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Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
Da Vinci StataSphere Boot Camp
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Da Vinci StataSphere Boot Camp

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When a car gets stuck in the snow, people instantly start pushing in the same direction to get it out of the snow. But when people's personal lives or their companies get stuck, not everyone is …

When a car gets stuck in the snow, people instantly start pushing in the same direction to get it out of the snow. But when people's personal lives or their companies get stuck, not everyone is pushing in the same direction. In fact most of the effort goes to cancelling out the work of others.

The Statasphere is a brilliant new tool that instantly shows you where your purposes are misaligned.

Its one simple tool, but it will make you far more efficient and give you a significant competitive edge over your competition. In addition, it will help put your entire life back into perspective?

The most successful people in the world all have their own secret tools that give them an edge, so why not you?

Yes, at times the chaos around us makes us crazy. The Internet Bubble, 9-11, Iraq, Afghanistan, $4 gallon gas, subprime mortgages, the Great Recession, credit crisis, YouTube, Facebook, Twitter, i-pod, i- phone/ Smartphone ... -- and we are not even 9 years into the new millennium.

Clearly it is a whole new world out there, and we need a whole new way of working with it. That's where the Statasphere comes in.

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  • Phil Lawson once again opens our eyes and blows our mind. He's probably one of the brightest thinkers I've had a chance to meet in my personal lifetime.
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  • I’m suggesting we move this slide up to present a direct contrast between mechanistic/reductionist frameworks and CASs. You’ll also notice that I changed an item or two, Phil. I wanted to be sure and include GST since it is foundational to both biological and social sciences.
  • Transcript

    • 1. A 21st Century Approach <br />For 21st Century Business<br />
    • 2. Technology<br />The Catalyst<br />
    • 3. Productivity Paradox<br />Reengineering<br />World Wide Web<br />Technology<br />The Disrupter<br />
    • 4.
    • 5. How we Perceive the worldshapes every:<br /><ul><li>thought
    • 6. decision
    • 7. action</li></li></ul><li>The Making of a Worldview<br />Essentials<br />17<br />Century<br />th<br />Metaphor<br />Machine<br />Key<br />to structure of thought<br />Support/Validation<br />Reductionism (parts)<br />“The whole visible world is as if it were a machine in which there was nothing at all to consider except the figures and motions of its parts.”—René Descartes<br />In The Wealth of Nations, Adam Smith expounded on how rational self-interest and competition can lead <br />to economic prosperity <br />and well-being. <br />Fredrick Taylor’s <br />Principals in <br />Scientific <br />Management<br />and the 21 pound shovel<br />“Why, when I only<br />want to hirea pair of hands, do I get a whole person?”<br />—Henry Ford<br />Scientific<br />Method<br />(became science)<br />Facilitating Concept<br />Me/Self<br />-interest/Greed<br />Industrial Capitalism<br />Methodology<br />Scientific<br />Management<br />Wide-scale implementation<br />Technology<br />Assembly line<br />Implement<br />the methodology <br />Partmentalism<br />and validate the metaphor<br />Becomes a Mindset<br />
    • 8.
    • 9.
    • 10.
    • 11. During the 20th Century<br />scientists discovered …<br /><ul><li>Relativity
    • 12. The Uncertainty Principle
    • 13. Quantum Physics
    • 14. Fields
    • 15. Chaos Theory
    • 16. Complexity Theory
    • 17. General System Theory
    • 18. Complex Adaptive Systems</li></ul>The world <br />is nota <br />machine<br />These discoveries are rarely applied to business activities<br />
    • 19. World Wide Web<br />
    • 20. How we Perceive the worldshapes every:<br /><ul><li>thought
    • 21. decision
    • 22. action</li></li></ul><li>The Making of a Worldview<br />20<br />Century<br />Essentials<br />17<br />Century<br />th<br />th<br />Sphere<br />Metaphor<br />Machine<br />Key<br />to structure of thought<br />Quantum PhysicsGeneral Systems Theory <br />Chaos<br />Complexity (self-organization)<br />Complex Adaptive Systems<br />Neuroscience<br />Support/Validation<br />Reductionism (parts)<br />Scientific<br />Method<br />(became science)<br />US<br />Facilitating Concept<br />Me/Self<br />-interest/Greed<br />Universal Sphere<br />Industrial Capitalism<br />Systems Approach<br />Methodology<br />Scientific<br />Management<br />Spherical Approach<br />Wide-scale implementation<br />PC/Web<br />Integrationism<br />Technology<br />Assembly line<br />Implement<br />the methodology <br />Partmentalism<br />and validate the metaphor<br />
    • 23. Chairman Waxman to Dr. Alan Greenspan:<br />You feel that your ideology pushed you to make decisions that you wish you had not made? <br />
    • 24. Mr. Greenspan:<br />What I am saying to you is, yes, <br />I found a flaw, I don’t know how significant or permanent it is, but I have been very distressed by that fact. <br />
    • 25. Chairman Waxman:<br />You found a flaw?<br />Mr. Greenspan:<br />I found a flaw in the model that I perceived is the critical functioning structure that defines how the world works, so to speak.<br />
    • 26. Chairman Waxman:<br />In other words, you found that your view of the world, your ideology, was not right, it was not working.<br />
    • 27. Mr. Greenspan:<br />Precisely. That’s precisely the reason I was shocked, because I had been going for 40 years or more with very considerable evidence that it was working exceptionally well.<br />
    • 28. Japan<br />India<br />China<br />Terrorism<br />Deregulation<br />Religious Extremism<br />GlobalGreatRecession<br />If the rate of change on the outside <br />exceeds the rate of change on the inside, <br />the end is near.<br />Jack Welch<br />Education<br />Geo/PoliticalInstability<br />The Web<br />Technology<br />Wars<br />Global Economy<br />Korea<br />Iran<br />Social Networking<br />Global Outsourcing<br />Globalization<br />Water Wars<br />Air Pollution<br />Environment<br />Global Corporations<br />Tele-medicine<br />Climate Change<br />To big to fail<br />Healthcare<br />
    • 29. The Spherical ApproachA recursive process <br />Perceptions<br />Whole/Sphere<br />Visualize<br />Execute<br />Collaborate<br />
    • 30. Identifying Whole – The SphereThis is not a survey<br />Elements/Nodes<br /><ul><li>Internal/External
    • 31. Tangible/Intangible
    • 32. Subjective/Objective
    • 33. Business Requirements
    • 34. Tech Requirements
    • 35. Customer Requirements
    • 36. Capital Requirements
    • 37. Cash Flow Impacts
    • 38. ROI
    • 39. Business Operational Impact
    • 40. Customer Interaction Impact
    • 41. Environmental Issues</li></ul>- Energy consumption<br />- Pollution<br />
    • 42. Gathering Input<br />It must be THEIR priority<br /><ul><li>Quick
    • 43. Easy
    • 44. Convenient
    • 45. Non-intrusive
    • 46. Impartial
    • 47. Credible
    • 48. Clear Value
    • 49. Designed for visualization</li></li></ul><li>The Power of Visualization<br />How we visualize limits what we realize<br />50<br />400<br />753<br />7,000<br />90,099<br />L<br />CD<br />DCCLIII<br />VMM<br />XCXCIX<br />Total<br />98,302<br />Total<br />XCVIIICCCII<br />XLIV<br />Multiply by <br />44<br />Multiply by <br />4,325,288<br />VMCCCXXVCCLXXXVIII<br />
    • 50. Sphere Reflectment System Display Technology<br />Provides full-sight* into the condition of <br />any system Brings people together on the same page <br />Aids them to collaborate and knowledgably interact with the system *Graphically shows the big picture—the whole—while simultaneously showing <br /> the role of the component parts<br />
    • 51. We must see how allissues connect and <br />affect the <br />whole of the<br />company<br />We often focus on one issue at a time to gain insights…<br />But we must have <br />“full-sight”for clarity.<br />Quality<br />Full-sight<br />Sales<br />Profits<br />
    • 52. 1ST Question starts here - clockwise<br />Sectors are<br />groupings<br />of related <br />questions <br />Nodes <br />represent<br />individual <br />questions <br />Scale 1 to 9<br />9<br />1<br />5<br />High<br />Low<br />
    • 53. The 5 Dimensions of a Reflectment<br />Shape<br />Trends<br />Matches/Gaps<br />Connections/Patterns<br />Nodal Position<br />
    • 54. StataSphere<br />Visualization with PurposeActivating our two neural “ways of knowing”<br />Left hemisphere<br />Right hemisphere<br /> Image/picture/relationship<br /> Text/language/story<br />Promoting<br />neural bihemisphericintegration <br />through left/right brain engagement<br />
    • 55.
    • 56.
    • 57. StataSphere<br />
    • 58.
    • 59.
    • 60. Gender<br />
    • 61.
    • 62. Education<br />
    • 63. White – Green<br />AA - Blue<br />
    • 64. A 21st Century Approach <br />For 21st Century Business<br />www.Spherit.com<br />Phil@Spherit.com<br />

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