Human nature, the central capacity that has got
us to this point, is the capacity to conceptualize
the situation we face, project our model or theory
or understanding forward so we ‘see’ what is
going to happen, identify the factors we can in-
fluence now, so that we change what is going to
happen, all this mental effort backed and sup-
ported by the skills to carry out the idea once
created. Today, we take all of this for granted,
we call it planning.
As ideas in mind planning consists of two com-
ponents. First the plan, that is what we will do so
that the outcome going forward is more in our
favour. The second, and crucially important are
the ideas that are the foundation of our plan. For
instance, we need to cross a river, imagine going
to build a bridge but do not know the material we
have available is too weak and we go ahead and
use it. The bridge collapses but we are lucky and
no one drowns.
Making it closer to home. We are building an
organization, our plan is set, but what if the foun-
dation ideas we used to build the plan are inferior
to other thinking now available? Exactly with the
bridge, if we build inferior ideas into our plan
then the plan will be much less effective than it
To seek and apply better ideas requires letting
go of existing ideas
How do we determine better ideas? What if we
are attached to our ideas, studied at university
and got our degree in them, read about them and
discuss them are conferences and with col-
leagues...? What if these less than effective ideas
are the social and cultural norm...? How do we
decide if the fundamental ideas we apply in our
planning have reached the point of needing
changed? How do we know when to let go, search
for better thinking?
We must not commit to ideas but hold them al-
ways as tentative, and be willing to embrace bet-
Humankind was behavioral as it is today 50,000
years ago. Farming was developed 12,000 years
ago. Illustrates the time scale of creating and apply-
ing really good ideas. I suggest that the number of
ideas developed in the last 200 years is more than
the ideas developed in the previous 49,800 years.
Think about it! I also suggest the rate of idea devel-
opment will increase.
So what does this mean?
When using ideas to plan our way past situation be
aware of the ideas one uses, do not allow ideas to
slip into your plan that are implicitly assumed.
Question, question and question...is there any better
Do not assume that what is popular is correct. There
is a huge difference between being popular and
being an effective thinker. Frequently the most ef-
fective thinking is dismissed at the time. Einstein
was ridiculed when he published the photoelectric
effect for which he later got the Nobel Prize! Accept
all new ideas, give them the benefit of the doubt, do
not dismiss new thinking... ask is this thinking an
advance on what I use now? Do not rush to adopt,
but do not dismiss, interact with the thinker, reflect
on the ideas, ask question, then more questions.
Applying sound reasoning. Even when it does not
initially feel right... reason it out, and wait to see
what then emerges in your instincts.
Practical creativity is an emotional act to build rational ideas better than
one has now and apply them to get a better result than one has got in past
Systems give structure the philosophy and attitude are the living flesh of the structure
The real enemy is fixity of mind, rigid thinking. If hu-
manity had been like that we would still be in small
villages of hunter-gathers. Hence the core of human
nature is to get ideas, apply them, but keeping them
tentative and adopting better ideas when they come
along. That is the core of your nature if you allow it!
Question for reflection
OPD system offers quite clear and definite processes
enabling better team performance. Systems form the
core of the living organizations that is made flesh
through philosophy and attitude.
1. If the system were fully supported by the phi-
losophy and attitude of seeking and
applying ideas to lift performance was
implemented in support of the system,
would that assist lift results?
2. If people understood and performance is
applying ideas to a situation, and we can
change those ideas, would this ease the
problem of enabling change?
3. If the leadership exhibits rigid thinking,
sticking tightly to structure and policy,
what would you expect of the staff?
4. Do you think fixed structure and flexi-
bility of thought are both essential?
Built in flexibility
1. Seeking new thinking.
2. How to double profits.
4. Linking staff action to
5. Human performance
6. HR as rollout of strate-
7. Behavioral structure of
8. Understanding human
9. Linking people to be-
10. Perfect human perfor-
11. Performance manage-
ment moving actual
toward perfect perfor-
12. Built in flexibility.
13. A scientifically proven
balanced solution to
as a driver of results.
14. Redefining engage-
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
20. Why has it not been
21. Stop. Reflect. Chose
22. Why can’t we do it
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
26. Understanding human
27. Building and imple-
menting an integrated
28. Human capital.
29. Finding and develop-
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: email@example.com to meet and explore how this system will lift results in your business.
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