrete things like mirrors, music and pictures. What keeps them awake at night? Consider super needs: Faster, better, cheaper? Consider past/future success or customers and current objective or customers' customers. Newcomer to industry. Apply to seed development and organization cues. This willingness to entertain different/multiple perspectives and alternative approaches broadens their thinking and opens them to new information and the new possibilities that the rest of us don't see. Life success comes from number of people we serve and the quality of the service.

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BRAINSTORM Find a need and fill it! Most people process the same information over and over until proven wrong-- without searching for alternatives. Is there a better way to do it? Why does everyone accept it? Comedy is the most powerful tool. Systemâ&#x20AC;&#x2122;s thinking. Edison views his discovery as, "the incandescent electric lighting and power system" Ford focused on brining the car to the multitude. Consider divergence and convergence brainstorming and keep them separate. Divergence: Stimulating new thinking by exploring at different angles. Associate, link, morph analogies from nature, biology, art even mimic biology. Open questions. Accelerated solutions environment. Ensure that a question being asked isn't stomping on the creative juice. Convergence: Refine, make sense, sort (categories), adapt, expand, refine and choose the best. Best is owned and ordered within categories against preestablished criteria. Budget constraint, deadline, material (size of box) or group of customers. * Brainstorming fuzzy? Go to initial vision and how-to. Consider critical deliverables and organize the mission. Systems thinking. Challenge the system. Rise above narrow-minded pettiness, prejudice and let the mind soar. Think outside the box. Fill the gaps between current thinking. Collaborate and bring on the 'crazies'. Balance between science-art and logic-imagination. Limitations are self-imposed. Consider the solution, or possible alternate solutions from all angles. Try to resolve, target or remove a contradiction by minimizing the effect of one factor relative to another. Knowledge storm and share with others. Accelerated change in nearly every area of human endeavor is making current knowledge obsolete at a faster pace than ever before. On a blank paper imagine a new trend or approach and eliminate them while meeting the needs of the customer. The problem may not be new but the representation will be. Consider industry vision (think big - detour your industry!) and startle people out of a comfort zone - considering the vortex of dangers and opportunities. Propose a "Challenge question" to stimulate and focus the creation of ideas. Brainstorming. Include everyone for immediate feedback. Get lead out intuitively. The path is made by walking on it. Respect logic but take quantum leap of the imagination. Focused, precise and dedicated. Play the part and act the role. Acknowledge there is some alternate use. State the ground rules at the beginning. By organizing your thoughts around loosely connected themes you can expand your thinking by inventing alternate possibilities (HATs alternative). Consider HATs perspective in thinking differently. It may help keep you in context.

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Re-step the reasoning of someone's conclusion to highlight possible alternatives. Donâ&#x20AC;&#x2122;t select the first idea. Prepare for meetings with ten questions. Share at least one. Newcomer sees an un-served segment similar to a photographer noticing an element. Ability to combine the world outside or to adapt an un-capitalized unrelated application. For instance, Priceline's 'buyer driven commerce'. Divergent idea generation: Morphological matrix (few basic properties are varied deliberately), random images, scamper (substitute, combine, adapt[parallel industries], modify, eliminate, put to other uses, reverse). Convergent idea analysis: Evaluation matrix (list ideas against problem criteria), needs, prioritization. ALUo (Advantages, limitations, unique qualities, overcome limitations). Assist in idea optimization, prioritization and selection.

SURVEY It's easy to get caught up in invention. Multiple solutions exist that may solve the problem with a varying degree of effectiveness. It may require gauging the importance. Are we solving the right "common" problem? Watch the bad decisions that come from inaccurate, incomplete, biased or 'spun' influence (decouple the idea from the messenger) encourage the bright, creative quiet people. Don't judge immediately or say 'yes' too soon, rather give it a chance to culturalize. Make a first cut list and show its sensitivity to the personal criteria weightings. Have attendees prepare idea dossier. First column is self score, second is made democratically by all attendees who quantify it with effort and value scores. Six Hat's direction to think. * If lack of planning or unfocused then consider brainstorming more ideas to backup plan.

Success is the progressive realization of a worthy ideal. If you attack -- attack indirectly, or solve problems uniquely, you exploit weaknesses. ALWAYS LOOK for the multiplicity of ways to approach a subject. Insight through comment and use a broad pool of cross-functional contributors followed by peer reviews. How would a person who is an expert in this area solve this problem? Do you really mean this? Could it solve this as well? We could combine? We should be

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careful (HATs). Some people are better at refining the ideas of others rather than generating original ideas. ‘What good is a car engine if you can't control it?' Best is owned and ordered within categories against pre-established criteria. constraint, deadline, material (size of box) or group of customers.

Budget

How much effort is required and will it be understood after time (longevity). Note the bounds to creativity and contradictions. Is there a way around it? Start with a vague notion and let things filter down through an intelligent progression. Conceptually, what are the strength and weakness attributes? Quantify the conceptual points by observing and discussing with the front lines. Consider long-term objectives and short term decision makers. Conflicting needs. Quality vs. cost conflict. Want as concrete as possible so that the black HAT can foresee what could go wrong. Separate egos from performance by having everyone think in full-spectrum the same way: White hat: Facts, figures, information needs and gaps. Let's look at the data. Red hat: Intuition, feelings and emotions. Intuition without justification. Black hat: Logically highlight caution with judgment. Yellow hat: Logically look forward to the result and describe why and what benefits it will have. Green hat: Alternatives and interesting points. Blue hat: Overview or process control hat. Have a creative pause before setting on a single solution.

DESIGN Review the decision! Use learnings, natural world and expand the reach. It's better to ask for forgiveness than for permission. * If the action is too busy. Consider additional planning and organizing. Solution focused strategy. Teams need a specifically defined problem and sense of urgency caused by a deadline. They are ideally flat, small, responsive and democratic. Similar to a ‘female organization’: networked, consensual, self selected and directed, unassuming, demonstrative, responsive, reward skill and flexible. Wright brothers realized the barrier to flight was steering at low speeds.

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EXPERIMENT Only by producing the many can we produce the few great works or ideas. Edison, "These aren't failures, they're experiments." Fail often to succeed sooner.

Make a move when something odd happens. Experiments are local, risk free, learning moves that contribute to the global experiment. What-if hypothesis driven. Tinker, iterate, combine, do in parallel and transfer. Do pilot tests with real iterative prototypes rather than "paralysis by analysis". Test to learn, not to forecast. Doing tests to forecast the size of the market in the early stages of concept development is a futile exercise. Back-of-the-envelope-type economics is about the best one can hope for at this point, especially for new innovations.

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CHALLENGE Churchill, "Success consists of going from failure to failure without loss of enthusiasm." Listen again - did designer forget to consider something? Iterative. Reframe problem if necessary. Relentless and restless. It is a shaping process that continually talks back. Learn from your mistakes. Venture capitalists like to see a little failure in the resumes of entrepreneurs. People accept and learn better with models that they can see, try and modify. Ideas without action are irrelevant. Be a dreamer yet stay grounded in reality.

DEPLOY Selling ideas is job one. Lay it out in a logical way. Focus on benefits not the features (i.e. Save customer time, improve social standing...). Be prepared for rejection. Emphasize the role of persuasion. Try ideas on skeptical thinkers first. Speak their language and know their style. Analytical use number, emotional use anecdotes, big picture don't bore with details. Help others to visualize (audience understanding is key!). Promise that we can deliver creates a sense of urgency in end-user. Arouse in the other person an eager to want.

Appendix - References

References The world is full of some amazing ideas. Difficult for one person to wrap their head around – let alone document. Please accept this as my first revision of references. My general writing involved contemplating good articles, summarizing them, condensing them to the finer points before paraphrasing and inserting into the proper chapter. Pollard, Dave. How to Save the World Blog <http://blogs.salon.com/0002007>. Covey, Stephen. “The 7 Habits of Highly Effective People”. Allen, David. “Getting Things Done”. Allen, David. “Ready for Anything”. Gladwell, Malcolm. “Blink”. Schwartz, Evan. “Juice – The Creative Fuel that Drives World-Class Inventors”. Michalko, Michael. “Thinker Toys”. Gelb, Michael. “How to Think like Leonardo Da Vinci”. Carnegie, Dale. “How to Win Friends and Influence People”. Carlson, Richard. “Don’t Sweat the Small Stuff and It’s All Small Stuff”. Heuer, Richards, CIA. “Psychology of Intelligence Analsysis”. Anon. CIA. “Simple Sabotage Manual”, 1944. < http://www.gutenberg.org/etext/26184 >. Vanruff. “Conversational Terrorism”. <http://www.scribd.com/doc/16148422/Conversational-Terrorism>. http://en.wikipedia.org/wiki/TRIZ http://www.stargeek.com http://www.stevepavlina.com http://www.scotthyoung.com http://www.ideachampions.com http://www.innovationtools.com http://www.slideshare.net/Annie05/thinkerswotforcefield-presentation http://www.slideshare.net/klenihan/managing-change-pauline-hall-presentation http://www.slideshare.net/srinatha/tcs-6-2004a http://bertramman.spaces.live.com/ http://blog.guykawasaki.com http://chiefskipper.spaces.live.com http://engforum.pravda.ru http://ezinearticles.com http://joycearnoldsspace.blogspot.com/ http://lisaconsulting.com http://mediajunkie.com http://satanyork.spaces.live.com http://www.melstarrs.com http://www.systems-thinking.org http://www.unknownscreenwriter.com http://www.howtodirectcreativity.com http://www.nathan.com http://www.cynefin.net http://www.tutor2u.net

281

Appendix - References

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282 http://www.futurevisions.org/outside_verbal-checklist.htm http://www.geoscopies.net/infoproaction/cyberscope/connaissances/2 31anacia.php http://www.globalrelocation.us/blog/performance/global_managers_ skills/ http://www.grunt.com/scuttlebutt/newsarchives/2006/dec_21.asp http://www.happierabroad.com/ebook/Page93.htm http://www.hatrack.com/ubb/main/ultimatebb.php?ubb=get_topic;f =2;t=053503;p=5#000209 http://www.hrea.org/erc/Library/primary/Teaching-HR-14/Ch6_2.html http://www.humancapitalinstitute.org/hci/www.humancapitalinstit ute.org/hci/research_blogs_directory.guid?__monthYear=4%3A2007 &__communityTrack=HCITrack_74 http://www.knowledgeboard.com/cgi-bin/item.cgi?id=925 http://www.kpao.org/blog/2008/01/ http://www.life2point0.com/2007/03/index.html http://www.lifehack.org/articles/communication/how-to-punctuatea-sentence.html http://www.lifeworth.com/2006review/intro-2006.htm http://www.lylescenter.com/eaction/?73 http://www.makeclub.org/ideas/items/tag/toolbox http://www.martiangeek.com/category/the-i-factor/ http://www.mccombs.utexas.edu/dept/management/courses/syllabi_ fall2007/MAN%20336%20-%20Organizational%20Behavior%20%20Burris%2004355.doc http://www.mentoric.ca/resource_phoenix_questions.html http://www.mindtools.com/pages/article/newPPM_08.htm http://www.misentropy.com/exiles/ http://www.mlanet.org/publications/tool_kit/presentation.html http://www.mypersonalbrilliance.com/blog/index.cfm?catID=4 http://www.nctimes.com/articles/2007/08/21/news/top_stories/1_0 3_058_20_07.txt http://www.ntoddblog.org/connected/computing/ http://www.ontheroadwithdave.com/2005_10_01_daveontheroad_ar chive.html http://www.planningfromtheoutside.com/2006_09_01_archive.html http://www.politicalcortex.com/story/2006/1/30/132124/419 http://www.politicalstrategy.org/archives/001123.php#1123 http://www.pseudoquest.com/phpBB2/viewtopic.php?p=685 http://www.rebeccablood.net/archive/2004/01.html http://www.ribbonfarm.com/2008/06/09/how-geniuses-think/ http://www.sadlyno.com/archives/16655.html http://www.skelliewag.org/110-resources-for-creative-minds-121.htm http://www.soc.hawaii.edu/leonj/leonj/459s97/candaya/candayarep ort1.html http://www.spack.org/wiki/ThinkingLikeaGenius http://www.speakstrong.com/newsletter/2008/07/10/readerdiscussion-question-looking-for-encouraging-words/ http://www.tdan.com/view-articles/5084 http://www.thewardrobeandthewhitetree.com/2007_11_01_archive.h tml http://www.truthout.org/article/mccain-should-know-better http://www.uniterra.com/faq/Clasificacion.asp?ID_1=37&ID_2=27 3&ID_3=&Pagina=74 http://www.uoguelph.ca/~res/download/op_10.html http://www.wikihow.com/Be-a-Good-Listener http://www.worldtrans.org/index.html/__show_log/_p4/ http://www.wujianrong.com/archives/web20/index12.html http://www.zftrans.com/favorite/western_idea/20073/20/1703073201703504837381.html http://www3.sympatico.ca/karasik/Sreebalaji_Saravanan_Srinivas.h tml https://www.amtamassage.org/benefits/benefits_part4.html#HOW% 20TO%20GIVE%20A%20GOOD%20PRESENTATION

Appendix - Ideal Binder

283

Ideal Binder Ideal binder 1v6 This is an outline of the major business categories to consider when launching a business. Operating Viability How we will make money? Elevator pitches Find the need and fill it. Research What will customers pay for? Scout Future visions Disruptive innovations Knowledge management Reference Librarian Find a need an fill it Wisdom of crowds Avoid landmines Resources D h j if h ?

Formation Plan/Strategy How and why Mission statement Objectives and operating principles Goals Direction and boundaries Business model Value proposition Structure Critical success factors Core competencies Services Competitive differentiators Advantages Continuously adapt Management Team is key Organization structure Vertical or expansive Goals, roles, incentives. Metrics Patterns. Risk analysis Frame and check direction Networks Customers Communication Channels Alliances Relationships Suppliers Asset management Human HR plan People and self managed team. Trusted partners Motivations. Roles. Intellectual Technical Basic plan Financial Forecast Cash, capital, flow, accounting, cost structure, leasing, Revenue streams. Budgets.

Sales Marketing Selling New pricing or financial model? New branding Outsource sales and support? Channels Customer Experience map CFT Complaint resolution Customer training. Sales Target Find the need and fill it Purchasing Supplier in sourcing Supply chain JIT inventory management New materials or suppliers Production Manufacturing Lean Outsourcing Self managed team and suggestions Research and development New product categories New customer definition New markets or platforms. New product and innovation enhancements Services Engineering services MVA (manufacturing value add) Wrap arounds Roles Pilot team Experimentation Back office Outsource? Operating decisions Life cycle management JIT delivery Delivery channels Deliver R l

Sub Projects Project management Learning the skill Strategy Hardware/software development Purchasing Shipping and receiving Integration Test/debugging Analysis and qualification Documentation and training

Tool categories Daily Grind. For prioritizing and organizing tasks. Experience maps. Document and track individuals needs, wants and concerns. Indexing map. Functional & system overview. Timeline. Direction and schedule.

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284

Blue Hat Planner :

v2.81

ASSESS Environment

VALUES Active: Recall 150 is most can actively consider. May lead proactive task.

Habit

Reference/Lessons Learned Review responsibilities with checklist.

- Collect - Empty quickly

COLLECT

Input - Anything to change? Does everything work? Consider 7 effective steps Promise? Do, complete or renegotiate. Dedicated inbox and workspace. Trigger list p169, p116. Paper sheet to represent. 0ne at a time. No stopping. Emails into either Waiting For or Action Folder (reviewed daily). Keep branched thoughts in context.

PROCESS

- What is it? - Front-end thinking - What’s the purpose? PROCESS Process What’s the next step? Physical! Gives clarity, accountability, productivity and empowerment. Why? What’s the purpose? Scope. Front-end thinking. See what outline says needs to be moved. Ie/ ‘Draft ideas re….’ Gives responsibility and ensures that it has honestly been considered. What does this mean to me? What do we want to accomplish? What do I want to happen at

- Label & file - Where am I going? - Break problem into tasks - Plan smart for dumb A i bl ? ORGANIZE Organize - “Let my future self do it” Let the smart/motivated plan for the dumb. - Try pushing project at front lines. - Consider mission critical components. Lay out natural relationships. Note important element for success (Hierachy). - Where am I going? - Break the problem into tasks. Especially if you can see the whole project and reasons to procrastinate. - Review reminder list of outstanding issues. - Review performance. - Label and file. - Note commitments. - 90% of project plan is reviewing

Actionable

ORGANIZE INPUT

Tools

Computer

Phone

Social

Weather

Public

Location

Home

Work

Store

Errand

Agenda

TIME HATs

Timeslot? Health

Family

Finances

Listener

Socializer

What do I feel like today? Low energy ok.

Recreation

Friends

Work

Thinker

Inventor

Artist

Lazy

Goal oriented

Writer

Music

PRIORITY

Tactical

Vespa

BUCKET

If perception without an action

No Action

↓ meeting notes ↓ in-tray ↓ thoughts ↓ email

IDEA Date Name Category Context Seed Next Step Scope Detail Objective Assumption

CONTEXT

B <5 min do it now N Next Action A Appointment P Project C Read / Review W Waiting For S Someday / Maybe T Tickle trunk R Reference l REVIEW

Bucket Note hard edge categories. B <5 min do it now. N Next steps TASK (ie/ elements of project) A Appointment – calendar C Read / Review (good when small slot of time). P Project. Define goal as successful outcome. Note next steps (multi-step?). Abandon once done. Keep historical details. Hot pet list. Details and supporting info MindMapped. List to remind. Note those that require deliverables. Review weekly. W Waiting for. Someone else (Delegate)? Some other task? Review once in a while to see if need push. S Someday / Maybe. If possible move to project list. Scan weekly since some could be follow on projects. >1.5 months away. Can tie to project ie/ Spanish at work. T Tickle trunk. Mail reminder or folder organization. Daily check of held items.

GTD Assess context, hours, engery and priority Bucket P

Action / Project Outcome Call Timmy re: car Ves a roject

Tickle Date

Context