I have developed and delivered two fresh and interesting sessions for Hyper Island, Unilever, Mercer and Pirelli. These sessions were developed as a response the Innovation and Sustainability imperatives faced by most managers.
Entitled "What got us here won't get us there!", this sessions teach managers about
1. Language, metaphor and reframing
2. Q-storming - designing powerful questions
3. Systems thinking
Managers leave these sessions better equipped to engage a future that is at once digital, mobile, social, green and data rich.
Super-Successful GLAMs (Text version with notes)Michael Edson
Opening remarks for The Commons and Digital Humanities in Museums
Sponsored by the City University of New York Digital Humanities Initiative, November 28, 2012
Organized by Neal Stimler and Matt Gold, with Will Noel and Christina DePaolo.
http://cunydhi.commons.gc.cuny.edu/2012/11/07/wednesday-november-28-the-commons-and-digital-humanities-in-museums/
From artificially intelligent systems towards real thinking tools and human s...Jorn Bettin
From artificially intelligent systems towards real thinking tools and human scale models that improve both human and machine learning
--
In an increasingly software and data-intensive human world, the objective of human-scale computing is to improve filtering, collaboration, thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
This objective is another way of stating the goal of developing a 'language and interaction style' that is better than any formal or informal language reliant on linear syntax.
--------------------------------------
Jorn Bettin is a Partner at S23M and loves building and working with high-performance teams. Jorn works with top-level subject matter experts and transdisciplinary teams to uncover and activate deep domain knowledge.
Jorn has a background in mathematics and his experience covers the following industries: logistics, industrial automation, healthcare, insurance, banking, legal and accounting, telecommunications, electricity, and government.
S23M’s MODA + MODE thinking tools complement Kaizen and agile techniques, enabling people and software systems to interact in the simplest possible way. MODA + MODE techniques create bridges of understanding between disciplines and organisational silos.
Jorn is passionate about open innovation and about addressing challenges that go beyond the established framework of research in industry, government and academia via the quarterly CIIC unconference. He is a co-author of a number of books on model driven product line engineering, is an expert on semantic interoperability, and has worked in methodology leadership roles at IBM in the 1990s.
Jorn is also part of Autistic Collaboration – a mutual support hub for neurodivergent individuals and ventures, and advises clients on the creation of inclusive cultures of innovation and knowledge sharing.
Museum mash-up, or vectors of visioningWendy Schultz
Describes a participatory engagement during the Design Develop Transform event in Antwerp, that combined multiple interactive futures methods: Manoa scenario building, the Verge General Practice Framework for Futures, the Postcards exercise, and Lego Serious Play. Participants explored possible long-range futures for museums and art.
Super-Successful GLAMs (Text version with notes)Michael Edson
Opening remarks for The Commons and Digital Humanities in Museums
Sponsored by the City University of New York Digital Humanities Initiative, November 28, 2012
Organized by Neal Stimler and Matt Gold, with Will Noel and Christina DePaolo.
http://cunydhi.commons.gc.cuny.edu/2012/11/07/wednesday-november-28-the-commons-and-digital-humanities-in-museums/
From artificially intelligent systems towards real thinking tools and human s...Jorn Bettin
From artificially intelligent systems towards real thinking tools and human scale models that improve both human and machine learning
--
In an increasingly software and data-intensive human world, the objective of human-scale computing is to improve filtering, collaboration, thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
This objective is another way of stating the goal of developing a 'language and interaction style' that is better than any formal or informal language reliant on linear syntax.
--------------------------------------
Jorn Bettin is a Partner at S23M and loves building and working with high-performance teams. Jorn works with top-level subject matter experts and transdisciplinary teams to uncover and activate deep domain knowledge.
Jorn has a background in mathematics and his experience covers the following industries: logistics, industrial automation, healthcare, insurance, banking, legal and accounting, telecommunications, electricity, and government.
S23M’s MODA + MODE thinking tools complement Kaizen and agile techniques, enabling people and software systems to interact in the simplest possible way. MODA + MODE techniques create bridges of understanding between disciplines and organisational silos.
Jorn is passionate about open innovation and about addressing challenges that go beyond the established framework of research in industry, government and academia via the quarterly CIIC unconference. He is a co-author of a number of books on model driven product line engineering, is an expert on semantic interoperability, and has worked in methodology leadership roles at IBM in the 1990s.
Jorn is also part of Autistic Collaboration – a mutual support hub for neurodivergent individuals and ventures, and advises clients on the creation of inclusive cultures of innovation and knowledge sharing.
Museum mash-up, or vectors of visioningWendy Schultz
Describes a participatory engagement during the Design Develop Transform event in Antwerp, that combined multiple interactive futures methods: Manoa scenario building, the Verge General Practice Framework for Futures, the Postcards exercise, and Lego Serious Play. Participants explored possible long-range futures for museums and art.
A Slideshow Book Review of The Systems View of LifeSilash Ruparell
Book review in slide format of the remarkable book by Capra & Luisi: The Systems View of Life: A Unifying Vision. Full review at www.silashruparell.com
The Human-Environment Relationship: Key Concepts and ModelsSteve Zavestoski
Lecture delivered at ABV Indian Institute of Information Technology and Management, Gwalior, Madhya Pradesh, India, as part of HUMANS | ENVIRONMENT | DEVELOPMENT lecture series as U.S. Fulbright Specialist, 30 Jan to 12 March, 2014.
From artificially intelligent systems towards real thinking tools and human s...Jorn Bettin
In an increasingly software and data-intensive human world, the objective of human-scale computing is to improve filtering, collaboration, thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
This objective is another way of stating the goal of developing a 'language and interaction style' that is better than any formal or informal language reliant on linear syntax.
Take charge of the political narrative by knowing your values and framing the debate. Presentation discusses George Lakoff's framing principles discussed in the book"Don't Think of an Elephant!"
Keynote Address: PASI 2013 in Methods for Data-Driven DiscoverySantiago Nunez
Science and technology require a broad change of perspective and overview. This presentation addressed the requirements of the Americas for advancing towards world-class scientific leadership with human values at its core.
Growing complexity of civilization is likely to become unsustainable at some point. How can we take control and guide our civilization toward a path that is sustainable?
25 june 2018 enkel U Spiral Dynamics MasterclassAdam Jorlen
Spiral Dynamics presentation by Adam Jorlen from enkel U, enkelU.com. Spiral Dynamics is a psychological approach that offers insights into people's worldviews, and how these shape values and drive behaviour.
A review of 3 big ideas: Paradigm shift, Neoliberalism vs Gaian Paradigm, Systems change.
See also addendum - Dynamic Diffusion.
Clare Strawn, Ph.D. May 2017
Manuel Manga
www.evolutionleader.com
This work created by Manuel Manga is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
The Commons as underlying logic to federate social disparate social change and sustainability efforts. A talk at the 'Imagine the Common Good' conference, Paris, August 25 to 28, 2013. Part of the Cultural Diversity & the Common Good panel.
Version française: http://www.slideshare.net/helenefinidori/fdrer-les-efforts-pour-un-monde-meilleur
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Without taking into account the many worldviews that currently co-exist and crafting ways of including them in a positive and healthy form we will continue to alienate vast sections of all communities of humankind
This volume deals with the predominately ‘exterior’ -that which can be measured or seen. ‘Behaviour’and‘Systems’.quadrants.
The Cosmos
Urban Hub 30 adds predominately the ‘interior’ – that which is felt. ‘Psycho’ and ‘Cultural’ quadrants – making the ‘whole’
The Kosmos
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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2. between humans and software systems,
3. and between software systems.
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A review of 3 big ideas: Paradigm shift, Neoliberalism vs Gaian Paradigm, Systems change.
See also addendum - Dynamic Diffusion.
Clare Strawn, Ph.D. May 2017
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www.evolutionleader.com
This work created by Manuel Manga is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
The Commons as underlying logic to federate social disparate social change and sustainability efforts. A talk at the 'Imagine the Common Good' conference, Paris, August 25 to 28, 2013. Part of the Cultural Diversity & the Common Good panel.
Version française: http://www.slideshare.net/helenefinidori/fdrer-les-efforts-pour-un-monde-meilleur
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No one vision is sufficient in and of itself – visions can guide but only by collaborative action in a creative generative process can visions grow and become part of an ongoing positive sociocultural reality.
Without taking into account the many worldviews that currently co-exist and crafting ways of including them in a positive and healthy form we will continue to alienate vast sections of all communities of humankind
This volume deals with the predominately ‘exterior’ -that which can be measured or seen. ‘Behaviour’and‘Systems’.quadrants.
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Urban Hub 30 adds predominately the ‘interior’ – that which is felt. ‘Psycho’ and ‘Cultural’ quadrants – making the ‘whole’
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
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Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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"What got us here, wont get us there!" Pirelli july 2014
1. What got us here
won’t get us there
Why a brave new world needs brave new words
By Mebs Loghdey
2014
2. In the UK TESCO can pick up on the
content of your TWEETS to friends, your
individual style from PINTEREST, the food
you like from YELP, your level of fitness
from RUNKEEPER, your social life from
EVITE, and tie it in with local weather to
send YOU a customised recipe idea
you might actually appreciate!
5. ender
enerations
eography
Faultlines
(Source: WEF, Davos 2014)
ndividuals
nstitutions
nter-national
G
I
6. 50k years hunter gatherers
Anthroposcene
65m years first primates emerge
400m years vertebrates emerge
475m years plant life emerges
2,8bn years multicellular life emerges
3,8bn years ago life emerges
4,6bn years planet earth formed
8. 1500 yrs ago
2250
yrs ago
3000 yrs ago
Now
Transport
• 3mins ago – internal combustion engine
• 2 mins ago – motorcar
• 1 min ago – rocket propulsion
• 50 secs ago – space travel
• 10 secs ago – re-usable space shuttle
Communications
• 11 mins ago – printing press
• 3 mins ago – morse code
• 2 mins ago – telephone
• 90 secs ago – radio
• 85 secs ago – TV
• 1 min ago – fax
• 25 sec ago – PC
• 12 secs ago – internet
• 10 secs ago – mobile phone
• Now – google, facebook, twitter etc
3 mins
9.
10. Time
Population
growth
2050 – 9,5 bn people on earth 70% will live in cities
2000 – 6 bn people on earth 50 % lived in cities
1900 – 2 bn people on earth 15% lived in cities
1800– 1 bn people on earth 97% didn’t live
in cities
13. has always changed our
relationships to
• each other
• non-humans
• environment
• time
• space
• values
• culture
• knowledge
• markets
Technology
• Language
• Printing press
• Telescope
• Clock
• Space travel
• Mobile
• Search
• Social
• Cloud
14. We shape our tools and then our tools shape us.
Marshall McLuhan
18. AMBIGUITY
COMPLEXITY
VOLATILITY
• new competitive phenomena
• break-up of old structures & categories
• break-up of old connections & causality
• connections between new variables
• patterns of interaction
• limits of classic “prediction” techniques
• the new economics of credibility & trust
• asymmetrical reaction to “weak signals”
• network & reputational effects
+
+
20. Macro question
1. How can we reduce per capita demands on the
biosphere by over 50%, within 50 years, while
simultaneously increasing the standard of living of the
world’s poor?
Mezzo question
2. How can organisational systems deal with the
interconnectedness of all things?
Micro question
3. How do we draw people into a creative and
collaborative process in the face of such complex
challenges?
21. Organisational thinking
• Event-driven
• Left brain
• Rational
• Reductionist
• Sequential
• Analytical
• Symptomatic
Ecological thinking
• Process over time
• Holistic
• Systemic
• Non-measurable forces
• Unexpected outcomes
• Silent evidence
22. HERE
FRAMES
VALUES
PROCESSES COMMITTMENTS
STABILITY
THERE
CHANGE
CLICHÉS
DOGMAS
ROUTINES MILLSTONES
INERTIA
23.
24.
25. Our fixed frames
• Democracy
• Market-based solutions
• Consumption-based economics
• 1st world and 3rd world
• Fixed pie
• Zero sum
• Growth is good
• Whole is the sum of the parts
• Income vs capital
• Intrinsic vs extrinsic value
• Quantity vs quality
• Marriage
• Gay Marriage
26. US political frames
Conservatives
• Strong Defense
• Free Markets
• Lower Taxes
• Smaller Government
• Family Values
Progessives
• Stronger America
• Broad Prosperity
• Better Future
• Effective Government
• Mutual Responsibility
27. Arm-wrestle for 30 seconds.
The winner will be the one that
manages t o push t h e i r
opponent’s hand down most
times in the 30 seconds.
29. • New Business Logic?
• New Organisational Logic?
• New Issue focus?
• New Skills/Knowledge?
• New Actions?
• New Standards?
• New Principles?
• New Measures/Rewards?
• New Disciplines/Protocols?
INTELLECTUAL
FRAMES
BEHAVIOURAL
FRAMES
EMOTIONAL
FRAMES
• New Atmosphere?
• New Passions?
• New Focus?
• New Energy?
32. Pirelli leaders as
• Language designers
• Aware of their own frames
• Frames of others
• Able to activate new frames
• Remove existing frames from play
33. The stories we tell.
• We construct problems via the stories we tell.
• Stories are built on deep metaphors, frames,
facts and values.
• Complex problems are usually dilemmas.
• Dilemmas are deep metaphor conflicts.
34. Story version 1
The experts concluded that if the community were to be healthy, if it
were not to revert again to a blighted or slum area, as though
possessed of a congenital disease, the area must be planned as
a whole. It was not enough they believed to remove existing
buildings, that were unsanitary or unsightly. It was important to
redesign the whole area so as to eliminate the conditions that
caused slums – the overcrowding of dwellings, the lack of parks,
the lack of adequate streets and alleys, the absence of
recreational areas, the lack of light and air, the presence of
outmoded street patterns. It was believed that the piecemeal
approach, the removal of individual structures that were
offensive, would only be palliative. The entire area needed
redesigning so that a balanced, integrated plan could be
developed for the region including not only new homes but also
new schools, churches. Parks streets and shopping centres. In this
way it was hoped that the cycle of decay of the area could be
controlled and the birth of future slums prevented.
35. Story version: 2
In summary, then we observe that a number of factors contribute to
the special importance that the west end seemed to bear for the
large majority of its inhabitants. Residence in the west end was
highly stable, with relatively little movement from one dwelling
unit to another and with minimum transience into and out of the
area. Although residential stability is a fact of importance in itself,
it does not wholly account for commitment to the areas for the
great majority of people, the local area was a focus for strongly
positive sentiments and was perceived probably in its multiple
leanings as home. The critical significance of belonging in or to
an area has been one of he most consistent findings in working
class communities in the US and in England. Patterns of social
interaction were of great importance in the west end. Certainly
for a great number of people, local space served as a focus for
social relationships. In this respect the urban slum community has
much in common with communities so frequently involved in folk
cultures.
37. Don’t waste my time
It cost me an hour
I have invested time
Budget your time
Living on borrowed time
Use your time profitably
I”ll spend my time with you
“Time is money”
Modern life
38. Work-life balance
Ecological balance
Balanced diet
Balanced flavour
Balanced car
“Balance”
Scientific research
Lifestyles
Winemaking
Automotive engineering
Sustainability
39. Virgin territory
Mother earth
Sister company
Mother nature
Mother ship
“Womanhood”
Land use
Ecology
Environment
Sustainability
Agriculture
41. The environments of human thinking are artificial
through and through. Humans create their powers
by creating the frames within which they exercise
their powers.
Edward Hutchins
Talking differently rather than arguing well is the
chief instrument of cultural change.
Richard Rorty
The world we live in are the words we use.
Ludwig Wittgenstein
43. Barriers to change
Role, skills, knowledge,
socio-demographics, relationship set
Limiting personal beliefs, values,
frames and assumptions
Individual subjective Individual objective
Collective subjective Collective objective
Group culture and shared norms
Mental models, Unwritten rules
Political, Economic, Social, Technological,
Legal, Environmental
44.
45. New language is the key to transformation.
• New concepts and metaphor – new frames
• New frames - new language
• New language - new reality
• New reality - new dimensions
• New dimensions - new discourse
• New discourse - new system design
• New system design – new system behaviour
46. 1. Fold your arms the opposite way
2. Sign your name with you other hand
3. Draw your neighbour without looking at paper, without lifting
your pen off paper and at the same time ask them a question
about themselves
4. Arm wrestle for 30 seconds…
47.
48. Antony and Cleopatra are lying dead on
the floor in an Egyptian villa. Nearby is a
broken bowl. There are no marks on the
bodies and they were not poisoned. No
person was in the villa when they died.
How did they die?
53. Mental models
Mental Models
• We all have them
• They develop over time and are shaped by our
background and experience
• They process information for us and determine what we
DO and DON’T see and hear and what we DO
54. Mental Models
• Paradigms
• The way we think
• Professional Lenses
• Organisational Orthodoxies
• Values, biases, assumptions, beliefs
55. Mental Models
They are strongest when…
• They have worked well over time
• The environment has been stable
• Their use has been rewarding in practice
• Help us decide and act quickly
But
• They make us think passively
• They make us reject new information that does not fit
what we already believe in
56. what you
do
How you
frame
the situation
determines determines
what you
see, think
and hear
who
you “see” as
your
stakeholders,
How you define
your business
what
you do
(your strategy)
Mental models
Observed behaviour
Consequences
Information about
the environment
determines determines
65. Sixteen Times
Cut the cake into two pieces. Put one piece on top
of the other and cut in two again. Put all pieces on top
of each other and cut in two again. Put all pieces
on top of each other and cut in two again.