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Human behavior vs. clay behavior

Human behavior vs. clay behavior



Do we revert to type and show behaviors characteristic of clay? Do we need to develop organizational structures in emulation of clay? The presentation offers some insights on these questions

Do we revert to type and show behaviors characteristic of clay? Do we need to develop organizational structures in emulation of clay? The presentation offers some insights on these questions



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    Human behavior vs. clay behavior Human behavior vs. clay behavior Presentation Transcript

    • Organize and Analyze Ali Anania.anani@phenomena.jo
    • • I want to propose a new idea for all SS readers. How about writing ALL one presentation and see how ideas flow? I am going to post one-slide presentation so that every author (hopefully) would add one slide. Let us see where the presentation will take us and in what direction it will bifurcate? Thanks. I am going to call the presentation Organize and Analyze a.anani@phenomena.jo
    • Ideas Flow Have a Structure• This is a social network map of my recent emails. Let us see How our co- authorship ideas shape out. Please send your slide to me with your name as the author. I shall then re-upload the presentation• It shall be an interested experiment for ALL• I promise to handle the analysis a.anani@phenomena.jo
    • It Has Just HappenedI add this slide for it is funnyhow a small event lead to acontract a.anani@phenomena.jo
    • It Has Just Happened- 2While on the lift thetelephone of a stranger rang.I heard him say “may be I amon the lift”I laughed because he was onthe liftThat was a starter to adialogue. Now, in less thantwo hours, we are negotiatinga contract a.anani@phenomena.jo
    • Charles Prabakar Added the Next Slide a.anani@phenomena.jo
    • Do You See the Purpose Shift? Jumper (EDGE) Stepper (CORE)We as a firm, not only reinvent those purpose shifts, but also place them within CORE and EDGE part of yourbusinesses using Three purpose driven frameworks … a.anani@phenomena.jo
    • Contribution by Prabhakar Krishnamurthy• "Organize and Analyze ( Slide for brother Ali Anani) If no one were to praise actions that of worthy of praise, then there would be no competition between people. If no one were to value precious treasures, then there would be no stealing. If no one desired that which is desirable, then people’s mind would be tranquil and serene. So if the wise person were ruler, he would empty the people’s minds, full their bellies, weaken their desires, and strengthen their bodies. He would strive to ensure people knew nothing and wanted nothing. And if certain people get to know something, he would prevent them from acting on their knowledge. When you never seek to be honoured for what you do, then honour can never desert a person. " < br> a.anani@phenomena.jo
    • Contribution by Sally SmithHallo Ali You have read my mind. I have often thought it would be a good idea to co-author a presentation on SlideShare. I really hope this works out because it has real possibilities. Here is my contribution. Sally07 a.anani@phenomena.jo
    • Organise and analyse• Ideas are like leaves. They emerge and grow and as we outgrow them we discard them, but fallen leaves feed the tree. No idea is worthless and no idea is unusable. When we add all of our ideas together and allow them to grow in an organised fashion then that is how we create the Tree of Knowledge. a.anani@phenomena.jo
    • Meanwhile, in wonderland...(Is fantasy a leaf of the Tree of Knowledge? – Juão Maya) a.anani@phenomena.jo
    • Ideas Separation By Ali AnaniNot all ideas are alike. Some ideasare good and some are bad.Collide a collection of seeds withina magnetic field then good seedseparate from bad seeds. Why?Because they exhibit differentcharges and get attracted todifferent polesThis presentation may help tocollect many ideas to separatethem likewise. a.anani@phenomena.jo
    • Contribution from Doina A different, but very sweet contribution a.anani@phenomena.jo
    • a.anani@phenomena.jo
    • Lori Kane Added the Next Slide Let us form our community with such great feelings a.anani@phenomena.jo
    • Community is a feeling.
    • Ah_livia Contributed the Two Following Brilliant Slides. a.anani@phenomena.jo
    • Organize and analyze using co-orientation Co-orient: team member’s ability to forecast the actions of one another based on cues & prepare responses based on this anticipatory sense.SYMBOLISM A seed. Gardener anticipates the seed will grow into long loose handing vines. So, the gardener prepares by building a wooden trellis for the vines to grow upon.
    • probing,questioning,observing,& analyzing otherscommunity’s vision and values.sharpens and focuses the
    • Next Slide Is a Contribution by Bas de BaarI like this slide because it offers contrasting views I suggest looking into further examples such as fast ideas Vs slow ideas, or rosy ideas Vs thorny ideas Ali Anani a.anani@phenomena.jo
    • How ideas are presented matters.Example:Two times “Project Management”. By: Bas de Baar
    • Ideas Quadrant Slide 7 by Charles Prabakar inspired me to draw the Idea Quadrant as the next slide (23) shows a.anani@phenomena.jo
    • Ideas Quadrant- 2 a.anani@phenomena.jo
    • Worldly Bag of Ideas Sheereen Izzat points that the presentationshrinks the world into a bag of ideas (See Slide 25) a.anani@phenomena.jo
    • a.anani@phenomena.jo
    • Nikos Contribution:Let’s Save the Planet a.anani@phenomena.jo
    • Nikos
    • Ideas StreamliningThe ideapresented byJuao Mayaprovides anopportunity totie up manyideas together a.anani@phenomena.jo
    • Ideas Streamlining-2 Should we fill our bag with ideas (see slide by Sheereen) of any kind? Should these ideas be rich in reality or fantasy (see slide by Juao) a.anani@phenomena.jo
    • Ideas Streamlining-3Should these ideas beradical and disruptive orshould we take a step-by-step approach as CharlesPrabakar highlighted andfurther highlighted by Ali inhis quadrant? a.anani@phenomena.jo
    • Ideas Streamlining-4 The disruptive edge proposed by Prabakar These ideas resemble the step- Ideas that High by-step approach resembleReality mentioned by permanent Prabakar green leaves. Ideas are like leaves that fall Dreamy ideas Low rapidly. SeeReality Sally’s slide Low High Fantasy Fantasy a.anani@phenomena.jo
    • Ideas Streamlining-4 These bold ideas need community support as The disruptive edge Lori suggested. proposed by Prabakar These ideas resemble the step- Ideas that High by-step approach resembleReality mentioned by permanent Prabakar green leaves. Ideas are like leaves that fall Dreamy ideas Low rapidly. SeeReality Sally’s slide Low High Fantasy Fantasy a.anani@phenomena.jo
    • More Idea Streamlining fro Charles Prabakar Charles Prabakar contributed the next five slides and is also responding to my proposed quadrant shown on Slide 32 The ideas are meshing well and started to shape up a.anani@phenomena.jo
    • Per Charles Prabakar - It is all about Connecting the Dots…• Our experience suggests that most ideas, in most cases, are just buried around us, and so, it is just a matter of identifying them with a right set of purpose shifting lenses. What do we mean by that?• To explain it further, let us start with the concept of Gestalt, as illustrated by the famous optical illusion picture of “duck & rabbit” - on next page. Depending on how you look at it, the picture could be a duck or a rabbit.• In other words, when we start looking at the opportunity space with a purpose shifting lenses, we, not only get the ability to spot the ducks and rabbits distinctly, but also, we get the ability to discern how ducks slowly shift into rabbits, and vice versa. As it turns out, those shifts usually occur in both steps (like a duck) and in jumps (like a rabbit) and so, it is more of a mind shifting game of identifying those shifts quickly.• So, we, not only need to master this “connecting the dots” game of discerning those shifts quickly, but also, we must learn to apply those shifts within the right business context (CORE vs. EDGE) for us to be successful in this 21st century.• To help leaders to master this “Connect the dot” game, we have put together a three phase framework (Decide, Destine and Disrupt).
    • Connect the Dots in three phases - Decide, Destine and Disrupt• Decide Phase is all about discerning those shift ideas/choices (i.e. ducks and rabbits) using the purpose shifting lenses. In other words, this phase is all about resetting the five part purpose seed (vision/mission/values/codes/BHAG) of the corporation and start looking at the opportunity space with a fresh set of eyes with a green field mindset.• Destine phase is all about properly slotting those ideas/choices into “STEPS” and “JUMPS” depending upon the velocity (i.e. distance divided by time) of those ideas/strategic choices. As it turns out, ducks move in steps and rabbits in jumps, and so, this phase is all about answering “how far” and “how long” questions, to help slot those ideas (or strategic choices) into the appropriate step and jump type markets within our TPF strategic planning framework. – How far would we want to go? – Establishing the geographical market boundaries to help answer “where to play and what to play” question- Force in Play – How long would it take to get there? – Setting the timeline expectations to help answer “when do we need to win” question - Power in Play• Disrupt Phase is all about transforming those CORE with EDGE ideas/choices with appropriate amount of capital (resources) to produce extraordinary results. – How much would it take? – Setting the resource or capability expectations to help answer “How do we win” question - Energy in Play
    • Jumper (EDGE) Stepper (CORE)We as a firm, not only help you to decide and destine those purposeshifts with a purpose shifting lenses, but also, we help you to disrupt your CORE with an EDGE using our Triune purpose frameworks …
    • Purpose Shift Threshold (PST) Framework As it turns out the Core, Edge, Fringe and Purpose seed terminology aligns perfectly with Dr.Ali Anani’s earlier idea quadrant as well – as mapped below High 3 Core (Steppers) 4 Edge (Jumpers) High  Above PST & dream exceeded.  Above PST & dream fulfilled.  Value creator  Value germinatorDegree of Perceived Reality  Result in Triune Shared Value.  Result in “Core or Fringe”. 5 Our Triune Purpose Framework (TPF) Creating TriuneFactor Optimization Shared Break Even Low Value (TSV) expected) (Degree of Levers PST Index 37 IDEAL COMPANY? * Each of the shuffle in the matrix indicates 10% increase of the KPI . It is just an example. 1 Fringe (leaves) 2 Seed (dreams)  Break even PST  Purpose seed– all about possibilities .  Value destroyer  Value Inspirer.  Result in “extinction” or edge  Result in “core and edge”.Low Degree of Perceived Feasibility
    • Triune Purpose Frameworks (TPF) creating Triune Shared Value (TSV) TPF’s Purpose Driven Leadership(PDL) Culture Framework THE SINUSOIDAL TRIO© – OUR PURPOSE PDL© IN ACTION DRIVEN LEADERSHIP (PDL©) FRAMEWORK PURPOSE Faith/Trust Love/Empathy Crest 1 3 Crest Mindset/ 4 Service & Heartbeat/ Talent 5 Value Wisdom 2 Know- Trough Inspiration how Hope/Aspire (“BE”) Body Space/Skill (“KNOW”) Action Drivers (“DO”) PDL’s “LOVE”,”FAITH”,“HOPE” Portfolios align1:1 with the “BE”, “KNOW”, “DO” focus areas of WestPoint Leadership Framework as well. Leadership (Creator/ Orchestrator) TPF’s Purpose Driven Portfolio-Thread View TPF’s Purpose Driven (PTV) based Strategic TPF with Innovation Portfolio Planning Framework its Triune (PIP) Framework Purpose 4. The EPP, CPP & PIP 3. The radial orbit with 5 Purpose Innovation Model Using “Balancing Opposites” frameworks uncover perspectives and 6 For More Info – Read On… the winning paths. dilemmas, take charge. http://strategywithapurpose.b Purpose Innovation Seed logspot.com/2010/10/transfor P6-P9 ming-so-what-opposites-in-to- so.html Strategy Innovation 5. Value (fruits) are P2-P5 Core Edge reaped/ 2. Invisible (Redeemer/ (Encourager/ reinvested & sub-instructions the radial in the form of orbit flow experience & Sustainer) Disruptor) continues… capability pools Something Something P10 are identified that that and placed on supports transforms The five invisible instructions the radial orbit rather than rather than 1. Purpose that P1 framework. that Seed grows in supports! transforms! Culture to a systemic organization. 1 2 3 4 5 Transforming “So What” opposites in to “So That” Strategy called Purpose Innovation using the “forces of attraction” based Pull Value Chain is the way to go!*WACP= Weighted Average Cost of Purpose So, the key take away is , Lead with the Purpose Culture, Strategize from the Core & Innovate with the Edge!
    • Sally Smith Added This Slide Sally Loves slide 31. It pulled some of the previous ideas together. Not comfortable with the disruption idea so I have done another slide. Disruption undermines the good and impairs development in my opinion. So, Sally added Slide 40 a.anani@phenomena.jo
    • What about the smokeand mirrors? Perception Deception Inspection • disruption • solid data• orientation • red herrings • verification• culture bias
    • Vanessa Contributed the great Slide 42 a.anani@phenomena.jo
    • As I see it..We are a socialnetwork..We are a community ofideas on any givensubject from all overthe world here onSlideShare.. Pick a topic.. put it outthere and you’ll receive replies frommembers in differentcountries.. religions..cultures.. We are an interestingand diverse community..We have proven to besupportive of each