NEW BROCHURE on creativity education SAFETY EIGHT EIGHT

1. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING Learn and Apply 10 THINKING TOOLS in Each of SIX Every-2-Months 5-days-each Courses Tools for Creative LEADERSHIP Thinking BASIC MENTAL INPUT/ OUTPUT HOW TO READ Reading point structures Reading causes and effects Reading actions and images HOW TO MODEL Idea factoring Multi-dimensional naming Fractal concept model building amd the power of certain regularizations to enhance cognitive list limits HOW TO WRITE 3 pass writing: first to discover thought, second to organize it, third to convey that order to particular audience Dramatic path writing Academic evidence/logic compare writing GROUP MENTAL PRODUC- TIVITY HOW TO MEET & DISCUSS Scientific rules of order Stratified responding Phone research events HOW TO EXPAND MENTALLY Educate mind extensions Mind distributions Glass bead game modules CREATIVITY HOW TO INVENT THE NEW Dimensions of difference analysis Social design automata Genetic mutation/crossover, exaptation and bricolage HOW TO THINK BEYOND Fractal model expansion Extreme metaphor generation Cultures of development, risk, high performance FOCUS HOW TO ASK Model based interviews Root cause analysis and interviews Cause distribution diagrams HOW TO AIM —Work Essence Questionless questionnaires of satisfaction Evolutionary Problem Solving Environments of mis-use discovery: Self scaffolding interfaces HOW TO AIM —Work Essence Spec-ing systems as features aimed at satisfying customers of your customer Minimal grammar planning/building Trojan Horse solutions SEEING THE INVISIBLES NON-LINEAR PLANNING Response to response matrices Pain sharing Multi-scale cause-effect analysis—act NOT on scale problem appears on HOW TO NOTICE Update overall knowledge organization Expand personal/group theory repertoire Insert into known knowledge dynamics—recursive re-rise of defeated ideas in a field HOW TO SOLVE Extreme product extrapolation Solution culture building Culture—unpeeling ideas of ok, excellence, good—the costs of all “goods” and “excellences” CREATING PEOPLE HOW TO GROW Self as violin and violinist--adulthood Self change via dis-cue-ing environments & bridge com;munities De-schooling, undoing bad habits from schools and colleges HOW TO INFLUENCE The anthropologic and theologic liberation yearnings Messaging—count-image-name-description- reactionwanted Win attention fights without ego, words, or talk—devices that produce willing curious audiences for you effortlessly HOW TO ENTHRALL Ecstatic engagement “flow” from optimal stretch amount of non-linear system effects The one story that is all stories—all stories are about self growth (monsters are projections of neuroses within) 30 second truth shots—deliver truth with comedy or song or dance CHANGE HOW TO GLOBALIZE Transplanting X across cultures The femininity of productivity and creativity Undoing the cultures of development, risk, and high performance—arrival vs striving happiness (but striving is an arrival happiness) HOW TO LEAD Find tipping points Lead by tuning interactions Lead by alternative delivery of standard leadership functions HOW TO DISRUPT Fallow finding De-institutionalizing info/communication; Reversing who designed everything (de-neuroticizing) COMMONSENSE has changed: from Mechanosense to Biosense DIALOG OF FIVE KINDS OF COMPUTATIONAL SYSTEM machine, social, biologic, mind, brain THE WEB all past knowledge real-time new ideas available to all SOCIAL & IDEA INDEXING to handle vastness we need new skills--great naming, regularized idea orderings, end to bushy-ness MENTAL OPERATORS APPLIED TO IDEA STRUCTURES not single ideas, not 4 or 5, but 60 & 100 FORCES PUSHING US TO CHANGE HOW WE THINK from interviews of 150 MIT- Harvard-Stanford faculty nominated as top thinkers from USA’s top high school’s pioneering metaphoric thinking assessment systems from the world’s top software research lab’s models of new types of thought, XEROX PARC from Richard’s work with Steve Jobs at Next Inc., + work at 7 other global top 50 firms from the EXCELLENCE SCIENCE Research Project at the U of Chicago’s Booth School from Richard’s 18 books and courses at U Chic, U Mich, Keio, Temple, Beijing U.

2. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING Six sessions, of 5 days each, allow individual and team homework between sessions--using the tools taught, testing combinations of the tools, seeing what those combinations can contribute to revolutionizing learning, teaching, idea leadership, social leadership, self growth and development. Your own thinking will quite perceptibly double, triple, increase ten-fold, twenty-fold as the sessions are completed. No Har- vard-MIT-Stanford grad will be able to compete with you when all 6 sessions are cmpleted. LEADERSHIP--is hard and often dangerous when technical, cultural, global trade, and social media substrates of all organization change at accelerating speeds. What looked good yesterday and worked the day before, is foolish or suicidal today. A FUNDAMENTAL comprehen- siveness of thought--more coverage, more diversity, more detail, more updates, more testing in experiments--is WHAT LEADS, not mere people, not strategies untested with social media data, not all that MBA programs taught LAST YEAR!! SIX TIMES YOU EXPERIENCE THE FIVE-DAY SESSIONS BELOW: FIVE DAYS CONTENTS Contents of Each Half Day: Day 1 2 tools 40 min. Lecture on research basis, basic steps, and results of each tool Day 2 2 tools 40 min. Exercise--step by step first try at doing the method Day 3 2 tools 40 min. Discussion of application ambiguities and difficulties Day 4 2 tools 40 min. Group exercise on using the method applied to good topics Day 5 2 tools 40 min. Presentation and combining all results into a BEST RESULT, plus fixing any procedural ambiguities or errors. LECTURE on research basis, steps, history, examples, results Exercise: step by step doing the method, asking questions Discussing issues in doing the method and what to apply it to Group exercise using the tool to produce se valued result Presentation and evaluation of applications + ansswer questions AFTERNOON SESSION: Tools from Partici- pants learn both

3. !# $ % ' ( ) * ) ( ) * ) +, ) -

4. . # /% 0 %. /% 0 . 1 2 ) * * ) 0 % 0 ) 3. . % # 3. . %

8. ! #$%

11. ##!' ( )***

18. 3 4% 5, % % 67 8 ,,, 0 %9 %% 1 0 :% 7 ;: 0 %% 07 1 0 = ( 3; ) - ) ) 0 9 . 9 % ,,, %9 ?0 @=+7

19. A7 $=7 ;9 A=$7 # B=,= ) 3) 3; ) 00 ( . 09 0%9 55,,C = %. %9. %. = the tool and what to apply it to prior sessions are used in exercises of later ones THE STRUCTURE OF EACH HALF DAY

20. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING 0$1$*,1* 48$/,7 .HV WR $5((5 32:(5 RSULJKW E 5LFKDUG 7DERU *UHHQH $OO 5LJKWV 5HVHUYHG 5HJLVWHUHG ZLWK 86 *RYHUQPHQW VSRQVRUWHG E 'H 7DR 0DVWHUV $FDGHP DW 6,9$VW RI 0RQWKV:HHNHQGV )LUVW WRROV 7+,6 ,6 :+$7 ´(;3(57µ +$59$5'0,7 /(9(/ 5($',1* 2) 21( 6(17(1( 3$5$*5$3+ 352'8(6 ,1 285 0,1' 48$/,7 2) 2*1,7,21 723 0,1'6 %(20( 723 /($'(56 ($56 /$7(5 723 0,1'6 6(( +($5 5($' :5,7( 6758785(6 2) ,'($6 127 21( ,'($ $)7(5 $127+(5 48$/,7 2) 0,1' 48$/,7 2) 2*1,7,210,1' LV WKH )281'$7,21 XSRQ ZKLFK 6(9(1 27+(5 .,1'6 2) 48$/,7 DUH EXLOW :LWKRXW LW RX EHFRPH PHUHO D FRORUIXO FRZ

21. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING Your readings, meetings, events, discussions, trips, web searches turn into models: 1) more comprehensive 2) more diverse 3) more detailed 4) more multi-scale making all your ordinary mental operations many times more powerful, complete. YOUR PERSONAL MODEL REPERTOIRE EXPANDS This means you have access to all you notice, experience, do, hear, investigate, experience days, months, years later, using models to recall everything completely. Your actual experience and world grow bigger--you notice more, imagine alter- natives others miss, spot the hidden contexts limit- ing what others see, do, and imagine. You become, WITHOUT TRYING a leader. Fractal of Contents Are You Creative?60 Models of Creativity and the 960 Ways to Improve Your Creativity that They Suggest By Richard Tabor Greene 25 26 2728 29 30 SOCIAL KNOWLEDGE EVOLUTION Compilation Fractal Recurrence Cycle System Model 60 Models of CreativityCopyright 2002 by Richard Tabor Greene All Rights Reserved US Government Registered 1 1 2 3 4 5 6 CATALOGRecommen- dations Traits Question Finding Darwinian Systems Combined Thought TypesGarbage Can 2 7 8 9 10 11 12 BLEN D Culture Mixing Disci- pline Com- bines Tuning Paradox Door- way Scale Blend Idea Market- ing 313 14 15 16 17 18 Com- munity of Ideas Social Compu- tation Social Move- ment Space Share Parti- cipatory Art Design 419 20 21 22 23 24 GROUP Mass Solving Process Deploy- ment Optimize Ideal Flow Meta- Social Connec- tion- ism Demyst- ification 525 26 2728 29 30 KNOWLEDGE EVOLUTION Relocating Idea Programs Simple Dialectics Fractal Recurrence Idea Waves 631 32 33 34 35 36 EXPERIMENT Solution Culture Policy by Experiments Creation Events Fractal Model Expan- sion Social Automata Create by Balancing 737 3839 40 41 42 SYSTEM Non- Linear Systems Darwin- ian System Effects Surprise Adjacent Beyond Population Automaton 8 43 44 45 46 47 48 PURITY Sub- creations Produc- tivity Perfor- mance Influence Investing Info Design SELF 9 49 50 51 52 53 54 Courage Anxiety Channel Extended Self Deve- lop- ment Interest Ecstasy Career Invent Perfor- mance Crea- tivity MIND 10 55 56 57 58 59 60Insight Cognitive Operator Extremes Making Sense Percept Invent Experience Realizatn. Substrate Update Cognition Ecosystems These models are giant collections based on single themes or matrix frameworks. These models see creativity as social relations dynamics of sorts. These models see group-ness making procedures creative These models see dynamics among ideas themselves that become creativity These models see solids disolved into hypotheses making creativity. These models see non-linear aspects of reality that make creativity inevitable in the universe These models see some single function or aim that done purely results in creativity. The dynamics of creating a self if extended result in creativity. Within the mind dynamics or constructs that “create”. These models are mixtures, blends, and combinations of things. p23 p33 p44 p56 p75 p89 p125 p134 p142 p162 p183 p192 p206 p216 p225 p239 p250 p262 p285 p300 p314 p323 p349 p358 p377 p388 p401 p411 p426 p439 p462 p473 p489 p499 p511 p520 p534 p544 p562 p587 p599 p617 p645 p656 p664 p674 p686 p700 p717 p734 p749 p763 p775 p787p810 p823 p836 p846 p854 p866 Page 8 Overview of the 60 Models Page 22 Catalog Models Hexagon Page 32 128 box Recommendations Model Page 70 to 74 Scientific Creativity Quad-Hexagons Page 93 48 Culture Dimensions Triangle Page 100 Career 64 Quad Page 114 64 Social Processes Quad Page 121 Catalog Models Combined Page 124 Blend Models Hexagon Page 173 Power Creation Quad 64 Page 168 Social Automaton Table Page 202 Blend Models Combined Page 205 Social Models Hexagon Page 260 Cluster Creation Space Page 281 Social Models Combined Page 533 System Models Hexagon Page 559 Simonton Hexagon Page 573 System Effects 128 Triangle Page 579 326 System Effects Hexagons Page 604 Adjacent Beyond 64 Quads Page 641 Systems Models Combined Page 644 Purity Models Hexagon Page 711 Creation Engineering 128 Triangle Page 712 Purity Models Combined Page 716 Self Models Hexagon Page 805 Composing/Performing 128 Triangle Page 806 Self Models Combined Page 809 Mind Models Hexagon Page 876 Mind Models Combined Page 879 Flow Diagrams of All 60 Models Page 982 Grounding Example Tables for All 60 Models Page 1056 ReferencesPage 284 Group Models Hexagon Page 329 General Computation Page 331 Social Process Event Types Page 332 Ways Orgs Learn 64 Quad Page 336 Organizing for Meta-Cognition Page 344 64 Ways Orgs Learn Table Page 367 Rise of Science Table Page 373 Group Models Combined Page 376 Knowledge Evolution Hexagon Page 444 96 Simple Program Intuitions Page 457 Knowledge Evolution Combined Page 461 Experiment Hexagon Page 530 Experiment Models Combined Introducing: Fractal Concept Models Covers: Kaufmann’s Investigations Wolfram’s Simple Programs Abbott’s Chaos of Disciplines Simonton’s Origins of Genius and many others Root-Bernstein’s Discovering A Self-Study Text on Creativity that Any Person Any Course in Any Discipline in Any College or Company Can Use Today! The MostComprehensiveBook on Creativitythat hasEver beenPublished! The Next StageAfter RDArts Sciences Individuals Groups NGOs Companies Ventures Styles Fashion Tradition P66

22. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVERALL MENTAL PRODUCTIVITY THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANY- WHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND THE WORLD. OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS THAT NO LONGER EXISTS. ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS HARVARD, MIT, STANFORD, FREE VERSIONS AVAILABLE. IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES EXCELLENCE? Finding information from vast diverse sources Judging the quality, recency, accuracy of all that Fusing all that into models, easy enough to use, powerful enough to impact the world Improving those models as new information of relevance is come across Applying those models to NOTICE more, IMAGINE more, ACT differently than others. WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVERALL MENTAL PRODUCTIVITY THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANY- WHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND THE WORLD. OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS THAT NO LONGER EXISTS. ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS HARVARD, MIT, STANFORD, FREE VERSIONS AVAILABLE. IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES EXCELLENCE? Finding information from vast diverse sources Judging the quality, recency, accuracy of all that Fusing all that into models, easy enough to use, powerful enough to impact the world Improving those models as new information of relevance is come across Applying those models to NOTICE more, IMAGINE more, ACT differently than others. WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVER- ALL MENTAL PRODUCTIVITY THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANYWHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND THE WORLD. OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS THAT NO LONGER EXISTS. 0$1$*,1* 48$/,7 .HV WR $5((5 32:(5 RSULJKW E 5LFKDUG 7DERU *UHHQH $OO 5LJKWV 5HVHUYHG 5HJLVWHUHG ZLWK 86 *RYHUQPHQW VSRQVRUWHG E 'H 7DR 0DVWHUV $FDGHP DW 6,9$VW RI 0RQWKV:HHNHQGV )LUVW WRROV +$33,1(66 48$/,7 2) /,)( 20(6 )520 7+( .,1'6 2) 48$/,7 ,1 7+,6 2856( 48$/,7 2) 5($',1* ZULWLQJ OLVWHQLQJ VSHDNLQJ GLVFXVVLQJ SUHVHQWLQJ IURP DSSOLQJ WKRXJKW RSHUDWRUV WR LGHD VWUXFWXUHV

23. +(5( ,6 +2: +$59$5'0,7 678'(176 5($' 6+$.(63($5(·6 3/$ +$0/(7 $ VWXGHQW HQFRXQWHULQJ OLIH·V XQIDLU XJOLQHVVKRZ WR HQJDJH D ZRUOG WKDW XJO

24. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING The Tools Illusion tools never make anyone creative ordinary people cannot be creative, ever only people having creative lives create only people creating new kinds of tools end up creating Source of These Absurd- ities7000+ recommendations by researchers of creativity categorized into 128, 64, 32, 16, 4 cate- gories by grouping the model tested against 11 others, found to be the only 1creators identified with interviews of 150 creators produced highly similar model Sub- creations invention of life- place style work- place style innova- tions pre- cede creations businesses outlaw such subcreations add constant surveillance = no isolation surveillance causes extreme conform- ism + risk aver- sion Result: creation hated there = disguise, work- arounds, scarf- ing, skunk- works Firms Prevent Looking Creative Not Being Creative extreme rutted- ness cowardice in businesses = people look not be, creative Example 1: try to get 5 desks per person = impossible in any firm Example 2: try to get two full time jobs at the same time, with full benefits = impossible Example 3: try 2 jobs in each week, highly different; = impossible in any firm Exagger- ation of Creativity Cerebral Substitutes for Garbage Can Five Confusions within Creating Creative Words: Creativity Relationally Defined Creativity Represen- tationally Defined The Model: Create a Creative Life The Model: Use It to Create Creative Works TheModel: Step Style and Feel: The Model: Step Style and Feel: Create WorksCreate Life Not Tools, But Analysis Create- Benefits of Create- Analysis businesses per- sons exagger- ate their creativity constantly to look good for career purposes to getting anything even a little new through bulky business bureau- cracies celebrate they exagger- ate both their tolerance for creativity and their achieve- ment of it mental flexing asso- ciative breadth on creativity tests has no relation to creativity Creativity because it is flex of easy riskless test items, not life- style, spousal relations, views of authorities tests measure courageless, gutless, body- less, revenge- less, wimpy forms of flexing Western societies tend to mentalize creativity, un-socializing it disem- bodying effective, educated, creative = words used easily but with foggy meaning contra- dictory uses: we need more of X. everyone is X, we say both if all of us are creative then none of us are = the rarity of being creative. Lake Wobegone: where all kids are above average! all are creative =we all generate things; all cannot be creative = creativity is rare, stands out wanting to be more creative than we now are = wanting to stand be unique, out, the world needs more creativity than it now has cuz it quickly bores us as we quickly get used to it we all feel creative cuz we all 1st create a self, as our 1st creation ortho fields = determines who rises to top of all tra- ditional fields 315, 5 in each of 63 strata, nominate 150 in each ortho field, who define it = Ortho Field Research Project Models of 54 orthogonal disciplines, including creativity, effectiveness, etc. Result = distin- quish creativity from effectiveness etc.; 7000 people, 9 years. 150 creators define their own models of creating = 60 overall models Each model has about 20 key variables and required envir- onmental con- ditions Illusion: assess firm environmt. for creating-- how it hinders enables creating Any envt. that helps of creating thereby hinders many more other 1 or 2 models models Make Interior Room Make Exterior Room Mental TravelPerceive Paradox Create Creation Machine Think ConquerManage Emergence: the emotional space for creating the time and facilities for creating the violation of all boundaries and norms seek- ing the new rare embracing what does not work, fails to compute, frustrates, disorients full panoply of preparatory subcreations that enable the final creative work generate associate decompose, map analogies among ideas commit to vic- tory, establish exceptionless discipline, make creating the norm set up automatons among populns. of ideas, then tune prune get rid of hassle generators; achieve great productivity to get enough free time to create revising all in your life till it completely and only supports your creating going where forbidden, violating all, using the discards of others loving what all others hate: failures, anoma- lies, tangles, paradox, delusions takes 8 to 10 years at 12-16 hrs./day; those unable to wait 8 years to create are inca- pable of it a lifetime of mind extensions that amplify you and make you intelligent the nastiness, toughness, courage of flexing parts of life, relations, ways of living flow from tuning interactions pruning noise till creations appear meet 1 per 2 or 4 week, track progress on 8 functions of the rec. model coach bosses/ execs of teams to permit the subcreations that enable final creative works the T-shirt courage test: if you have to wear a suit, too wimpy to create anything tools for fools = money for fools = selling creativity tools for $ while knowing they do not work fame, works, and sex; works that rep- resent you when and where you are not eliminate what squanders time, de-focusses you, and belittles worth your show own kids life of respect, slough trend/fad; poise from an audience of the unborn find heaven was always here, never away, we just missed recog- nizing it Phony Routes to Creating Creativity Confu- sions Creation Clarity How to Create Tools don’t create; Ordinary people don’t create; Only creators create 1 2 34 5 6 78 9 10 1112 13 14 1516 17 18 1920 21 22 2324 25 26 2728 29 30 31 32 33 34 3536 37 38 3940 41 42 4344 45 46 4748 49 50 5152 53 54 5556 57 58 59 60 61 62 63 64 65 66 67 68 69 70 7172 73 74 7576 77 78 7980 81 82 8384 85 A Fractal Concept Model Summary of All the Points Made in this Chapter THE NEXT PROCESSOR PROJECT WORD My studio will change all of world history via inventing new fundamental interfaces! A NEW WAY TO WRITE: A REPLACEMENT FOR PROSE A NEW INDUSTRY: THE PUBLISHING OF EXPERT CLASSIC READINGS OF TEXTS READING STRUCTURES OF CAREERS, ARTWORKS, EVENTS, PROSE, DISCUSSIONS EACH “READING” PRODUCES A SELL-ABLE PRODUCT, A USE-ABLE MODEL APPLY IDEAS IMMEDIATELY AND THROUGHLY

25. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVER- ALL MENTAL PRODUCTIVITY THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANYWHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND THE WORLD. OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS THAT NO LONGER EXISTS. ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS HAR- VARD, MIT, STANFORD, FREE VERSIONS AVAILABLE. IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES EXCEL- LENCE? Finding information from vast diverse sources Judging the quality, recency, accuracy of all that Fusing all that into models, easy enough to use, powerful enough to impact the world Improving those models as new information of relevance is come across Applying those models to NOTICE more, IMAGINE more, ACT differently than others.we fear death point of living? seeegoendategostart self = brain system interplay degrees of being oneself we are neuronal tea party meditation shuts down brain modules example: zazen shuts in-body module example: drugs shut in-body module injury shuts modules by degree death shuts by degree or at once what is left of awareness? seen it before born timeloss inanaesthesia no sense of gap life as ecstasy search ecstasy = self drops away, joy ocean self as pettyness that shuts out more we seek what death provides yet fear death = strange buddha self gives us life as suffering meditation reveals mindas worry creator when not led by our own thoughts suffering goes whenlookbeyond own mind suffering goes when see beyond separation/worry suffering goes when mind drops whatisleft?compassion creatures torturing selves withseparateness death unneeded = lose suffering in life by dropping ego, self the question of our existence? brain modules interacting create our sense of self/ego ways to shut down specific modules = death in life or religious experiences the death question, when all modules go, what awareness is left? we know the answer: before birth and in anaesthesia experiences what we most seek-- ecstasy--equals self drops away leaving ocean of joy we seek yet fear loss of self yet self causes worry if escape our own mind thought suffering goes away when self mind drop away what remains-- compassion so death is unneeded we fear the most what we week the most in birth, anaesthesia, ecstasy we all know the answer to the death question of what remains of awareness? degrees of being and not being a self come from particular brain modules what we fear loss of creates all our worry so losing it brings happiness not trouble, so losing self in life makes death unneeded A Solution to the Fundamental Problem of Human Existence: Degrees of being a self from brain modules create religious experiences, birth, anaesthesia, and ecstasy show us what death brings, namely, an ocean of joy, so what we fear losing, our self/ego is what tortures us with worry--if we let self drop away in life we do not need death--we can be happy while alive. Degrees of Being Me We’ve Already Been Dead Dropping Self Drops Suffering THE OVERALL ARGUMENT: The degrees of being our selves come from our self’s basis in interacting brain modules some of which we can shut down in meditation, with drugs, in ecstasy, all of which bring joy and meaning; Dropping away of brain modules brings oceanic pleasure, because suffering is generated by our minds/egos; when we stop being our own minds, suffering/separateness end bringing joy so we no longer need death for release from suffering. Being a self is quantal cuz self is interacting brain modules some of which we can shut down Injury, birth, anaesthesia and ecstasy shut down parts of us, pre- figuring death experience We fear the self-shut downs we seek, but dropping self relieves us of suffering caused by ego we all fear death what is the point of living if we die, we wonder. as kids we fear ego death just as ego starts developing self is from brain modules interacting so there are degrees of being a self as modules join in modules interacting create us-ness injury shuts down some modules = be partly us death shuts down modules, gradually or all at once we wonder what is left of awareness? what was it like before we were born-- we remember in surgery we lost sense of time elapse closed eyes awoke hours later, no sense of time lost all of life we seek ecstasy in ecstasy self drops away leaving oceanic joy self is a petty thing that shuts out more than it includes we seek in ecstasy what we fear in death but all our suffering comes from self and its separateness our mind is worry shown by meditation creator, when beyond thoughts suffering goes when beyond mind suffering goes when beyond separations suffering goes when mind goes what is left? compassion empathy for creatures tortured by their separatenesses lose ego = lose suffering = lose need for death 12 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 various religious practices shut down brain modules zazen shuts down I am in my body module drugs shut down other modules, ex. flow of consciousness one Read in order from box 1 to box 40, or, inversely, read from box 14 to 40 first, then read from 5 to 13, then read from 2 to 4, then read box 1 last; these are top down reading and bottom up, respectively. THIS REPLACES PROSE see count, names, order of points at a glance. Replace a bad 8000+ year old interface! FRACTAL PAGE FORMS

26. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING SCIENTIFIC MEETING MANAGEMENT THE BIGGEST PROBLEM--BEING TOGETHER This TOOL--Scientific Meeting Management The Best of East plus Best of West plus Better than Both PRIOR CLIENTS--Procter Gamble Cinccinatti, Procter Gamble Asia, Mitsubishi Shoji, Mitsui Busan, Sekisui Chemical, Taiyo Kogyo, Osaka University Hospital, France Bed Corporation, Uniqlo, Goldman Sachs Manhattan, J P Morgan Manhattan, Warner Lambert, Pixar Studios, Xerox Parc, Liveboard, Documentum, N V Philips Eind- hoven, Siemens, General Dynamics, Ten Cent China, Brunswick Corporation, CIA Langley, EDS, Coopers Lybrand Consultants, Weston Public Schools, Wellesley College, MIT I-Labs, Matsushita Elec. Ind. Co. Ltd., MITI, Finance Ministry, others. IMAGINE A MEETING That starts with a pre-meeting where all design today’s meeting, what to include, what to exclude; then the meeting itself; then a post-meeting where all review action items assigned by the previous meeting, and assigned in today’s meeting plus who will do what when where with each. Where the meeting leader lists his/her agenda and all attending add items to it as they enter the room. The first agenda item is all massaging that ungainly initial agenda into a time-priority effi- cient focussed list. The pre-meeting ends with a great agenda of what to do in the meeting and outside the meeting. Where all attending lead application of one treatment to one topic group or more, where the group masters more and more effective treatments each month for topic group types, where the first agenda item is designing a meeting so that you, if possible, make that meeting disappear; where an agenda item is--topic, group-assigned treatment of that in today’s meeting, group- assigned person to lead applying that treatment to that topic today, time allocated for this, for- mat of result required, customer to receive that form of output. That’s it--the method is just about that simple. WHAT THIS DOES FOR YOU Foreign cap firms working in East Asia cannot do meetings in the local Asian ways---such meetings are way too slow and too vague about what is agreed on and not agreed on (and Asian managers in them all too often say nothing at all). Foreign cap firms working there cannot do the opposite, that is, run meetings in Western ways---such meetings may appear time effective to foreign staff in Asia but the Asians in them are totally irritated, lacking the emotional alignment, full contexts and info, they demand before committing to lines of action. If you meet in Asian ways, foreign execs rebel; if you meet in Western ways, good Asian employees will not work with you and become impossible to hire. What can you do? GET FOREIGN EXECS ASIAN LEADERS MEETING A NEW WAY--Neither Asian nor Western. The Scientific Meeting Management course teaches, in 3 sessions, increasingly sophisticated versions of one simple method--self shrinking meetings, meetings led by all attending them, meetings leveraging myriad outside-of-meeting sub-meetings, meetings rigorously tracking action item completion. Attendees first lead obvious treatments for typical topic types then learn more sophisticated treatments of them. Then they invent treatments never tried before--aiming for world best productivity. This one simple method is as much a stretch for Westerners as it is for Easterners--it is neutral ground, where the best of both East and West blend to make something immense and new. . Consider the following differences and fixes for them-- What ONE SIMPLE WAY would fix them all? Asian Way Western Way Ineffectivenesses of BOTH Ways 1. meet to create emotional alignment 2. meet to create idea alignment 3. leader imposed limited agenda 4. whoever speaks X must do X--speak out bur- den 5. hypothetical speaking--any alternative discussed by anyone without commitment being implied 6. one leader per meeting assumption--attendees experience “being led” but not “leading”, only one person leads again and again 7. background priority--reading contexts beyond contents 8. foreground priority--reading contents beyond contexts 9. unclear contents commitment--ambiguity about what was said, committed to, omitted, unstated, realistic, likely to fail 10. nemawashi-- the pre-meeting makes formal meetings tatemae, everything real decided before the meeting 11. open decisions--meetings where real work and deciding get done 12. meetings with both too much and too little content-- assumption that most of meeting contents are inside the meeting itself 13. leader as edi- tor (pre-decider)- -in Japan the leader edits “genba” proposals but only after pre- arranging meeting outcomes 14. leader as monarch (com- mander, displaying authority over attendees)--Captain Kirk of the Star Ship Enterprise ordering people to do what they already are doing and to do the obvious = bossyness (a boat with 9 steering and 1 rowing) 15. non-total-quality--amateur un-evolving treatments of topic types and sloppy formats of results achieved--meeting processes without kaizen 16. slow committing--attendees demand they get ALL ultimate business info and context before committing to a line of action 17. fast committing--attendees demand what they are assigned and how their results will be evaluated only in order to commit (but later may lack enough context to fix unplanned obstacles and have little commitment to overall goal. 18. sloppy management of action items--both those done inside meeting and those done between meetings--tradition of deep discountings of what people promise 19. debate as sign of failure--good meetings and people hardly ever express diver- gence, disagreement or objections 20. debate as route to excel- lent ideas--getting right ideas is 90%, implementation is detail = that debate undermines emotional alignment so undermines implementation a cost Western- ers are willing to pay as promo- tions are for flashy launches not boring good completions 21. wrong treatments--of topic types ruin chances that meeting time will produce more than each individual working alone-- non-evolving fixed treatments-- most topics treated by “general discussion” that never improves and wastes lots of time 22. deliver knowledge via entire organization-- totalizing treatment of quality, robotics, and other bodies of knowledge 23. deliver knowledge via elite professions--follow idea con- sidered “right” due to authori- tative professional source even when idea obviously fail in implementation 24. the face-to-face assumption--assumption that attendees of a meeting are those physically around some table, not those phone-able, skype- able, survey-able during the meeting itself 25. where all agree = successful meetings--if all agree even though no one can articu- late what exactly they agree on, that is great 26. where all understand, what was assigned and how evaluated--even if why any or all of that is needed is totally unclear so emergent obstacles cannot be understood, agreed on, or handled 27. successful meetings--get more done than same individuals working alone for same amount of time; succeed in designing away so people never need to meet, meeting led by all present applying one treatment to one topic group or more 28. historical roots--buddhism = concepts are steps on road to hell; politics = entire iemoto killed if samurai opens mouth wrongly = disagreement = disloyalty 29. historical roots--right ideas imposed imperially crushing lives without situational care and consideration (Christian Spanish frying alive American indians to “save” their souls for centuries; worship of heros in earliest Greek civilization-- immortality via stories repeat- ing one’s great deeds 30. historical roots--in tradi- tional rural societies consideration speed unneeded; today speed essential to competing; bias for laziest treatment of all ideas “general discussion” so group never improves in han- dling topic types and individual never improve leading treatments. Consider the following differences and fixes for them-- What ONE SIMPLE WAY would fix them all?

27. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING RESULT 1: Meetings with both Western and Eastern alignments achieved RESULT 2: Some topics given Eastern treatments, others given Western ones RESULT 3: Meetings with fully expressive Asians, fully listening Westerners RESULT 4: Meetings with both context action items and content action items RESULT 5: Asians master Western treatments; Westerners master Eastern ones. WHO IS RICHARD GREENE Richard 1st came to Japan in 1976 setting up mass workshop participa- tory policy-design meetings (Chiiki Condonkai) of 400+ people each in 42 Japanese companies and cities. He won the Deming Prize at Sekisui with his Artificial Intelligence Circles program, the Baldrige Award at Xerox PARC with his Knowledge Systems Circles; taught at the University of Chi- cago Grad School of Business introducing their first quality, neural net estimator, international business, and software venture launch courses. His design studio, the Creativity Novelty Sci- ences SOLUTIONS STUDIO operates in Shanghai at SIVA for Detao Masters Academy where he is their 49th design master. He is author of 14 books, and revolutionized technology application at 9 global corporations 2 in Japan, 3 in USA, 2 in EU. Richard is a grad of MIT in artificial intelligence programming, and of Wellesley in creative writing, with 3 grad degrees from the University of Michigan including a PHD in total quality forms of research. His 2nd book Global Quality won numerous prizes and was called “a work of genius” by founders of the University of Chicago Grad School of Business who hired him two years before his Phd. He imple- mented high technology circles programs in 7 global corporations: Matsushita Electric, Sekisui Chemi- cal, EDS, Coopers Lybrand, Xerox PARC, NV Philips, Thompson Paris. He has taught as full professor at Keio University’s SDM grad school and Beijing University in Asia. His book Your Door to Creativity has just been published in Chinese. He has 23 years of NGO, global corporation, and academic experience in each of Japan, Korea, China, and in the EU. THINK ABOUT HOW MUCH OF EACH DAY, OF EACH CLASS, OF EACH COURSE, IS FILLED WITH MEETINGS. THINK ABOUT CONDUCTING each OF THOSE MEET- INGS AT 20 TIMES THE ENTHUSIASM, PRODUCTIVITY, AND CREATIVITY AS IS DONE NOW. IMAGINE MEETINGS IN WHICH EVERY PARTICIPANT LEADS THE APPLICATION OF SOME GROUP SUGGESTED TREATMENT TO SOME GROUP AGREED ON TOPIC. ALL LEAD ALL INSTEAD OF ALL PASSIVELY HEAR SOME UP FRONT MALE. THIS METHOD ALONE CAN MAKE A GROUP OR BUSINESS DOZENS OF TIMES AS CREATIVE AND PRODUCTIVE AS ITS COMPETITORS. New INDIRECT forms of leadership are emerging and dominating the parts of the world growing fastest--1) tuning interactions of populations of intelligent agents 2) erecting interfaces that bridge separated networks/markets 3) principled defining of business and human essences 4) policy-by- experiment 5) self mutation, self cross-over, recursive embedding, of evolution dynamics within 6) ecosystem dynamics--niching, parasitism, symbi- ots, species mixings. This course makes you master of them all. Non-linear System Dynamics Biological Parallelism Types Social Parallelism Types Social Event Computation Types Game Simulation Work Continuum Population Ecologies avalanches attractors catastrophes butterfly effect trajectories edge of chaos genetic competition neural nets fuzzy logics co-evolutionary landscapes simulated annealing Lamarkian self- organizing connection- ist sociality manage by events social automata leadership finite element analysis simulated social annealing coordi- market- ization nation social order diversity patchings parameters connected- ness physical games social games social gaming system simulations groupware social cyberwork: process events virtual work- placesubiquitous cellular workspaces research assemblies problem finding solving workouts quality cabarets parallel work events manage by balancing niche population evolution symbiotic partnering parasite competing species weave stabilities evolutionary dynamics SWAT authority JIT management agile alliancing co- food webs evolution biological The New Commonsense Emergence Replacing Design “We had heard all this complex adaptive systems stuff, and even hired the famous names, Holland, Kauffman, and others, but all that we learned did not fit our strategies till Greene’s course made the fit for us.” “The way you moved from abstract idea, to illustrative domains, to possible applications, to actual suggested applications for us was the point that made this course so much better than our Santa Fe Institute experiences” 64 NEW FORMS OF INFLUENCE; 5 NEW WAYS TO LEAD; Disruptions, Cultures, Techs, evolve clash so... LEADING BECOMES a set of functions variously deliver- ed, or self imposed by em- powered teams. We have entirely new means and ends of influence

28. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING EVOLUTION OF EVERYTHING ideas, careers, technologies, goals, cultures, opportunities, disciplines WHERE CAN WE GO TO LEARN HOW TO LEAD CREATE? TO THE MOST CREATIVE PROCESS IN THE UNIVERSE--NATURAL SELEC- TION--THE PROCESS THAT CREATED US, AND TO THE MOST CREATIVE PLACE IN OUR UNIVERSE, SILICON VALLEY: BOTH ARE PLACES OF IMMENSE FAST EVO- LUTION--Genetic algorithm styles of thinking HOW DO YOU LEAD A FAST MOVING EVOLU- TION PROCESS? HOW DO YOU LEAD SEVERAL INTERACTING FAST MOVING EVOLVING PROCESSSES? HOW DO YOU EVOLVE YOUR INFLUENCE AND LEADERSHIP INTERVENTIONS ADAPTIVELY ENOUGH TO STAY ABREAST OF SIMULTANEOUS FAST EVOLVING SYSTEMS, SUBSTRATES, MAR- KETS, TECHS? ARE NICHE GENERATION, SYMBIOTIC PROD- UCTS, PARASITIC MARKETS, MARKET ECOSYS- TEM STABLE SPECIES DYNAMICS--PART OF YOUR LEADERSHIP REPERTOIRE? ARE CULTURE OPERATIONS, CULTURE POWERS, CULTURE TRAITS, CULTURE DIMENSIONS, CUL- TURE SOCIAL PROCESSES, CULTURE DEFINI- TIONS, CULTURE USES, CULTURE TYPES PART OF YOUR LEADERSHIP REPERTOIRE?

29. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING SURPRISINGLY, THE DYNAMICS OF TECHNOLOGIES, VENTURES, FUNDERS, ENGINEERS IN SILICON VALLEY ARE MORE BIOLOGIC THAN TECHNICAL THE KIND OF THINKING OF SUCCESS- FUL SILICON VALLEY LEADERS LIKE THIEL IS CONTRARY TO ALL THAT CAPI- TALISM AND U.S. MBA PROGRAMS TEACH: competition is bad, users perfect products not engineers, venture funding is the kiss of death, ride someone else’s successful product, quality is focus and proper niche not traits of the product, users buy where you are heading not where you are now at.

30. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING THE NEW MATERIALS AND TOOLS OF LEADERSHIPS: 1) Five types of computational system in dialog, constantly generating still more computational system types 2) Computation embedded in and around and between all products and services 3) Biologic dynamics among firms, technologies, ventures, knowledge types, products, markets, cultures 4) Cultures of professions, nations, devices, users, at odds with each other 5) Narrow deeply talented leaders come across as dangerous, vulnerable, too static targets of faster developments

33. !# $% #$% ! % '% (% % )%#% *+% %,# -%'(#% .+% % -%%'(# !# /+%'(#% #(%#%#-% #%% % $ % % $

34. %#'%

35. *+%01%2#% %%%%%# .+%*3%!4% %%%%%# /+%56%'(#% 1+%56%!4%' 0+%56%##!#%' 5+%1.6% #%4 %%%%%'4# 7+%1.6%#%# %%%%%'4#

38. 8 %/% 9 %

39. : %# ;$% #$% $%

40. %(#% % % ( #%=% ' '$% #%; !%#(4

52. $ % '

53. % '

55. ( ) ( $*#

56. $*#

57. *#$

59. +#,-+% # !%-),

66. % -

69. NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIPTHINKING SYSTEMS ARE GLOBAL, PRODUCTS ARE GLOBAL, INFO VIA THE WEB IS GLOBAL: ARE YOU GLOBAL? WHAT HAVE YOU TRANSPLANTED ACROSS WHICH CULTURES? WHAT WAS THE RESULT? GOING OUT REQUIRES GOING IN--THAT IS-- REVISING DEEP EMOTIONAL PARTS OF WHO YOU ARE--CAN YOU HANDLE THAT SORT OF SELF EXAMINATION AND CHANGE? HOW SURE ARE YOU THAT THE CULTURES THAT CONSTITUTE YOU, THAT YOU NOW DEPEND ON AND WIELD, ARE SAFE, EFFEC- TIVE ANYWHERE OUTSIDE YOUR HOME TOWN? ,) 8/785(6 $5( 6(/9(6 $5( +,*+ 3(5)250$1(6 %HFDXVH 8/785(6 $5( 6+$5(' +($9,/ 35$7,(' 5287,1(6 ,) 8/785(6 %5,%( 7+(,5 0(0%(56 :,7+ ($6( IURP KHDY SUDFWLFH

70. $1' 6+$5('1(66(6 QR FULWLFLVP

71. 72 35()(5 7+(,5 :$6 72 27+(56· :$6 7KHQ Copyright 2007 by Richard Tabor Greene :K GR RWKHU PHPEHU RI D WRS EDVNHWEDOO WHDP GHPDQG DSRORJ IURP VRPHRQH ZKR PLWUHDWV RQH RI WKHLU WHDP PHPEHU ZKLOH WUDYHOLQJ QRW SODLQJ EDOO :K GR HQJLQHHUV KDYH D GLIIHUHQW FXOWXUH WKDQ 0%$V +RZ GR RX PDNH FXOWXUH VWURQJHU :KHQ LQ 5RPH VKRXOG ZH GR ZKDW WKH 5RPDQV GR ZK DQG ZK QRW :KLFK RI WZR FXOWXUHV LV EHWWHU :K GR DOO FXOWXUHV KDYH VXEFXOWXUHV $UH WKH VXEFXOWXUHV HTXDO SDUWV RI WKHLU RYHUDOO FXOWXUH :KLFK FXOWXUH LV PRUH SRZHUIXO LQ VRFLHW RYHUDOO 0%$ FXOWXUH RU (QJLQHHU FXOWXUH +RZ GR RX FUHDWH D SRZHUIXO FXOWXUH DPRQJ VWUDQJHUV RQ D QHZ JOREDO WHDP ,V FUHDWLQJ D SRZHUIXO FXOWXUH DPRQJ SHRSOH JRRG RU EDG GRHV LW PDNHV WKHP PRUH HIIHFWLYH 'R FXOWXUHV GHFOLQH DQG IDLO :K DQ VPDOOHU ZHDNHU FXOWXUHV RYHUSRZHU ELJJHU VWURQJHU FXOWXUHV :KDW LV WKH FXOWXUH RI WKH *DOD[ 6 RI WKH L3KRQH 6 :KLFK FXOWXUH LV EHWWHU ,I RX DUH D FXOWXUH LV WKH FXOWXUH WKDW RX DUH SRZHUIXO HIIHFWLYH IRU RWKHUV IRU RX DQ RX EH PRUH RI RXUVHOI RU OHVV :KHQ :K ,I RX DUH D KLJK SHUIRUPDQFH GRHV WKDW PHDQ RXU VHOI LV VWURQJ DQG HIIHFWLYH DQ FXOWXUHV EH LPSURYHG +RZ :K :K GR SHRSOH LQVLVW WKHLU ZDV DUH EHVW XQFRQVFLRXO FRQVFLRXVO -DSDQHVH GR EHWWHU LQ JURXS ZDV DQG FLUFXPVWDQFHV -DSDQHVH SUHIHU JURXS ZDV DQG FLUFXPVWDQFHV :KDW KDSSHQV ZKHQ ZDV DUH WULHG LQ ;·V FXOWXUH :K GR SHRSOHVRFLHWLHV FDOO ´D VROXWLRQµ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age 162 Copyright 2001 by Richard Tabor Greene, All Rights Reserved, Government Registered Email: richardtgreene@alum.mit.edu

NEW BROCHURE on creativity education SAFETY EIGHT EIGHT

Recommended

Recommended

More Related Content

Similar to NEW BROCHURE on creativity education SAFETY EIGHT EIGHT

Similar to NEW BROCHURE on creativity education SAFETY EIGHT EIGHT (20)

NEW BROCHURE on creativity education SAFETY EIGHT EIGHT