The Human Potential of Choice Colby Stuart 10:2011

The Human Potential of Choice

How values frame our choices
and how choices shape our future
not a presentation
an interactive experience experiment about choices

Dr. Colby Stuart • TransformationFest • 13 October 2011 • Haarlem, The Netherlands

1
Thursday, 12 January 2012

Premise of the
TransformationFest 2011
Inspiration
• focus on new thinking about the role innovation and creativity play in
transforming business

Networking
• opportunities to work together with attendees from other companies
and cultures to apply the day's thinking to real-life business problems

2

What is Human Potential?
Scientifically, potential is
• a physical quantity, capable of measurement at every point in a flow
system, whose properties always flow from regions where the
quantity has higher values of those in which it has lower, regardless
of the direction in space (Hubbert 1940)

Humanised, it is
• an inherent capacity for coming into authentic being so we can
experience an exceptional shift in our quality of life - filled with
happiness, creativity, and fulfilment

3

The key to human potential transforming a mindset

4


What is your ideal role in life?
What role would make you…..
happy, fulﬁll your dreams and sustain you?

What is the role you really want to play?
not the the role that you have played to fulﬁl the expectations of
others

5

What is the role of values in
human potential?
Values are what we stand for and believe at the very core of our human
selves
• core human values are part of our RNA and get expressed through our
behaviour and choices

Core human values exemplify who we are as individuals and frame our
perspectives (the what) and shape our dispositions (the how)
• each person sees the world through their own lens and from their own
position
• each person looks at the same situation and views it differently from the
others

There are many dependencies
• context and expectations also play a role in our capacity to reach toward
our potential

6

What is the role of human
potential in groups?
Give people something they cannot ﬁnd anywhere else
• the chance to become exactly who they believe they can become and to
contribute in a unique way which demonstrates that value to the group

A piece of a greater whole
• when people begin to do this, they often ﬁnd themselves directing their
actions within society toward assisting others to reach their potential

Enhanced by social media
• we see coaching skills developing through dialogue and discussion
• democratisation of old models of previously accepted behaviour

7

What is the role of values in
framing our choices?
Values establish a mental mindset
• values frame what we have the capacity to see or believe
• values create meaning

Values establish an emotional mindset
• values play themselves out in different contexts that affect our moods and
shift our dispositions

Values deﬁne our capacity to engage
• if we believe in something, we engage naturally
• if we do not believe in something, we continually struggle with how to
engage with it
• this is where choices become critical

8

How will your values frame
your choices?
We all have to make critical choices within a deadline.

One way to test your true core values is to put yourself in a critical
situation. Here is an exercise:
• You have 10 minutes before the spaceship leaves. You have no choice but
to get on it. You will never return.
• Who do you say goodbye to?
• Who do you take with you?
• What do you take with you?
• There is a space limitation:
• You may only take 1 person plus whatever you can carry and hold on
your lap.
• Who is there to greet you when you arrive?
• What will you do on your ﬁrst day?

9

What choices are shaping our
future?
mindset - inﬂuenced by traditional media

new signals from social technologies - challenging us to choose between
role as consumer and role as citizen

waves of inﬂuence from convergence of social media and the business of
networking - creating innovative opportunities

human desire to make a difference - now technologically enabled for
collective engagement and social innovation

web - democratising and transforming politics, enterprise,
communication, and cultural hierarchies

transformational, evolutionary leadership practices - emerging

10

What are the issues with
making choices?
limited perspectives - 360º insight needed

clariﬁcation of role, purpose and value

inﬂuence of perceptions, assumptions, expectations, concessions and
accommodations

assessment of risk and potential

pressure and capacity

knowing which approach will deliver wise outcome

implications for the future

11

What are your issues with
making choices?
Are you clear about the role you play in the choice - or - the role that the
choice plays in the situation?

Do you understand the purpose you serve in the situation?
Are you clear about the purpose the choice serves in the situation?

Are you adding value to the situation with your choice or taking value
away from the situation?
Does the situation create value for you?

12

What have been your most
difﬁcult choices?
Why?

What kind of choice was it?
• functional
• emotional
• philosophical

How did you evaluate its outcome?

What progressive insight did you learn from it?

13

One choice
never travels alone
let’s watch a 9 minute video that really tells the story

http://www.youtube.com/watch?v=U7DtefkJsw8&feature=related

14

Where is the 360º view?
Can we crowdsource our collective intelligence?

Can we use this collective wisdom to identify our choices?

Can we map the issues and consequences of those choices to make
them plain and clear to us?

Do we vision how those choices impact our future?

What is the impact of our collective human potential when we make
collective choices?

15

A business with a future is now more important
than one with just a past.

16


How will these mindsets
inﬂuence future growth?
Future = vision thinking
➡ choice: building innovation practices into business models

Past = solution based re-engineering
➡ choice: trying to plug innovation cells into business models that reject
them

Choice:
How to evolve existing business models incrementally into an innovative
system of potential?

17

What are your hopes for the
future?
Make a list of your hopes for the future
➡ choose a personal one
➡ choose a business one
➡ choose one for society or the world

Choice:
How can you use these hopes to evolve how you engage in your existing
roles?

How will this draw out potential opportunities in each of these contexts?

18

What are your fears for the
future?
Make a list of your fears for the future
➡ choose a personal one, a business one, and one for society or the world

Choice:
How can you use these fears to evolve how you manage risk as you
build potential opportunities?

19

Computational Paradigm Re-shaping Long-term Evolving
environments shift
in effect Worth
exponentially
expanding
Internet
access Connectivity Culture Putting
human
values Emerging
economics
Processing at
the
heart
of that
adopts
Communication Value
Creation
everything a
virtuous
Storage Exchange Democratisation value
stream
of
industries Dignity
-
the
core
Bandwidth human
value
and
cultures

What is shaping growth dynamics? shaping growth 1950 - 2050

20


What is the evidence
transforming our perception
of worth?
in society - human values at heart of choices

in the economy - relationships driving enterprise

in technology - exponential growth
• access, processing, bandwidth, storage

in culture - democratisation of countries, industries and ﬁnancial worlds,
using global communication platforms, is transforming how people
make choices and go about life

in worth - people are no longer accepting their limited participation or
potential

21

How can we transform our
engagement with value
creation and worth?
Choice:
Can we use a different value chain to evolve what we consider currency
of exchange and worth?

Human capital = personal development, human potential

Social capital = relationship development and networks of relationships,
your CRM database

Creative capital = information, knowledge, innovation, ideas, concepts,
knowledge networks, and networks of meaning

Financial capital = material development, money, physical assets

Where is your potential as you re-evaluate your worth on this scale?

22

What indicators are
transforming the potential of
business models?
globalisation - diversity and common cause

access - democratisation

connectivity - communication enhancement

participation - social innovation

transparency - accountability

choice - decision-making

worth - multi-level value streams

culture creation - power redistribution

23

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Evolutionary Timeline transitions 1950 - 2050

24


What are the paradigm shifts
in organisational potential?
visions of future possibility - not solutions for past problems

transition from control model to share model

• democratisation of organisations, industries and cultures creates
distributed and open source access to technology, people and
knowledge

transition from consumer/purchase model to citizen/contribution model

transition from an end-transaction model to a service model with multi-
value transactions at a every service delivery point based on feedback

25

We are no longer managing business units,
we are participating in communities.

26


What are the global platforms
framing the future of work?
reputation
scalable organising systems
communities of practice
principles, practices and standards
deliberated decision-making
inter-cultural, inter-disciplinary
integrated communications
open source
transparent accountability
replication, cloning and robotics
permissions and access

27

What is evolutionary
leadership?
leadership evolved through citizenship

evolutionary, transformational, inspirational

social and organisational innovation

developing potential of people and ideas

sustainable, systemic growth

worth re-deﬁned on 4 value levels:
• human capital
• social capital
• creative capital
• material capital

28

We need to make choices as citizens,
not in isolation as consumers.

29


What’s really needed from
leadership to reach the full
potential of organisations?
visionary, evolutionary leadership

learning organisations

creating an innovation culture

imagination

transforming the mindset

adaptation to technology and continual change

creativity

a way to validate identity and reputation

meaningful communication

meaningful contexts

30

This requires new focus
technology requires mathematical minds
innovation requires creative and strategic minds
leadership requires vision
networked organisations require the ability to think in uniﬁed service
systems
educational systems require talent and resources to prepare students for
the future
individuals require coaching to become more aware of their human
potential and whole value
people desire to believe they are making a difference in meaningful
contexts

31

What new skill sets will help
transform organisations for
future value?
managing mediated environments
strategic service system thinking
relationship management
concept development
identifying organising principles
pattern recognition
mathematic formulas and algorithms
preferences and permissions
value creation metrics
proﬁling and positioning
constructing unifying frameworks
scenario planning and model building

32

What does this mean for
wealth, worth and the
economy?
new deﬁnitions of wealth and worth

how to manage personal, the collective and our commons - natural
resources

how to redeﬁne the economy in context of future scenarios invested with
human potential

What is the value of human contribution?

What happens if currency drastically changes?

What puts relationships at risk?

What is risk management in context of future human potential scenarios?

33

Future choice.
Human Potential.
What if...
...collective intelligence over time provides us with ability to make choices
with tools to collect, manage, spend and grow wealth in new ways?

...nano-bots manage wealth systems beyond the scope of the human
mind?

...wealth systems manage global mass wealth to manage global
economies and end poverty and war without emotion but with sense?

...the health, education and welfare of a child became a core
sustainability strategy at the heart of every government on the world?

34

What are the issues and
implications of future
potential?
how to identify scenarios for the future - in the context of your work, your
people, your clients and their contexts

how to identify the parameters that deﬁne the future space - where you
can easily engage and create value for yourself and others

how to identify who we are, our core human values, our consciousness

how to make choices in the context of enhanced technology

how to identify the responsibilities of our role as citizens - and how to
contribute to the wellness of our communities and our economy

how to engage in lifelong learning - gaining progressive insight

35

If we want to shape a different
future, then we need to deﬁne
choices that will frame that
future.
What are the leading questions to open new dialogue with leaders about

creating value through the growth of human potential in new ways?

What are the simple practices we could integrate into leadership styles to

bring innovation practices into the daily routine to incrementally evolve a

business model?

How do we coach at a strategic yet conversational level?

We ask.

36

Human Potential starts with
one simple step.
Believe you are worth
something.
We are the ones we’ve been waiting for

Do something today that your future self will thank you for

37

Colby’s personal perspective on
the future of work
extremely rapid, exponential technological growth

silicon-based intelligence modeling actual brain cells @ speeds beyond
human comprehension

coding and life in circuitry

core human values embedded in DNA driving choice

a global economy networked in productive alignment with the health,
education and welfare of the population as a whole

every person has a unique and deﬁned worth

39

Recommended reading
Closing the Innovation Gap by Judy Estrin

Coaching for Performance: Growing Human Potential and Purpose by John
Whitmore
Engage! by Brian Solis

The Future of Work by Thomas Malone
Presence by Peter Senge, Otto Scharmer, Betty Sue Flowers
The Wealth of Networks by Yochai Benkler

Global Trends 2025: A Transformed World by the US National Intelligence Council
(NIC)

Confronting the Challenges of Participatory Culture: Media Education for the 21st
Century by Henry Jenkins
The Global Technology Revolution 2020, In-Depth Analyses Bio/Nano/Materials/
Information Trends, Drivers, Barriers, and
Social Implications by the US National Intelligence Council (NIC)
The Quick Start Guide to Making Choices by Colby Stuart and Sierd Loman

40

Who is Colby Stuart and what
is she doing?
Dr. Colby Stuart Author with Sierd Loman of The Quick Start
Quantum Brands BV Guide to Making Choices - 1st in a series
Kids 2020 Foundation about choices

Concept developer; executive creative director; Contributing global citizen of many
serial entrepreneur; geeky academically- communities with many choices seeking value
grounded scientist in life

Loves adventure of discovery Where you can ﬁnd me:
and voracious, persistent learning
colbymedia@gmail.com
Likes to stay ahead of the game - moving
www.twitter.com/quantumbrands
forward - likes to grow things
www.colbys.blogspot.com
Loves start-ups, inspiring innovation, growing www.facebook.com/colbystuart
value, & transforming old companies www.squidoo.com/ColbyStuart
Cooperative, collaborative, creative, www.squidoo.com/BrandMe
constructive, systematic www.squidoo.com/InnovationPractices
Talent for wiring up the brand technologically, www.kids2020foundation.org
organisationally, ﬁnancially, visually www.quantumbrands.net

Basic practices into best practices, stimulating speech on Human Potential http://ow.ly/Obqp
to go beyond best practices • European Futurists Conference, Luzern,
October 2009
Coming Soon: The Go-Choose platform
41

The Human Potential of Choice Colby Stuart 10:2011

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