What tiny fraction of creativity are you attempting? 30 CREATIVITY SCIENCES 30+ MODELS OF EACH--When Creations Lead not People

CREATIVITY LEADS: Using the Happy Coincidence THAT in Every Field and Era the MOST CREATIVE PEOPLE are also the MOST PRODUCTIVE; More Tries = More Diversity Explored = More Discoveries = More Creations Three Sizes of TOOLS for LEADING VIA CREATIONS 6 Weeks, 6 Semesters, 45 Tools in 3 Semesters INTRO TO THIS BOOK

All we think and do rests on intellectual media and interfaces centuries old--prose, brainstorms, bullet pints, meetings. IF we update such heavily-usedeach-hour foundations of thought--making them more evolutionary, bio-logic, computational, multicultural, enormous leaps ahead in mental productivity result, which, in turn, result in enormous increases in creations made. Below are 3 sets of tools that get us to make Creations that Lead, replacing big mouth males up front, the latter a sick poor substitute for “leadership”.

C R E AT I V I T Y & N O V E LT Y S C I E N C E S S C H O O L One Year Version of One 2-Day Weekend Per Month for 12 Months

Email: [email protected]

Sciences Workshop 6 hours Saturday, Application Exercise 6 hours Saturday night, Sciences Workshop 6 hours Sunday

SCIENCE TYPES

30 CREATIVITY & NOVELTY SCIENCES

CREATION OPERATORS

CREATION OPERANDS

SPECIFIC MODELS AND METHODS

APPLICATION AREAS

THE OVERALL MODEL

CORE IDEAS AND PROCESSES APPLICATION ALGORITHM

ANCILLARY MODEL ONE ANCILLARY MODEL TWO

FASHIONS ARTS hats, shirts, belts fantasy-manga, programs, games

VENTURE smartphone apps techs, firms

ONE MONTH BUSINESS---Find&Photo the best; Build&Make own best; Produce&Sell 5 items; ScaleUp&Sell 20 items; Invent&Build&Make 2 nd hit product similarly designed as proof, sell 5 of them.

1

FIRST WEEKEND

6 catalog models

6 blend models

6 social models

6 group models

6 knowledge evolution models

6 experiment models

6 system models

6 purity models

6 self models

6 mind models

INTELLECTUAL INTERFACES

2

SECOND WEEKEND

Replace MEETINGS with scientific rules of order

Replace DISCUSSIONS with stratified Replace PROCESSES/CLASSES with Replace BRAINSTORMS with mass workshop events respondings social design automata

Replace READING/WRITING of prose with fractal page forms

CAUSAL INTERFACES

3

Replace POINT reading with causal reading

Replace NATURAL solutions with root solutions

Replace PROBLEM FIXES with solution cultures

Replace SINGLE RIGHT-Y models with model libraries

Replace PROBLEM SOLVING with neurotic blindspot fixing

SOCIAL INTERFACES

4

Replace IMPROVEMENT with social process balances

Replace MERE CONTACT with social index increasers

Replace MORE CONNECTION with Pulsed System rhythms

Replace PERSON INFLUENCE with ecologic influence

Replace OPTIMIZING AWAY problems with ideal energy flows

SELF DYNAMICS

5

128 self management dynamics

THE DESPAIR DOORWAY—change be X to have X

What motivates enough to stop loving parts of your self?

Selves as high performances = cultures

KNOWLEDGE DYNAMICS

6

64 knowledge flow dynamics

Compile across formats, explicitnesses, social supports

The social life of information

20 knowledge formats

EXPERIMENT & DISCOVERY

7

16 qualitative experiment types

Personal theory libraries

Fast emotive brain sets context of 180 flaws in thought (to what slow concept brain notices overcome)

ART & INVENTION

8

64 purposes of all arts

128 TRIZ moves, exaptations, bricolage

One breakthru applied everywhere

EXPRESS & EXPLORE

9

64 creation step moods

Anthropologic, theologic liberations Seeing from inside your audience

Image-name-description

88 emotional intelligence abilities IDENTIFY, USE, & ENHANCE MARKET DYNAMICS-self dynamics, knowledge dynamics, experiment & discover dynamics, art & invention dynamics, Self indexing fractal page forms expression & exploration dynamics = try product anti-thesis experiments, design for art functions, Morphological idea mpas explore expressive product dimensions, powers. SAMPLE PRODUCTS--Build five sample “optimal” Societal manias and selling products and test onfive friends and five strangers invents focus groups. Identify re-invention dimensions/features/values. Self opening via difference encounters

64 capabilities of highly educated persons

Adulthood at age 55: replace your initial factory settings

Empirical defining

5 models 300 capabilities

Learning-educating 20 differences

256 dynamics of great careers

Phase gate deceleration

Things that speak for you

Kegan's phases of self development

16 sources of anxiety

64 leadership functions

The extreme difficulty of helping anyone in any way

Quality as a theory of the essence 128 leadership functions of work and business from research

Shadow leading via structural remarking

256 effects 48 genres

Aphorisms—Santa Fe—non-linear system dynamics in/outside minds

Response to response matrices

Non-liearities within minds

Non-linearities between minds

CREATIVITY MODELS NEW MEDIA & INTERFACES

WHEN

SELF DYNAMICS EDUCATEDNESS

10

THIRD WEEKEND

FOURTH WEEKEND

The system of subinventions that make one work

DIMENSIONS OF DIFFERENCE---Analysis of a series of best products by others; interpolate & extrapolate new dimensions; invent new products there, test viability of new features; explain past successes with feature dimensions

IDENTIFY YOUR 2 BEST & MOST DIFFERENT DESIGNS---Tweak both so as the designs enable educatedness, career, and leadership dynamics.

PARENTING & LEADERSHIP

11 12

SYSTEMS

13

CULTURE

14

64 dimensions 9 powers

Selves-cultures-highperformances as Transplanting X across cultures: products, leaders, practices shared practiced routines

Culture koans

Social plasmas idea fusions

QUALITY

15

22 customer sat dimensions

Process-fact-deploy-satisfiers-voices De-waste to reveal causes; evoutionary solving

20 quality totalizations

20 quality globalizations


INNOVATION

16

60 models of innovation

Innovation as moral and culture work

Monastic innovations

Industry changing/inventing innovations

FOUNDING VENTURES

17

420 Silicon Valley dynamics

Venture techs not businesses + anti- From nothing venture starts— college as venture enemy cultures

Sell enthusiasm, live on investments not income

Venture/product ecosystems: parasites riding others' growth

ART & INVENTION

DESIGN

18

60 approaches to design

Design as un-designing

All boundaries violated = remote abstract new standpoint

Social design automata

COMPOSING

19

64 composition functions

Ecstatic “flow” weaving thematic threads

Making ephiphanies re-present = flow composing = flow audience

64 purposes of all arts

Dimensions of difference analysis 15 DESIGNS COMPETING---Pick three most diverse and interesting design approaches of 60 presented to you and apply to all 5 above, design of: product, production, marketing, scale up, investment. Quality Cabaret dynamics

FASHION

20

60 fashion moves

Visual dominance—fit vs upset inverse U function

Different dimensions of evolution

TRIZ-like fashion operators

Fashion outcome measures

PERFORMANCE

21 22

48 story of story dynamics

You are the violin & violinist

Life is THIS very moment—this is IT

16 sources of ecstatic performance “flow”

Using scripts to give messages

NINTH WEEKEND

420 natural selection dynamics

Not survival of the fittest but continual increases in levels of complexity—evolution tuned mutation rates

From selection pressure, to moving, to equipping, to inventing own artificial environments

The fractal nature of natural The evolution of evolution selections systems within dynamics natural selection systems within etc.

WHERE SATISFYERS & DREAMS GO---Find via interviews evolution directions of your competition, and of parts of your customers' impression determinants, to specify needed next versions/features/ products/marketings

TENTH WEEKEND

16 story types, 64 moods

One story—self change

The Despair Doorway

Kegan stages in stories

Contextual universe travel

16 comedy avalanche types

Sudden explosive frame shifts

Clowns puncture pomposities

Escaping shoulds


GAME DYNAMICS

23 24 25

16 game types

Flow from tuned engagement at edge = system effects “flow”

Response to response matrices

Playing beyond rules


DESIGN STORY-COMEDY-GAME ASPECTS of the product/production/marketing/scaleup/ investment. Make your presentations on the product interesting enough to be sold by themselves without the product. Sell ads.

HISTORY & VALUE DYNAMICS

26

ELEVENTH WEEKEND

Theory powers

More theory = notice more = larger world/life than others

The socialness of final values

Who is your audience?


COMMONSENSE SHIFT DYNAMICS, biosense, socialware, software

27

83 bio-computation types

Bone stronger than steel because it Self emergence replaces design; grows where most stressed and fixes growing X not designing X; its own breaks = self sense and self What populations adapt to repair.

THE 30 CREATIVITY SCIENCES-INTER-RELATIONS

28

30 creativity & novelty sciences

Grammar of creativity models to menu of things to create to stories of evolution

NOVELTY AMOUNTS & TYPES ACHIEVED

29

22 degrees of novelty

Degrees of abstractness of what gets Contribute to your field, changing Substrate upgrades—taking Finding the one utterly new changed, and unlikeliness of what it, making it change other fields. innovation credit for them = capability a substrate ubgrade gets made abstract fake innovation enables = real innovation

THE MORAL DIMENSIONS Creativity & Innovation Noise

30

16 sources of creativity and innovation noise

Refusal of fake, false, creativity & innovation noises---creating as moral work.

CAREERS

KNOWLEDGE DYNAMICS

EXPRESS & EXPLORE

EVOLUTION DYNAMICS

REALITY SCIENCES

STORY DYNAMICS COMEDY DYNAMICS

CREATIVITY & NOVELTY SCIENCE INTER-RELATION DYNAMICS

Dynamics

FIFTH WEEKEND

SIXTH WEEKEND

SEVENTH WEEKEND

EIGHTH WEEKEND

TWELTH WEEKEND

Insane greatness from industry changing seeds

Dozens of systems at the Contextual universe travel absolute physics optimum via natural selection refinement not of fitness but of organization

Fractal wrapping of creations The creativity disease within creations within creations: product-market-distribution etc.

Avoid all innovation noise sources 5 cultures of business as = field changing novelties novelty eroders

Coming home with a magic elixir

Supporting creativity? Creators are those who never need or use “supports”.

QUALITY--Identify particular system effects your best 2 designs “ride on” or “fix”, the culture norms your designs “ride on” or “fix”, measure customer satisfaction along all 22 dimensions of satisfaction from total quality. Optimize the 2 designs along these 3 areas. INVENT 5--not just 1) a product (your 2 designs) but 2) production process, 3) marketing process (making your product known), 4) scale-up process 5)investors

PRACTICE SAMPLE VERSIONS---Design, compose, practice, perform sample version of events, show insertions, after-hours parties, and other fashionperformance processes part of your production/marketing, scaleup, investment processes

GO FOR FIELD CHANGING FEATURES Tweak your product design so as to challenge, conquer, and change the direction of the entire field it is in. Design features that change view/valuations of all extant former products and features in your field. PUT IT ALL TOGETHER---into a show for investors a show for possible customers, a show for possible distributors, a show for possible producers---that wins great terms, conditions, orders from them all. PACKAGE RESULTS OF INITIAL SHOWS DONE---to sell your entire company and its planned future products to others to run and grow.

A CREATIVITY LEADERSHIP COLLEGE 13 Chapters, 1 Book, 13 Courses 13 Chapters, 1 Book, 13 Courses

computational socialities

By Richard Tabor Greene LEADING CREATIVITY ITSELF LEADERS OF CREATORS CREATORS WHO LEAD CREATING LEADERS CREATIVITY LEADS Everything about Every Form of Creativity Updated Digitally, Updated Biologically from East Asian totalizations of bodies of knowledge to social design automata replacing brainstorms, from professor delusions of technique to actual change in business practices from interacting global Religions of Business. From regular disasters as elites slight and mess up handling cultures to riding culture waves that dismay and destroy others.

HOW APPLE DID IT, HOW SILICON VALLEY DID IT, HOW NATURAL SELECTION DID IT, HOW YOU CAN DO IT

My first CREATIVITY LEADERSHIP online onsite MOOC course, is in post-production in China, being translated into Chinese. It introduces all that is here but no one course can match the scope and depth of what this book of papers presents. Imagine yourself the master of DOING all that each model diagram in this book presents! EACH chapter in this book will become a follow up online onsite MOOC course in coming months and years. THIS IS A CHANCE FOR EUROPE, THE USA, & ASIA OUTSIDE CHINA to get ALL of creativity, computationally, biologically, socially, globally understood and deployed UNDERSTOOD, turned into PRACTICES, and MASTERED. IF THE ONLY JOBS LEFT BY A.I. SOFTWARE & ROBOTS, AND BIG DATA ARE CREATIVE ONES --then this book is YOUR only route to future job security! REPERTOIRES OF PLURAL DIVERSE MODELS that no professor will provide (they promote their own single right-y models) so you can see and assess what you do, fund, emphasize, omit, fear, never imagined. So you can get dozens of entirely new ways to create rather than putting more umpf into 1 old way.

via social automata

CREATIVITY MODELS 32 principles of Japanese aesthetics

apply mental operators to 64, 128, 216 ideas at a time

5 compute system types in dialog

INNOVATION

THINKING DESIGN

MODELS 16 traits of technology markets

16 transparent system methods 64 dimensions

of socialness

evolving ecosystems

SOCIALNESS 38 male/ female brain differences

13 Chapters 1 Book 13 Courses

DIMENSIONS 64 social processes

LEADING/CREATING ecosystem dynamics among technologies

source of business practice innovations

COMPOSE/ PERFORM

geometries of thought

LANDSCAPES OF

30 CREATIVITY SCIENCES

the secular divine: beyond ego 420 Silicon route to Valley ecstasy

Dynamics

modes of

existence

SILICON VALLEY 180 flaws in thought

RELIGIONS OF BUSINESS

masculine ways to feminize systems

being both violin & violinist

THOUGHT DESIGNS

complex adaptive systems

420 core culture handling parameters

CULTURE POWERS 16 culture operations 64 culture types 64 dimensions

64 sources of entrepreneurship


32 mind extensions that make us smart

NATURAL

SELECTION

128 system handling fault types

53 biologic computation regimes

SYSTEMS EFFECTS 48 genres of system effects

Copyright 2015 by Richard Tabor Greene All Rights Reserved EMAIL: richardtgreene@ alum.mit.edu

30 CREATIVITY SCIENCES Design, Invent, Invent, Compose, Compose, Perform, Perform, Design, Tech Venture Venture Launch, Launch, ++ 25 25 Others Others Tech What APPLE stores did to retail What APPLE iphone top of top performance did to profits What APPLE app store did to competitor devices What Streaming did to iTunes What APPLE Jobs did to product launches as theatre What APPLE design did to MBA fast minimal offerings

= PLURAL CREATIVITY SCIENCES AT THE SAME TIME = Performance, Design, Drama, Innovation, Systems, Composing+ Where others rut themselves in the 1 way that worked (for MBA careers) in their past--APPLE broccoli-ed into plural diverse parallel simultaneous CREATIVITY SCIENCES. Heroic male elitist analytic East Coast Religions of Business AND software nerd only West Coast Religions of Business fall helpless before APPLE’s deployment of PLURAL CREATIVITY SCIENCES!

SCATTERED, COMPETING, IGNORANT, CULTURALLY LIMITED, NOT INTERACTING, The 30 Creativity Sciences are scattered across dozens of departments, consultancies, buildings, conferences--separate, not mixing, not learning from and uplifting each other. TILL APPLE took 5 of them and led the world. AN IMMENSE GRAMMAR UNDERNEATH THEM ALL--120 MODELS OF CREATIVITY In each drama, poem, tech app, fashion, etc., processes reach points of blockage, creators stymied, unsure where to go and how to go--singularity points they are called. Research finds PLURAL COMPETING creativity models at work at such points. By meta-creating--finding what creativity models you use and omit, emphasize and shun, processes become unstuck and new lines of creation surpass earlier ones.

TWO IMMENSE GRAMMARS OF INNOVATION, CREATION, DESIGN, INVENTION: 1) 30 CREATIVITY SCIENCES (below 2) 120 CREATIVITY MODELS IN THEM ALL ..

&5($7,9,7< 129(/7<6&,(1&(6 6WHYHQ-REVOHG6LOLFRQ9DOOH\FUHDWLQJWKHZRUOG·VPRVWYDOXDEOHFRPSDQ\E\H[WHQGLQJIURPRQHFUHDWLYLW\VFLHQFHWRKDOID GR]HQRUPRUHDV´WKHSURGXFWVµRIKLVFRPSDQ\WXUQLQJODXQFKHVLQWRSHUIRUPDQFHVSURGXFWXVHLQWRFRPSRVLQJVSURGXFW SXUFKDVHLQWRUHWDLOVKRZSHUIRUPDQFHVSURGXFWGHYLFHVLQWRGRRUZD\VWRXVHUJHQHUDWHGOLEUDULHVRIFUHDWLRQV+HGLGQRW DFFHSWWZHDNXVXDOHQJLQHHULQJEXWIRUFHGHQJLQHHUVWRZRUNWRLQYHQWWKHQHZ+HGLGQRWMXVWJHQHUDWHQHZSURGXFWVEXW QHZLQGXVWULHVJHQHUDWHGE\VLQJOHQHZSURGXFWV+HVDYHGDQGLQYHQWHGLQGXVWULHVXVLQJ'(6,*167+$7/($':KDWLVWKH FRUHRIKLVPHWKRGSDUWZDVVKHHUSRZHUKHZDVD&(2DQG2ZQHUZLWKPRUHSRZHUWKDQXVXDO&(2V WKHRWKHUSDUWLVKHUH &UHDWLYLW\ 1RYHOW\6FLHQFHVWRH[WHQGDQ\RQHFUHDWLYLW\LQWR &5($7,9,7<02'(/6

&$86$/,17(5)$&(6 62&,$/,17(5)$&(6 6(/)'<1$0,&6

&5($7,2123(5$7256

.12:/('*('<1$0,&6 (;3(5,0(17 ',6&29(5< $57 ,19(17,21 (;35(66 (;3/25(

&5($7,2123(5 $1'6

6(/)'<1$0,&6

('8&$7('1(66 &$5((56 3$5(17,1* /($'(56+,3

NEW DIMENSIONS OF “THE HUMAN BEING” NEW DIMENSIONS OF “OUR COMMON WORLD” noticed, pursued, used, re-invented in EACH of the 30 Creativity Sciences. THE COMMON ERROR--TREATING “CREATIVITY” AS ONE THING, ONE PROCESS--fostered by academics whose “fully validated” Harvard models produce, after changing 40+ parameters of work “copying a hit Japanese product 8 years later” as their “creative” (ha ha) result!

,17(//(&78$/,17(5)$&(6

1(:0(',$ ,17(5)$&(6

.12:/('*( '<1$0,&6

6<67(06 &8/785( 48$/,7<

(;3(5,0(17 ',6&29(5<

,1129$7,21

$57 ,19(17,21

'(6,*1

(;35(66 (;3/25(

)$6+,21

)281',1*9(1785(6

&20326,1*

3(5)250$1&(

(92/87,21'<1$0,&6 5($/,7<6&,(1&(6

6725<'<1$0,&6 &20('<'<1$0,&6 *$0('<1$0,&6

of e g a gu n a l e th k T a N e E p S M E AMAZ

By Richard Tabor Greene

ESCAPING OMNIPRESENT MIND-NUMBING “CREATIVITY NOISE” & “INNOVATION NOISE” = males for personal career advancement, firms for selling dis-satisfaction with what they just sold to us so we buy “upgraded” versions of the same old stuff, posture, appear, pretend to innovation, to novelty, to difference--GROSSLY EXAGGERATING the tiny petty pitiful increments of invention, imagination, thought they yearly produce = a GIANT NOISE that weak minded academics “study” in paper after unread (thank goodness) paper. TO INNOVATE, to CREATE--clear your mind of the low low low standards of academics, media, male monkeys.

+,6725< 9$/8('<1$0,&6 &200216(16(6+,)7'<1$0,&6ELRVHQVH VRFLDOZDUHVRIWZDUH

&5($7,9,7< 129(/7<6&,(1&( ,17(55(/$7,21'<1$0,&6

7+(&5($7,9,7<6&,(1&(6,17(55(/$7,216 129(/7<$028176 7<3(6$&+,(9(' 7+(025$/',0(16,216&UHDWLYLW\ ,QQRYDWLRQ 1RLVH'\QDPLFV

of e g a gu n a l e th k a e ENT p S M E Z AMA

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´IRUVKRZµ FUHDWLYLWLHVJHQHUDWHGE\FDUHHUSURGXFWSODQQHGREVHOHQFHV\VWHPV

Copyright 2015 by Richard Tabor Greene All Rights Reserved EMAIL: [email protected]

60 CREATIVITY MODELS By Richard Tabor Greene

THE PITIFUL DISPLAY--firms/persons doing their past creativity model faster, harder, more, better hoping for magic that produces hugely different results than in the past. THE PITIFUL DISPLAY--firms/persons doing again and again the model of creativity that first brought them lots of success/growth, hoping that IT was “the secret” that always works. THE PITIFUL DISPLAY--engineers and MBAs trained at top colleges as if “right” techniques and 800 math GRE analytics “do creativity”, all hiring high status consulting professors, hoping status = morale, drive, power, difference.

A GRAMMAR OF WAYS TO CREATE THAT MIX AND FUSE TO PROPEL YOU BEYOND APPLE & OTHERS Switch from from the the One Right-y Right-y Switch Model of of Creativity Creativity from from Academics Model to this this Repertoire Repertoire of of 60 60 Diverse to Models from from 41 41 Nations Nations 63 63 Professions Professions Models that Compensate Compensate for for Each Each Other’s that Weaknesses

Are You Creative? 60 Models of Creativity and the 960 Ways to Improve Your Creativity that They Suggest

THE PITIFUL DISPLAY--firms/leaders hiring “designers” doing “design thinking” as if some new college technique will make uncreative people and careers suddenly change stripes.

֌㘵˖㪋᷇⶯˄Richard

Tabor Greene˅

ᴰ‫ޘ‬䶒ǃᴰ߶⺞ǃᴰᇎ⭘ ᛘࡋᯠѻ䐟Ⲵ䎧⛩ 䇙ᛘⵏ↓ᤕᴹࡋ䙐࣋ʽ

ᯠ Җ䲶䟽 кᷦ 亥

1

2001⡸ᵳᖂRichard Tabor Greeneᡰᴹˈ⡸ᵳᡰᴹˈᇈᯩ⌘޼Ǆ

⭥ᆀ䛞Ԧ˖ [email protected]

ϲϰ^ƚĞƉƐƚŽĞĐŽŵŝŶŐƌĞĂƚŝǀĞĂŶĚϲϰ^ƚĞƉƐƚŽƌĞĂƚŝŶŐ DŽĚĞůŽŵďŝŶŝŶŐ

tŚĂƚϭϱϬ,ŝŐŚůǇƌĞĂƚŝǀĞWĞŽƉůĞ͕ĨƌŽŵϰϭŶĂƚŝŽŶƐϲϯƉƌŽĨĞƐƐŝŽŶƐ͕^ĂŝĚ ǁĞƌĞdŚĞŝƌ^ƚĞƉƐŽĨĞĐŽŵŝŶŐƌĞĂƚŝǀĞĂŶĚƌĞĂƚŝŶŐ ĞŶŚĂŶĐĞĚďǇ ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐŽŶ,ŽǁƚŽ/ŵƉƌŽǀĞzŽƵƌƌĞĂƚŝǀŝƚǇĨƌŽŵϮϭŽĨƚŚĞ tŽƌůĚ͛ƐĞƐƚZĞƐĞĂƌĐŚĞƌƐŽĨƌĞĂƚŝǀŝƚǇĂŶĚDĂŶǇŽĨƚŚĞtŽƌůĚ͛ƐDŽƐƚ ƌĞĂƚŝǀĞWĞŽƉůĞ

to oduction Plus an Intr cept Models Fractal Con

/ŶĐůƵĚĞƐ͗

DŽĚĞůŽĨϰϴŝŵĞŶƐŝŽŶƐŽĨŶǇƵůƚƵƌĞ DŽĚĞůŽĨƚŚĞϰϴŝŵĞŶƐŝŽŶƐ ŽĨĞŝŶŐĚƵĐĂƚĞĚ DŽĚĞůŽĨϭϮϴĂƐŝĐtĂǇƐƚŽ/ŵƉƌŽǀĞƌĞĂƚŝǀŝƚǇ ďǇDĂŶĂŐŝŶŐ͕WŽƉƵůĂƚŝŽŶƐŽĨ/ĚĞĂƐ

dŚĞ^d&ŝƌƐƚŽŽŬŽŶƌĞĂƚŝŶŐĨŽƌ dŚŽƐĞtĂŶƚŝŶŐ>>ŽĨ/ƚ

ǇZŝĐŚĂƌĚdĂďŽƌ'ƌĞĞŶĞ ĞŵĂŝů͗ƌŝĐŚĂƌĚƚŐƌĞĞŶĞΛĂůƵŵ͘ŵŝƚ͘ĞĚƵ WƌŽĨĞƐƐŽƌŽĨĞƐŝŐŶƌĞĂƚŝǀŝƚǇĂŶĚ/ŶŶŽǀĂƚŝŽŶ͕'ƌĂĚ^ĐŚŽŽůŽĨ^ǇƐƚĞŵĞƐŝŐŶĂŶĚDĂŶĂŐĞŵĞŶƚ͕ <ĞŝŽhŶŝǀĞƌƐŝƚǇ͕,ŝǇŽƐŚŝ͕:ĂƉĂŶ DĂƐƚĞƌ͕ĞdĂŽDĂƐƚĞƌĐĂĚĞŵǇ͕ĞŝũŝŶŐͲ^ŚĂŶŐŚĂŝ &ŽƵŶĚĞƌ͕'ƌĞĞŶĞ͛ƐƌĞĂƚŝǀŝƚǇΘEŽǀĞůƚǇ^ĐŝĞŶĐĞƐ^K>hd/KE^^dh/K͕^/s^ŚĂŶŐŚĂŝ hŶĞĚŝƚĞĚϮŶĚƌĂĨƚĚŝƚŝŽŶ͕ƵŐƵƐƚϮϬϬϭ͕ŽƉǇƌŝŐŚƚďǇZŝĐŚĂƌĚdĂďŽƌ'ƌĞĞŶĞ͕ůůZŝŐŚƚƐZĞƐĞƌǀĞĚ͕'ŽǀĞƌŶŵĞŶƚZĞŐŝƐƚĞƌĞĚ

With Illustrations of all 160 main points by Sayoko Yoshida Are You Creative? 64 Steps to Becoming Creative and 64 Steps to Creating

page

1

Copyright 2001 by Richard Tabor Greene, All Rights Reserved, Government Registered

Email: [email protected]

Get off your one right past way, now!

p134

of Ideas

9

ment Mass Solving 20 p314

These models see group-ness making procedures Optimize creative

t y Tex Any -Stud t A Self ativity tha urse e o on Cr & Any C n e o n s Per Discipli y or n e A g in lle o C se y in An any Can U Comp ! Today 25

p239 Participatory Social 24 p285 Ideal Paradox Art & Move- DemystDesign Flow Door- p262 17 ment ification 21 Metaway Idea 12 p358 p250 Cognition 18 23 3 Question 16 Market- p183 p349 10 Space 30 Dialectics 26 Finding ing p56 Social Scale p377 Share Connec- p323 p192 Traits p44 Simple Blend Compilation tion- 22 Programs p33 Darwinian Cycle ism p439 CATA Systems 4 11 LEDGE p388 LOG p75 1 KNOOWLUTION Relocating RecommenEV Combined p426 Fractal These Idea p401 Thought dations models see Ecosystemsdynamics Recurrence Idea among Garbage Types p23 Waves 27 ideas themselves that 5 29 p89 Can become creativity 6 28 p411 Within the mind dynamics 58 Create by 36 p473 57 Percept p520 or constructs that Invent p846 p854 Social Balancing Solution “create”. Experience Copyright 2002 by Making Automata p462 Richard Tabor Greene Realizatn. Culture 59 35 EX All Rights Reserved p836 Sense D PERIM 31 p866 US Government 34 p511 MIN ENT Registered Fractal Policy by Substrate Cognitive 56 Model Adjacent 42 Experiments Operator Update 52 Career Expan- Creation Beyond p489 Investing Invent Extremes p763 Insight 40 p599 Population sion Events p499 p775 32 The N p823 60 p810 33 55 Interest 53 p787 46 p686 After ext Stage 41 Automaton 54 s Ecstasy ce R&D en These models see ci S p617 p700 & s PerforSurprise solids disolved into Arts ls & Group 51 47 hypotheses making mance a Info NonExtended Individu Companies creativity. Crea- Influence Design The Self Linear p587 tivity dynamics DeveNGOs & & Styles Systems p674 of creating s 48 lop- 50 p717 p534 a self if Venture Tradition 39 extended ment & System 38 45 n Courage p645 result in p749 37 Fashio creativity. p734 PerforEffects p544 Submance Anxiety p562 Darwin44 creations These models Channel 49 see non-linear Kaufmann’s Investigations ian These p664 aspects of reality These Culture models are Mixing giant collections based on single themes p125 or matrix frameworks.

p162

5

P66

60 Models of Creativity

1

10

Covers:


tation 15

Wolfram’s Simple Programs Abbott’s Chaos of Disciplines Simonton’s Origins of Genius Root-Bernstein’s Discovering and many others

9

6

models see some single function or aim that done purely results in creativity.

p656

43 Productivity

M

⁑ර

ࡋᯠ⁑ර˖ 42⿽䙊⭘⁑රüü ଚа⿽ᱟᛘᡰ䴰㾱Ⲵ˛ 8⿽䈖㓶⁑රüü ࣋ҹ‫ޘ‬䜘ᦼᨑ ⇿њ⁑ර䱴ᑖ96ᶑ ᓄ⭘䈤᰾üü ᡀቡᛘⲴࡋᯠһъ 60亩⹄ウ䈮仈üü ᆖԆӪᡰн⸕ 40亥䈳ḕ䰞ধüüਁ⧠㠚 ᐡо亦ቆࡋᯠབྷᐸ⴨∄൘ ࡋᯠᯩ⌅кⲴн䏣ѻ༴ ࡋᯠ䗃‫⁑ޕ‬ර 48⿽᮷ॆ㔤ᓖüü ᛘⲴ᮷ॆᱟӰѸ 64⿽ᡁԜ䜭൘㓿শⲴ ⽮Պ䘋〻üü ᛘᘭ⮕ҶଚӋˈ䴰㾱ӰѸ˛ 64⿽㙼ъᡀ䮯⁑රüü ྲօ䇙ᐕ֌ᴤᇼᴹࡋ䙐࣋ 16⿽㠚ᡁ㊫රࣘᘱ⁑රü ᛘ㠚ᐡᱟањᴹࡋ䙐࣋Ⲵ Ӫੇ˛

ƌĞzŽƵƌĞĂƚŝǀĞ͍

Waves of creativity models sweeping the world: --totalization of a body of knowledge “quality” defeated profession delivery of its practices = Japan’s computational sociality model of creativity --the web laid fallow till Japanese TQM gave the whole world a new “essence” of business that was horizontal, not vertical (Japan feminized overly male East Coast Religion of Business ways and systems, another creativity model missed by most firms today = today’s frontier Feminizing the Internet of Things

30

2

Tuning

4

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 References

E ST SY

42 ⿽

ࡋ ᯠ

Page

Copyright 2000 by Richard Tabor Greene All Rights Reserved, Government Registered

ᔪ䇞ǃֻ䇱ǃ↕僔ǃ䍴Ⓚǃᡀ ᡀ࣏ Ṹֻǃ㓿傼 ᮉ䇝ǃᡀᵜԈࠪ˖ᡰᴹ޵ᇩ䜭ᶕ㠚ሩ‫ ⨳ޘ‬41 њഭᇦ 63 њуъ亶ฏⲴ 8000 ཊսᶠࠪӪ⢙ Ⲵ⹄ ウ

How many models do you use? allow? How many do you block, omit? fear? How are you organized for each model? How are you organized against each? How many models can you blend? Which model, used next, elevates you? Which models have your markets never seen before? have no defenses against?

The M Comp ost Book rehensive on Cr e that h ativity a Ever s b Publi een shed! 2

Com7 bines

D EN BL

Silicon Valley loves the nested anti-cultures models that FIX decrepit elitist East Coast USA mere analytics and monkey rank creativities

3

SOCIAL

Harvard’s model won’t work, design thought won’t work, NO ONE MODEL WILL WORK! THE SOLUTION IS EASY--learn, practice, master, deploy several diverse models (of 60 here) that compensate for each others’ flaws & weaknesses.

Page 8 Overview of the 60 Models Page 22 Catalog Models Hexagon Page 32 128 box Recommendations Model Page 376 Knowledge Evolution Hexagon Page 70 to 74 Scientific Creativity Quad-Hexagons Page 332 Ways Orgs Learn 64 Quad Page 444 96 Simple Program Intuitions Page 336 Organizing for Meta-Cognition Page 93 48 Culture Dimensions Triangle Page 457 Knowledge Evolution Combined Page 344 64 Ways Orgs Learn Table Page 100 Career 64 Quad Page 461 Experiment Hexagon Page 367 Rise of Science Table Page 114 64 Social Processes Quad Page 530 Experiment Models Combined Page 373 Group Models Combined Page 121 Catalog Models Combined Page 124 Blend Models Hexagon Page 173 Power Creation Quad 64 14 These models Page 168 Social Automaton Table System see creativity These Page 202 Blend Models Combined as social models are Page 205 Social Models Hexagon 13 Model mixtures, blends, relations & Page 260 Cluster Creation Space and combinations dynamics Page 281 Social Models Combined p216 p225 of sorts. of things. p206 Page 284 Group Models Hexagon p300 8 Com- Social Page 329 General Computation 19 Process DisciPage 331 Social Process Event Types pline p142 munity CompuDeploy-

GR OU P

China loves the Asian-mass-swarm style models That invented TQM & Panarobots in Japan beating USA Phd elite quality and robots

䙊 ᖰ ࡋᯠ ѻ 䰘

Fractal of Contents

WHAT CAN YOU DO, THEN? WHAT WORKS?

WHICH ARE YOU?

PURITY

FOOLS buy the “highest status model” they can to cover their ass SMARTIES buy several diverse models fixing each others’ flaws


SE LF

Single “validated” Harvard models, fully implemented produce copying a hit Japanese product 8 years later = no ONE model is safe or effective however “right-y”

7

that make creativity inevitable in the universe

8

Introducing:

Fractal Concept Models

THINKING DESIGN 30 30 Approaches Approaches The USA East Coast Religion of Business generated at Harvard-MIT et al Steeped in analysis, status, verticality, self uberalles Contributed 1/8th to US GDP of Silicon Valley the last 40 years--WHY? In part because Silicon Valley used Design Thought to Un-Do analytic, elitist, direct, overly male USA East Coast Religion of Business “problem solvers” and “deciders”

NOW McKinsey, Harvard, MIT are opening programs, offices, and departments in Palo Alto (but no apologies from them yet!) LEARN-USE What Defeated the USA East Coast Religion of Business

The contexts around design thinking are 54 Excellence Sciences, some of which are the 30 Creativity Sciences.

30 Approaches 230 Insights

Watch what Apple did--simultaneous deployment of five or more of the 30 Creativity Sciences, around design.

195 194 theory power kinds of reflection

Design Thinking in business is split: 1) Martin’s (from Mintzberg at McGill) anti-Harvard idea--that business is an art, a practice, not a science based on economics. 2) Martin’s Mystery-Heuristic-Algorithm model which says--move design West, to Silicon Valley software methods/aims like fast prototyping, and further West to Japan’s use of entire workforces as computers. THE MODEL OF DESIGN APPROACHES AT RIGHT is the first to blend: East Asian with Western design approaches, Software with Hardware design approaches, Natural selection with Silicon Valley as designs, designers, design innovators, The profound role of negations--nested anti-cultures, un-designing designings, Stories, Designs, Events, Culture Mixes and much else as INSIGHT Processes.

persuasion dynamics

193


147 design of

designs that find and use

tipping 146knowledge points

geometries of thought & tools that enable

designs

83

137

82

shape types, signage, DIETER mappings, texture, spaces, RAMS: constraints, layouts, useful, aesthetic, consistency forms INTERFACE: understood task suited, self explaing, unobtrusive, controllable, expectatn fit, honest, lasting, error tolerant, customizable, to last detail,eco, STANDARD INFO: clear, distinct, concise, SET OF minimal consistent, detectable, legible, designing understood DESIGN

204

148

200

198

199

75

74

142

143

130

80

78

79

2

136

THE GREATEST DESIGNS EMERGED WITHOUT HUMAN INVOLVEMENT

134

67

66

68

65

Meta-Think: : 9 layers of reflecting = be both violin & violinist Anthropologic:

72

see, penetrate, counter the culture of all

71

6

69

59

58

: ,

60

57

Customer Designings

-

186

64

188

BETWEEN MIND SYSTEMS DESIGNED DESIGNING

-

-

Flow

80 Dimensions of Silicon Valley

Satisfy & Amaze Customers

H

61

Design of Replicants of Silicon Valley

62

8

G

156

96

94

95

157

26

4

160

28

158

159

25

D

29

Proceed by Reversal, Orthogonals Circuitous, Routes to New Goals not All Design Soluas Untions Designing (Whole World Comes to Us Already Designed)

32

30

31

5

E

97

33

WHAT DESIGNS: solution culture

40

CORRECTING

36 104

JAPAN: SOCIAL COMPUTATION DESIGN MOVES

lean enough fortransparency to voices

ALL DESIGNS 100 ARE UN-DESIGNINGS 101 ANTICULTURES PRO102 POSSIBLES

not to solve MBA solving the :problem proceeding UNTHINKINGS that of MBA direct splits, male-ish reverses, problem defining repeats, reframes, l feminization & solving changes goal of- overaly dwell in/on guessing as & 4 direction male uncertainties, kind of logic: explore them, systems invent process see what they reinvent goal invent the keep open for us antinew cultures

35

34 computational sociality

6

99

98

Design as Solving the Problem of Usual Problem Solving

F

153

27

22

There by Changing In Here-Going Out Requires Going In

Invent: goals, needs, contexts, frames, processes, results, simultaneously

21

4

24

230 DESIGN DYNAMICS

Strip Away What Blocks Creativity in Lives, World, Designs, Clients, Designers

155

154

CChange Out23

Personal Growth Process of Changing Be X to Have X

1 A

7014

187

3

The Insight Process & The Despair Doorway

Vary scale, Culture frames, Evolutionary Role in contexts, Engineering Systems Ortho- goals Social Design gonal Automata Thinking-Genres at each step Designing of Systems change Ecstasy-Design direction WITHIN & Gameplay

biosense- cultures of izations risk, development, high feminiza- performance tions

culture of devices vs. culture of users matrices

5

8

7

KINDS OF DESIGN THINKING

B

89

933

= measure design greatness

14

2

DESIGN = 1 OF MANY INSIGHT PROCESSES

1

13

15

4

20

PURPOSES

17

16

3

133

19

18

206

207

92

64

DESIGN GRAMMAR = CREATIVITY MODELS

9

135

87

12

77

131

90

86

10

73

129

91

88

11

208

150

151

205

:

152

85

76

132

149

81

144

201

145

84

141

197

-

103

37

163

HOW IT DESIGNS: root thinking

whole totalizing bodies of workforce knowledge,as computer

162dimensions of difference

-

design as un-design

164

the insight process

social index breeding ideas, level changing crossovers, WABI the all YUGEN All design Design & mixes APPROACHES: designs APPROCHES: in the ordi- hints, that is un-design- Innovation as BOUNDARY nary & im- hold something DESIGN Culture ing -Work perfect MUJO : DISSOLUTIONS back are NEGATIONS Redesigning design replaced extending Surviveimperbeautiful SHIBUI design to by Imposerepertoires social process reframe mance of process culture let things mind 54 excellence problem, Sustain rebalancing lose its all things of plural sciences=how speak for crossing topologies extensions aim atimpossibles, DO(TAO) shyness JAPANESE themselves designs diverse 8000 rose top DESIGN AS Designing holist view, CONTRADICTIONS: self cultifor Erosive without client needs, designer models of 63 fields vation of AESTHETICS embellishment pulses, 64 globalizatns 68 the end aspiratns, physics/ ANTI-UN-DE- Powers un-doing mind in 41 parallel contradictory tech-means purposes nested of bodies of:: Buddhist = of single nations cultures tries, proceed in circular of all arts Silicon COUNTERpercept, Design, Create, iki--poised anti-cultures right-y academic Undershow MONO NO NIGEL CROSS: many directions conversations Invent, + 27 others Valley as in & out of life, Design as concept, models Kinds of personality AWARE: EXPERTISE-originality; Nested knowDESIGN IS CREATIVITY Space methods the ah-ness from trial percepts, Hint JO-HA-KYU SCIENCES = Antiledge 1 OF 30 workstyle 6 method of things, discount reals/ideals, acceleratn., DESIGN Cultures design strategies CREATIVITY several of the 54 pathos, speedy accurate routines, SHU-HA SABI-fast focus & solving, THEORY beauty & Assess- Bushy KIREbeauty empirical/science meta-operation -RI : from Cross cul-de-sac TSUZUKI-from ment basis of defining them: NOVELTY loss compile--obvious desolate, Design community Martin cut, continue, - Driven Sysems-8000 from 63 pro- SCIENCES and : ones, rust, loneliness questions to deeper fast case Countering Design culture pause, Expertise fessions/41 nations rapid prototypes to new Design based solving of =competes with patinashowing Them continue alternatives untried, obvious parts; Models 29 other promissing prototype PLATO’s age explore unobvious, locate goals/ question: to solid repeated 120 creativity Creativity diverse tries needs/etc. procedures forms MARTIN: What is “the good” models as grammar Sciences inside ecosystems turn fog into models, account for Mystery-Heuristics“excellence” of design process of interacting firms, expand/ expected human/org Algorithms: in our time?=design contents/ forces, ideas, trends, find frames, DESIGN METHODS: new better software + Asian context flaws--trojan CREATIVITY MODELS: markets; anthro= invent singularities problem space to thinking in each = horse tactics, inside client frames/meanings; scale changes, dimensions of solution space try all that is bold, KUMAR: live go West to CA then wrap bold in worlds; proliferate dialog; re-specify; DESIGN AS META-DISCIPLINE Japan IDEA OPERATIONS: difference, solution cultures, catch idea/need/ agreeds directions shuffle novelties invent process, distinguishes professions from culture unwrapping, extreme product extrapolate, hype waves to reimagine till great few patterns undesignings, sciences; the practice of prototype goals/ PERSONS & goals/means/worth/ social process balance, jell out = ways to go; social re-constituting community of idea getting from pasts/thru processes/products, GROUPS: opportunity DESIGN tipping point finding explore test realizathe world: conversations, void trendspotting presents/to futures design tions alternatives clients, stakeholders, PROCESS idea wave emergents probes APPROACH GENRES: transparentconverts ideas into catching imagined stakeholders, as designs automata MODELS root think, computational minimal GENERAL CHANGES: realities into new izing sociality (& swarms), swarms across the web, DESIGN OF--product Kumar, Dorst, DORST: element trips, substrate updates, ideas minimal grammars, user need mass surround/system; grammars= designer professionals PRODUCT DESIGN-Keeley root culture crossings, inhabit the formulate fogs, user routines engaging, designs as service, channel, brand, workshop counterSOURCES OF repreesnt diversely, cricical designs, service around fashion, industrial, auto, future, de-masculine-ize, thinking customer engagement sentences moving framings, product design, co-aging APPROACHES: design events DIFFERENCE designs evaluating promises, counter brain flaws DESIGN GENRES lifespan thru designs, app, interior, architecture, COMPUTATIONAL APPROACHES: parallel lines of IN DESIGNS & KEELEY: speculative doing INTERACTION AS landscape, urban, graphic SOCIALITY 0 DESIGN OF-- find hidden problem DESIGN designs DESIGNINGS generators; use paradoxes profit model, : : consequence TOPOLOGIES DESIGN APPROACH eco location, to reframe; find \deeper DESIGNERS EXTRAVAGANT THINKINGS-& DESIGNERS magician relations structure, as environments prob to solve; : religions DESIGNINGS designer processes, expand context; fractal transplant across global INVENTION matrices CIVILIZATIONAL CHALLENGE & mis-direction product find deep drivers/ of business, use methods from model performance, DIRECTION POLICY: DESIGNS: cleavage AUTOMATON DESIGN METHODS: themes; congeal designs other professions, design to wipe newframe expansions global warming, anti-terrorism, social automata, glass bead SYSTEMS DESIGN: shifts out client goals/needs not drug handling, economy tuning, stratified info architecture, game modules, brain mode response to respondings nestings provide solutions trojan instructional, interaction, welfare updating, war/peace, mixes, landscapes of response modular design, designs refugees, earth protection design, extreme matrices process, service, ROT THINKING: metaphors DESIGN PROCESS-mass multi-field, ART & EVENT & find goal generators, framework tries-shifts, INSTALLATION DESIGN: DIGITAL TECH DESIGN: 4 find problem generators, 120 creativity models apps, devices, interface, applied arts, material find causes East/West conflicting at process social life of info, design, experience find solutions singularities, find implementations, software, web, designs, playgrounds, Silicon Valley find errors/impacts, 420 dynamics, virtual & 3D fantasy worlds, music, concerts, normalize apply principles theme parks, user experience, haptics, solutions movies, across design game novels genres

185

189

192

124

190

49

106

217

181

110

211

210

170

212

172

169

120

119

173

118

209

213

176

183

222

111

171

117

177

221

224

112

113

180

166

109

47

116

178

167

46

115

179

168

108

105

48

114

126

127

165

45

54

55

161

107

53

56

38

39

44

7

41

-

128

219

223

43

42

121

125

218

52

123

122

191

51

50

63

184

60 & 120 Creativity Models as the grammar inside all designing--models conflict at design process singularities where design stops or gets stymied.

NORMAN: 203 visible VISUAL ELEMENTS options, color, uses, color 202feedback, attributes, shape,

enabling the 64 bracket tools expanding: ways organizations them coverage, detail, own norms, explore the KNOWlearn diversity, levels of frames, centers, means, LEDGE thought operations values, and extremes DESIGNS delay/shun build flawed DESIGNING ANTHRO- judgment models PRINCIPLES recompile ideas KNOWLEDGE designs of story design, HOW THE BRAIN WORKS-track down INTERACTION LOGICS: idea & across fields/formats, HOW SOCIAL RELATIONS WORK-investigate stories as insight FLOWS TRAITS: knowledge participant anomalies leadership function design elements must engage idea flows & homes BEING consistent, shortcuts, feedback, dynamics: waves, processes; observation conundra FULLY --alternate delivery how within & between mind dialectics, dialog closures, error capture, SITUATED powers/forces vehicles of them dynamics actually operate evolution error recovery, action reversal, loser idea natural recovering (policy=behavrl econ) internal locus of control, inclusion in selection, expanding 180 flaws in low memory load percept-aim- SHUN surface invisibles victor ideas, fractal structure, thought, meaning then used APPEARANCE DESIGN: SOFTWARE DESIGN: 4 that make overts OWN: new unit of intelligence 2 generations recursive unity/harmony, work or not work, DESIGN AS value judgment Western/Eastern extend without modify, later in overthrows functions CULTURE & neutralities, self organizing forms, map local insert abstractn betwn modules, forms of causality in NOT any 1 person WORK balance, symmetries, blindspots portray OTHERkeep interfaces void of work fns., Find similarities/contrasts, put keep object pure = neuroses student penetrate NESSES’ hierarchy, scale proportion, frames 1 reason to change only Solve wideideas and culture & creati- spread Creativity Creativity is dominance/emphasis frameworks subcultures, derived classes able to replace vities college rest of is NOT: model all-NOT: mere into not make derived from classes makes problem self students solving conversations what fashion/style them call X as Studio expressn. a problem Course creative problem name Creativity a solutn CounterDynamics: Creativity new contend catalog, blind facts, Cause is NOT: 8 diverse terrors/ is NOT: builds/compeat design blend, social, sheer Reflection; blind procedures, dreams, novelty = titions per COLLEGE “right” ways sheer freedom admit gaps, process group, knowmake not done DESIGN-semester divergence best DESIGNERS sheer singularity ledge evoimpossible recall before CURING rule-less-ness worst Pierce SHUN combiFind points lution, DESCARTES Put tries, expeces. experi60 Limits: Spot & undo nations minimal UNCREATIVE enough :: TQ opposite ment, how would: nature, own/client models reveal hiddens, embodiment, essentials systems CREATIVITIES exposure aliens, robots, system, of problem builds back automatic hints, switch totalizatn. in series & overcome to prior works ancients, quanta socialscape solving as loci for local for percepts & purity Japanese & Taoist to aspire beyond design; mixes life limits bioscape global DO IT? aesthetics: YIN their standards reactions social learning self, mind frameworks but not to OF ALL negation of Yang percept, add to Dissolve muge connectionism, accept NO overly Taoist design social ARTS sketch, respect blind automatic : culturescape induce, buddhist See Better: client need, 4) conserve improve their acceptance of write, talk, no obstruction computation problem, situation deduce, Creativity goals & novelty from missg polis discuss, model RETHINK reframe ways brainscape design; trans- design quality, abduce issues & Power: 1) embody plural systemscape & limelight, muse, play PUT parent processes Japan all dozens of assimilatn. by exduce assumed being beyond mindscape creativity sciences liberation neurotic & TQ Japanese design INTO CONVERSA= ways, violate situaold powers all standards INVASIONS: design paradoxic all boundaries at last TION tions ways 3) historic 2) found Spawn Culture norms goals Design into straw Creation: dream, Business, freely new find new as blindnes, attracts LANDSCAPES Digi-Tech way, public questions, incipient edges Computation copycats, : : createcreation of consDialog design; Cultures into stewing Collect genderscape OF DESIGN happiness followers, capability ciousTotalization of challenges & Index Till despair emerges Design new techs technoscape fame to making 64 religious bodies of ness at solving as Failures practices, design knowledge self today, who you into design functions 128 manage 64 128 reality & self Reverse now are of all knowledge 0 steps of Let go imagination religions dynamics the emotionscape re-organizations Spec emerging INSIGHT: of key part design sciences design design global secular computescape alternate of self = that Silicon 3 religion, try beyond engage/ origins of COSMIC Valley is, self = Insight all religions detach DESIGN does, was madeby DOMAINS secular religion, friendship culture design as penetratn, growth, silicon valley desgn of precious natural selecreplicants self growth, natural The marriage paradoxes: hidden intent tion processes, interface use, of it=as selection solution Move both dwell in them narrows attention: developmt., 420 dynamics mystic let them force process steps as intensified to prob- away from & design moral Natural social us out of perform- ecstasy, sociality towards improv platforms, growth, lem Selectn: plasmas, usual frames question ance, goals college beware designs goals prayer, zen, Change solving idea fusions; years, generalizatn: Try, vary, it makes; proceed but social “out there” flows & homes, relations embody discover what as designed not in 1 direction revolutn. nested antiwe are seeing seeings by changing growth, things not DESIGN thing not to 1 goal = not seeing cultures “in here” to solve but THINKING try X for explore to explore LEVELS OF META-NESS IN DESIGN

220

To change THAT out there you must change YOU in here--to go OUT requires going IN.

139

138

196

kinds of space

DESIGN DISGUISES GREATNESS IN ACCEPTABLES 140

designs fixing us-them design opening exaggerations science sources of into devaluing awe, humility as emotion designs differing others local managing that alleviate congregation anxieties of forms selves, design, existence; designs culture, high New fixing dysfunctions ALL of belief WHOs WHATs performance THE SAME of DESIGN: 1 Secular Global Religion design by selves, : designs Selves for selves, as selves, Designing enabling dynamics as self expression of making/managing Selves a self designs everyone is meeting 4 a designer, of: challenges self, life, career, to being a family=self self in today’s circumstances consciously evolving systems

182

DESIGNS NUDGE ALL TO FOSTER CREATIVITY

175

174

216

215

214


$7 ϵϲ ,2 16 ' (

6 ,* 1(

ORQH LQYHQWRU P\WK

56

IDUP PLQGVFDSHV LGHDIDPLOLHV 5 ' IUDFWDO PRGHO H[SDQG ORZ FRRUGLQDWQ FRVWV VKDUH HFRQRP\ LQIR GLJLWDO HFRORJ\ ZRUOG

%2 81

Ϯϴ

'$ 5< '

ϲϬ

EHFRPH WKHRULVW

Ϯϰ

5, '(

LQVLJKW SXOVHG V\VWHPV

ϰϵ

SURGXFWV

IXQGLQJ SXEOLFSULYDWH SXOVHV

FUHDWLYLW\ JUDPPDU

QLFKH ULGLQJ

ϴϰ

ϴϭ

ϱϮWURMDQ

ϭϳ PRQDVWLF FKDQJH ϮϮ

6 21 , 7 5$& ( ,66 7 LQWHUDFWLQJ 2/ (,1 UHOLJLRQVRI 9( 1 8 ϱϲ EXVLQHVV 7 FUHDWLYLW\ QRYHOW\ VFLHQFHV

DOWHUQDWLYH IXQFWLRQ GHOLYHU\

ϴϯ

'3 8/6 (6

6(

%$

7 $& 675

%$ϮϬ

(9 2 /8 7, 2 1 ' <1 $0 ,& 6

&87&25'62)$77$&+0(17 &87&25'62)$77$&+0(17

Ϯϲ Ϯϭ

ϱϴ

ϵϰ

Ϯϱ

3/8 5$ /,= (

VWUXFWXUDO FRJQLWLRQ

ϴϮ

FXOWXUH DGMDFHQW ϱϯ &2 FURVVLQJ EH\RQG ,19 0 (1 38 76 &(6 6 3$& 63$ ' 7 ϵϭ * ϱϰ (6 ϱϳ ,1 5/ VLPSOH $7,9 0,; 2 SURJUDPV (8 LQFUHDVLQJ QHW : UHWXUQV KROHV ' 1 ( &20387$7,21$ & VSDQ QHWHFRQ 2 7 /62&,$/,7< 1 $ ϴϵ PDVV ϵϬ 6&, ZRUNVKRS ϱϵ 250 FRPSX 28 ϱϱ WDWLRQDO ZKROHZRUNIRUFH VRFLDO ) GHVLJQ 6( W\SH DXWRPDWD ,1 GLDORJ 6 ϵϮ '(6,*1,1*&20387$7,216

WHFK OLIH VSDQV

PHWD SURGXFW UHFXUVLYH VHUYLFH

ϱϭ ϱϬ 7,216',$/2* /8 2 (9 / ,$ & 62 / 0(17$ ϴϲ VRFLDO ϴϳ UHYROXWLRQ FUHDWLYH FODVV SHUFKLQJV

G\QDPLFV

,1 9( 17 ,1 *6

38 /

RSHQ EXVLQHVV PRGHO

ϯϬ

Ϯϯ

WHFK WLSSLQJ SRLQWV

75(,'($ 1' )8 5+ 1' <7+ 06

QHVWHG DQWL FXOWXUHV

Ϯϳ

775 RI 5(0( (06 LQWHOOLJHQFH ( (( 6,(1* (6, 1* 6 SXUSRVHV RIDOODUWV

PHQWDO SUDFWLFHV

ϰϲ

PDQDJH EUHDN PHQWDO PRGHOV

62 &, $/ $ 72 0 '< 1$ 0, &6

32

6(/) '<1 $0,& 6

FRXQWHU ELJQHVV FXOWXUH

$// *$ * 1 , 1 ', ,,11' 00 ( 5 JHQUHV RIGHVLJQ WKLQNLQJ

QRLVHIL[

PHLVWHU OLHELJ VHW

FXOWXUH RI GHYHORS PHQW

ϴϴ

ϴϱ

62 &, (7 < '(

.(

VZDUP FURZG ZLNL GHVLJQ

ϰϴ

VFLHQFHV

9 2,

ϲϰ

DFDGHPLF IDLOXUH IL[

ϭϲ

:,7+,1$&5266&8/785((0(5* (176

LQYHQW

GH RUJDQL]H

ϯϮ

ϲϯ ϲϭ 025(3(23/(02 5(2)3(23/(',9 (56,7< ϵϯ ϵϱ GHPRFUDWLF 0$

,1+$%,7)87

(1* $*( 6( /) 2 7+( 5 ZRUN

5(,19(17,1*$// 5(,19(17,1*$//

2/

,' '( 1 (9

( +

63$ &(6 0,; ,1*

87 ,2 16

5,'((92/87,216

,'($(92/87,216

6(

EUDLQ IODZ FRXQWHU

ϲϮ

YLRODWLRQ PDQDJHPHQW

KLJKHU ϭϱ ϯ ϭϯ VWDQGDUGV $'8/7+22'(6&$3(2:16(/) $'8/7+22' (6&$3(2:16(/) ,1129$7,21 522765(,19(17(' 522765(,19(17(' Ϯϵ QHZ ϭϴ 02'(/6 LQQRYDWLRQ ϯϭ // (; ϭϵ EDVLFXQLW DVFXOWXUH LQQRYDWLRQ ELRVHQVH ;

Ϯ

WLSSLQJ SRLQW LQVLGH PLQG

ϳϵ ϳϳ )5$&7$/,' ($5(&855( 1&( ϰϱ NQRZOHGJH ϰϳ ERXQGV LQYHQWRU

LQGXVWU\ UHFRQILJXUJ GHYLFH LQYHQW H[FHOOHQFH

6 ,1* 17 ( 9 , 1 85 H[DJJHUDWH REVWDFOHV 2 < DGDSWWR %,7 QDVFHQW $ VHOHFWLRQ ,1+ SUHVVXUHV

ϭϭ

VHOI

RUJDQL]H FULWLFDOLW\

(&26<67(0(92/87,216 6 ,1* &7 (/( 5,'((&26<67(0'<1$0,&6 /6 5$ 78 1$ ,1' 70 28 ,1

ϲϲ

ϭϰ

ϴϬ

RUGHU IRUIUHH

*( /(' ,&6 2: $0 .1 '<1 1(:

WKH IXWXUH SXQFWXUH SURIHV VLRQDO FXOWXUHV

LQVDQH JUHDWQHVV

ϵ

ϳϴ

6 ,21 /$7

IHPLQL ]DWLRQV

SURGXFW DVVHOI

GXDOWUDFN VPDOOSD\ IRUULVN\ ELJJLHV

WLSSLQJ

SRLQW ILQGLQJ RXWVLGH PLQG

9,2

ϳ

6LOLFRQ 9DOOH\ ,QWURMHFW

W\SHV

1*

ϲϳ

SURGXFW GLDORJ OHDGLQJ

FDUHHU G\QDPLFV

QRRWKHUZD\ IRXQGHU VWRULHV

ϭ

VSDQ ,17 (1 6,) <

, 1' <2 %(

GHORFDO L]DWLRQV

GDUZLQ LDQ FXOWXUH HYROX WLRQ

LQKDELW

ϰ

'($ 1, 6,2 ,5 6 $ 3 3$

(µµ %´(% ´2 1 7 722 ,6, 2&1 6,'( &, '(

ϲϴ

ϯϯ

ϲ

/ &,$ ,62 $17


7) FROM EACH GLOBAL “RELIGION OF BUSINESS” --do the HARD work of escaping your own religion of business’ ways of innovating--get GLOBALLY creative, surpassing any one foreign competitor way.

IRXU VRFLDO UHODWLRQ W\SHV HYROYLQJ

ϯϲ

5 ( 2 ' (' 1' 3$ (;

6) ESCAPING LEADERS & LEADERSHIPS--this is impolite and impolitic to say but leaders steer solutions (and calling X “a problem”) to things their existing ways handle well--invisibly endangering futures, unable to admit own limits--BUT THIS MAP empowers them to go spot EXACTLY what their present ways omit and GROW with their Firms and OUTCOMES.

ϲϱ

YRLG PDVWHU

6(5 (;3$1'(''2(5 8

5) FROM BASE HIT TO HOME RUN--doing the same innovation model more, better, more costly and expecting a different outcome is... .....SO this map suggests well ordered, well sequenced alternatives to add and blend or to evolve into--to launch you BEYOND comfortable present levels of morale, method, goal.

FDWFK LGHD ZDYH XSJUDGH VXE VWUDWHV

]DWLRQ

GLYHUVLW\ OHYHUDJH

,1' 10 ,2: $17

BLEND & BEYOND: the East Coast USA Religion of Business, the West Coast USA Religion of Business, the Japanese Religion of Business, the German Religion of Business, the Nordic EU Religion of Business, the Global South Religion of Business, the Continental Monuments Chinese Religion of Business

4) ESCAPE OWN NATION (and personal Initial Factory Settings)--”seeing” how local and narrow you and your teams are is DIFFERENT than mere talk and guesswork--on THIS MAP you can see where and how much and in what ways you are narrow and EXACTLY what you are missing.

LQQRYDWH YLD FRUS\LQJ HUURU

(5 817 ,&2 $17 '( 81

Get out of Base Hit Land and into Home Run Land Escape Failings from Own Past Successes--Stop Repeating What Worked Years Ago

ϳϭ ϳϬ (176 $03/,)<1$6& ϯϰ ϯϱ JOREDOL

(6 ,0 7 (6 $& 63

PATHS FROM SELL-ABLE TWEAKS TO AMAZING GREATNESS

,6 (6 0 ( 1 &< ORQJ / $ RXWUDJHRXV SUDFWLFDO 50 2 GHPDQG 1

VWUDWHJ\ FRQVWL SDWLRQ

7 $1 67 ', ' %,1

A Grammar of Diverse Ways of Seeing, Being, Making Differences

ϲϵ

ϳϮ

2) MAPPING OMISSIONS (= easy routes to improved innovativity)--“see” what others do and you do not do, see what is emerging and what is old hat, see narrowness from too timid “like each other” extensions, escape own pasts. 3) SEQUENCING APPROACHES--the media, the execs reading airplane mags in business class on cross-country flights, academics bally-ing their own personal hoos--all these focus and sell ONE approach to spread over years; what WORKS is blends and evolutions among several distinct approaches that fix each other’s weaknesses and over-emphases.

85(6

,1 '8 67 5< ' ( ,1 9( 17 ,1 *6

GLVUXSW

GH PDVV LI\

FRQYHU LQIRGHYLFHV GHFDGH JHQFH FROOHJHV 1 ϰϯ ( * , 5$ ϳϰ '(6,*12)'(6,*1 ϳϯ 6 UHGXFH XVH VHDUFKVSDFH 7, '( NQRZOHGJH SV\FKH FOHYHU , 2 G\QDPLFV VXEVWDQFH VRFLDO ZKR 1$ RIVW\OH VHDUFKHV 17 GLDOHFWLFV (6 GHVLJQ $ & / ϰϭ 5(.12:/ ϯϴ ,7 63$ 1 5( 675 (' ϳϱ 2 / ,( 8 8& *( 78 (;3 6 5( PRUSKR QRQOLQHDU WRWDOL]H QHZ ϯϳ ORJLF FRPPRQ ϰϮ VFLHQFHV ERGLHVRI VHQVH IRUHFDVW NQRZOHGJH ϰϬ 62& RWKHU ϰϰ IUDFWDO ,2& ZRUOG 6 ' / H[SORUH 2*1 PRGHO 5 EDODQFH :2LQGHVWUXFWLEOH , 7 VRFLDO 5 , 9( ( SODVPD 0$1 27+ ϴ UHDSSHDULQJ LGHD JRSKHU ϭϮ ,$6 IXVLRQ SDVVLRQ RQHLGHD LQWHQVH WUXVW VWDUWV ZKROHZRUOG VSDQ ϱ ϭϬ YHQWXUH VRFLDOQHVV YHQWXUHV WKUX

78

On One Page

(6 & ϯϵ $3

16 ,2 &7 5$ 7( ,1 1 7,2 7< ;, /$ /( 03 38 &2 7 32 (1 5* 1( 0( ( 78 1(

from 63 Professions 41 Nations

0(7$'(6,*1,1*6 ϳϲ VRFLDO OLIHRI PHGLD

'(6,*196(0(5*(1&(

96 INNOVATION MODELS

WHAT USE ARE SUCH FRACTAL MODELS? --from their comprehensiveness --from their coverage --from their diversity --from their detail --from their multi-levels 1) TRAINING MINDS--whereas each professor promotes “my model is righter than his/hers” = the single right-y model approach of journals, real leaders, find any one model too narrow & risky--they want several models that compensate for each other’s weaknesses.

VRFLDO PRYHPHQW

&RS\ULJKWE\5LFKDUG7DERU*UHHQH (0$,/ULFKDUGWJUHHQH#DOXPPLWHGX $OO5LJKWV5HVHUYHG

SILICON VALLEY 425 Dynamics from 150 Tech Venture Founders Where the action is the last 50 years-the earth’s hottest spot (innovation wise).

VENTURE VALLEY PRODUCT RIDE DANGERS 5 models of 85 dynamics each from interviews with 150 tech venture founders. MOUNTAINS of INNOVATION NOISE make seeing & thinking clearly about Silicon Valley extremely rare and hard to achieve. Replications of Silicon Valley all fail terribly--because of OMISSION of what is at right on this page. Assimilation moves by old elitist powers of the defeated USA East Coast Religion of Business churn analytic technical elitist models after the fact that DISTORT terribly Silicon Valley realities and vitalities.


There are succinct powerful models of Silicon Valley, each somewhat partial, yet of great power when implemented elsewhere. ALL of them, however, have to be done--densely, intensely, simultaneously-somewhere to replicate “the Valley”. Silicon Valley is nestled in 300 years of history of anti-culture within anti-culture. Without that Russian doll of unthinking, easy, automatic opposition to immensely detailed renditions of what all other places on earth worship as elites, as “smarts”, as right, no banana. --anti-aristocrat England, colonies --anti-East Coast snobberies, California --anti-central-broadcast-media “Hollywood”, San Fran --anti-”taking status over motive & ability” Palo Alto --anti-analog ends and means, Fairchild --anti-big-slow-dumb-firms, Saturn program suppliers --anti-”feed at government trough” post-Saturn ventures

SILICON VALLEY as NESTED ANTI-CULTURES Another deep model from at right is FLOWS & HOMES, ideas, persons, techs, ventures, funds flowing hither and yon till the find HOMES that love them enough to bring them to reality, changing the world. A 3RD MODEL at right--SOCIAL PLASMAS IDEA FUSIONS--geographic density, non-hierarchy egalitarian mixing, cooperating competitors, tiny 7-person per firm average ventures outsourcing all = PULSED by giant government funding of new techs and giant scramble when funding ended to commercialize = such intense social mixing stripping ego from ideas till ideas FUSE, releasing immense energies. WHY DID SILICON VALLEY CONTRIBUTE 8 TIMES MORE TO US GDP THAN HARVARD-MIT ROUTE 128? Every box at right ANSWERS that question--those 425 dynamics are what ROUTE 128 and the entire MBA East Coast Religion of Business disease LACKED, LACK.

THE SEMATECH EXAMPLE--first president NORRIS from USA West Coast Religion of Business, worked in cubicle, no secretary, answered own email, parked and ate with others. President 2, from Xerox Stamford, tore out 8 cubiles for giant marble desk, hired secretary so emails from staff would not waste his time, stratified parking and eating in 3 levels,NONE OF THIS was rational, useful, not harmful--it was a RELIGION of business and a RELIGION of leadership at work-like the belief that giant turtle shits made the islands of Japan. AND APPLE TODAY?--as one firm more fully embodies the 425 dynamics at right THAN ANY OTHER FIRM!!!!

WHAT APPLE INC ADDED DESIGN TO--TO BECOME THE WORLD’S MOST VALUABLE FIRM WHAT APPLE EMBODIED JUST ABOUT ALL OF--TO CAPTURE 90+% OF SMARTPHONE PROFITS

progmrsblameclientsforlatespec historiclackofcodemetricsmade triedtoturneachprogrammerinto hirewriters,traintheminto progmrsarroganttoclients/bosses: changesbutresp.tyofprogmrso programmersworksbetterthanhire abrand,bigbonusforontime quicklymakethem teachminimallaunch-ablefeature metrics programmersandtrytogetthemto delivery set:newfeatrsonlyfromactualuse modest&theystartimproving write/socialize byusers writers to programmers crush programmer education as marketing speed and slowness kill init i a l harsh architects:work Xeroxtakes6 books, arrogance trainingrejectedbylaterprogmrs;2 yearstobringprodttorelease= seminars, lectures beat makeprogrammerswriteneed in groups, meet custmr directly, scope weblog for progrmg greatpeople withgreattool progrmrsnamenotattachedto ifredo?slowergrowth,tokeep 4generatnsof definition,useessays,writeup allusedimensions= erthan100 drew 1000s who found theirworks(codes)isbad;should bett culture,giveittoqualityhireswho tech.yout ads for designalternativesandchoices= programrs middlepeople belikeanydesigner,anart loveittoo,avoidbignesslusts ofdate. madebettercode REPROGRAM shoulddotoo our product there. SYMBIOT withusualtool marketing PROGRAMMERS st progrmrs Mac method: allemployeesdo sells/wassimplertype(thathardertype teachcustmrs createprogmrcenteredculture:1 lack social triosmeanyoudetermineupfront trios per customer daily 3developers demossametimeat hidesinside);moreusers=more classflying,5weeksvacatn,never tradeoffsbetween whatEXACTskillsare retailers;quanta—social problembutdoit;makes/wenhance see customer/interact so percustmr.lettechiesbetaughtby skills so handling workweekends,onlyreport toother newfeatures& ESSENTIAL=focus make only do-able custmr custmrsdirectly+develop programmers=mostpopular webtillallfriendspresentthenadd vialinkstootherss/w=viral realfeedback fromactualusers upgrades them & they promises fast employer postg/publishgthen? growth make better small trio per customer = inNYC fast cycle & feedback programmer centered market without software only promises we keep beats design effort culture makewebaddress postedupdates+ marketing bigco. whatisgreatprogmg? yourbrand;viaPRbecomecommon newfeaturesonfreeversionson model: translations from users to donotcreatewhatcustmrssaythey leanestpossiblecode ourwebsite= categoryexample;repeatfixedpointsnot locate where people do specs tocode; ventr model: post triospercustomer,givehalfof disaster=proflsalesmenandnonwant,innovateontheirbehalf,but atsmallestneededfn.= usersinstantly answerqns. NOT think you are updates + instant user feedback profittothemperjob&know s/wCEO,soslowbloatedoff samenamesincodeandas PRODUCT newwaysthatpreservepresent ;liscenseusebyothers toldusflaws, as next version2 mos. later whotoblame targetappsgetbuilt withbrandname practices databasecols=lesserrors needs,omissions crazy = west coast added lists/wideas, do not leap too far or free webtutorial, books in stores, sell consults, make software to thebackgroundprodtsyours give the upgrades, links, training new releases capture the trend you do 1 requires least work appearsamong,whatitlinkswith, take too many leaps at sell better cuz pass lectures, free 1-dayseminar: free helpconsults, sell thesoftware, away onlyto peoplewhopay ride with perfect image doing 100% of what customers want once: one simple direct web was BEST definesittoo—becareful but consults zero out fast at bad for the product. more stringent that clarifies future for demo is enough no more istoomuch,cutsfor1custmr econtimes client tests others reduce complexity for others tools for our consults till free base + profit unify by abstracting dream delegation we sell tools enhancements fewestfeatures metaphor big firms hire bright MIT guy keep one possible:unifybyreducingfeatures brand/package hard toget but throw$100k/200k for$60/hr (125k/yr) but main metaphor/image /eventswherecorrectusersknow cuze achfeature:reduces QCout, smallest set of easily so youlearn producing and buildon freeware, share ware, understanding, get market out give theprodt away, but sell theproductisforthem features useful tousers, thendo they learn that unifies features in upgrade ayear later makes analysis & open systems then sell later at $200/hr. smallfocused usingit complex, feedback sousers see feedback enhancement BUSINESS MODELS your versions AMAZING FAST interface eventsbetter becomes next version upserrors thanmassexposures SMALL BEST soldmain prodt sell an appto non-techies, then at high price non profit product with write lots of s/w to put undopracticesoflasttechy+ sellconsults end users but free add ons & at coaching, service, training, the weight of for profit adds ons & redirectthem+rehearsenew between us & whereyoufind&defineproblems sell are traumatized = need distance ow price with costly addons practices that have to upgrades, links practicesfor competitors + it was fun tailoring services thatneedwhatyourprodt.is ease + great graphics (latter better) change, slows technical thenewtechy progress sell to non-techies = lets non profit product profit fastest/smallest units of sell steps to BIG vision us do all service value to customers sell one at low margin sold prodt sold main prodt at loss system, then sell consults each app or system sold, if the big deeds are taking fast to appear, fast to wrote 1st prototype in 2 sell X to geeks who see enhanced, is a prodt adding stuff to it, tailorupdate, fast to evolve, then as 2nd consultg firm then adds ons sold at decades (haltg web days, helped by friends generalizable for others, ing, enhancing it, while great profit (but small easy to use + good fn. it as “the future” we tailored for big publishing of books as main system or addon not really believing keeping ownership of it total price) clients after 30 years) bigdecn:whentosell:notwhenfirst growfast;reputeiskeysowastea yearfinishingworkwellhelps

speedkills:chosepoormidmngrs, board,successor,fuzzystrategynot understood

if redo? hire more slowly & better fewer talents—stay cheap longer

spendmostmoneyonmarketing, nextonprodt,nextonabsurdsmall staffluxuries,noneontrappingsof beingabsns.

320 Dynamics of Silicon Valley & Tech Clusters from Venture Founders Interviews with 150 founders of technology ventures in Silicon Valley, from 1960 to 2010, about the dynamics of ventures, the valley they are in, the ride of development and growth, the products they invent, and the dangers they face, produced this set of 5 models of 64 points each, fractally ordered and regularized.

ifs/wventr issplitintofiefslikebig firms,custmrsayshe alreadyhasbalkanizeds/wdoesnot need2,us. grow beyond cultures can't keep promises grow fast bigfirm MBAshave non-developers employeesthatVCputonourboard noethics“seekadvantage”myth:if sells/wbothtooeasy&toohard than 25%/yr=no cultr splitusintoMBAtaughtfns.slowing promiseXinYtimeZcostbutdo &uneeded transfer W,U,VinsteadnotgetpaidbutMBAs all,fiefsnotcustmrssalient:critiquewas askpaytofixownerrors firableoffense=nolearning BIGNESS bigfirmfiefsconsultovercustomer requests,delayingresponsetill customerneedshavechanged

ifXisyourmaingoalyousacrificeY,Z beyond500peoplefirmshaveno sogrowthrequirespoor quality: directednessanywhere,everyonedrifts growthfromqualityispossiblebutnot indifferentweakchanging qualityfromgrowth irrelevantcontexts

MBAs do plans, ventrs do emergent opportunts.

ownventr= noonetoblame butself =no“otherdept”excuses

barrier & culture bigfirmssplitventrsintofiefdoms= elan/visiondie,interactionsbecome slowtranslations

&VCsthinkbigfirmstuffis peoplecopiedourprodtbutnotour MBAs Vcsclaimtheidea addnoclausethatdoesnotbenefit st bsnspractice=strangeventrs closefastlinktouserfeedbackand “normal” wastheirslyingtopress;Vcsdelay bothparties=like“rightof1 ifluxury:goodbsnsisjustacultr rapidsmallupgradesthatmadeus stuff fundg hopingyoufailthentheybuy refusal” kwithnoconnectntoperformance,a successful all cheaplyAngelstoo rite/ritual outright cheating & remote players = bad stealing Vcswanty wegaveaFerrari Vcstellliesadd outospend,growfast,growlarge= toanyonewhorecruited10good biasedclausesSOyoustartwithonly growbeyond programmers, gotpressetc.BUTVcs clausesyouwantandrejectalltheiradd MBAs&Vcslearnvilenegotiatg theymakeyouyour customers killeditas“luxury”installg5Vpswho onseveniftheyarecalled“normal”;nail holdgbackinfoinB &culture& didnoworkforbigsalaries=theywere downimplicatesofeachclauseyou schools= VENTURE CAP & capability NotluxurytoMBAs add notrustever MBAs startingupisnowsocheapnoneed beingcopied processesacrossfiefs=alwaysblame usersandtheirneedsaretoolsnot VC$brings foroutsidefunds;virtualhosting, big=dillute byothersisgood othersratherthanmeasure& value for MBAs; the ventrs' volunteers,inkind,sharedresources passionoffewinto improveownperformance =qualityadvertising,+ employees are mere tools—Only remote:bankers,directors,ideas, don'tcareofmyriads= yousetthestandardtheybecome MBAwealthisarealgoal goals:distractfrom users/clients/ allgoodideasdonotget products done,not loved cheap operating = not blame games incompatible cultures need venture cap many developers = no one knows customer overall and well

manylayersofapproval=final decisionsrandombyignoramouses

must like people you 1st team=marriage,staytogether complements: improv seebehindinchoateinarticulateuser ifcoreteamisgooddecentclose differ from cuz so close hirebestratherthanseveral forever;VPofReality=notboss vs. detail, bold vs. dissatisfactionsandneedsand small equals not more intense all MUST fit on butPR/fundg/operatnsBoringStuff careful, showy vs. quite friendscanendure10yearsof surprisethemwithperfect opinions than needed = moderates—bestare80to150 failedproductsandstillsurvive timesareproductiveasmiddle first team embodimentofwhattheycould Chief competence etc. user info more salient notsaybutwanted not enough resource follow response not do friends complements growth firstteamcomes growbyuser minimalfeatures except for best/brightest frompeopleworkedtogetherin neededcapabilitystepsnotvagueor ,nocomplexity,alltowardsoneend=does donotletmoneyandgrowthbedone absolutelycluelesspeoplearegood friendly,share balancetechnical&bsnspeople, goalwellandeasytocommuniideasgetgoodpeoplesohard founderscuz1st teamwasclueless somebigfirm=beventr keepteamssmallsoalldirectlyhear abstractaimsorcopyingsofothers forvagueaimsorcopyingothers— tovogue initialideas detail&vision,bold&careful cate andforusersto dootherideas;bestpeopleneed too widely=collect tunebalancescontinually userandquicklyrespond=user delivernext1neededstepof experienceits challenge(interest+hard) PEOPLE VIRTUES OF excel good firstteam leadstechdevelopment. functioningusersneed lence PRINCIPLES SMALLNESS worst thing investors fund great leanmeansextractcorefrom smallmeansnotenough unencumbered fewpeople= selftaught hitlibrary,readlast30yearsof flabbyexpensiveovershoot if founder time/peopletodobeyondnecessary hobbyist byreality= not canargue foundersdo teams not great leaders results,st in6mos.;marginalizedin knowinghow hardthings are= productsofothers,sellleaner team functions=chancetobebestby h/w,s/w/netwkg.etc.canreverse intoagreedfocusknowingnextstep cheaperbettercore my1 co.noonelistenedtome,so trywhat daunts wiser ones conflicts, distrust, not get or great ideas or great imposedfocus wecanre-argue,insteadoffactionsthat engineer left along products de-focus competitors team young do one function best make needs not wants ignoranceis try anything = small is good example:search softwareofonly bliss,notdonehomework,prodt nothing to lose = single, = nopersuading, skill-less doing, whatisabsolutelyneeded,getsused; leansoftwaredoingonefunction thewebbutonlyfor1thinganddo wassidedetail non-competeclauseBUTwe drive to NOT work for smart, aimless talk; 20 to 40ideal = no veryverywellallowscustomersto itbest,notgoogle'smish-mash;with butresponsevaster leaveoutspecsonlyyouneed= proposedQCsoboldtheywere QQ else; feed self and reviewersoftraveldestina-tions= thanourintended VEHICLE (Venture) young onedoes things he'snot good at discoverotherusesforit enoughgeneralitytosellwell surewe'dfail,soOK grow making things. rankings product

beyond money purposes new ideas not fit present practices, all like idea few buy, soend upselling toentirely different thanstart customers nothing goes according to plan

nobusinesslikeleaders/cultures, nothireusualqualifications

venture as necessary evil newfunctions toworldnewcompanynot ideastollenisokaycuzpersuade main aim worldtochangepracticesrequires realcleverness CORE TRAITS

userempathy& founderfriendshipssawusthru trialsofstartup

early rejection is norm

unstoppable determination is single most vital trait

Iwantedgreatproduct, companywasnecessaryevil

adaptable, entirely different product than start, at end

Amazon,oktoNOTmonetize st MBAsfight&destroycompetitors traffic/usersrightaway—anchor1 butwelinkedwiththemtoaddup bothourvaluesforusers moveradvantagesfirst pitchhugeimpressiveappbutdo smalltoolsinsideitthatyousell

to thinkdifferent, locate in unusual locales, talent wierdly situated

passion must show under so many presentations/talks

talent attracts talent, right people not right ideas cuz total restarts redirects are continual

need QQ more than greed when make $ decisions

right people not right ideas get users all else follows: users cannot be copied;

pitchhugeideathenfocusoncore killerapp ifitworksbranchout

takingVC$forcesyoutogiveup earlywheninvestorsgetantsyor greedyortired

revelinyourcheapness,avoidall trappingsofbigness,behonestabout howcheaplyyoucanwork

3rd funds to prepare IPO that will enrich all

2nd funds to prove you can turn it into a business

family,angel,VC3timesaswere- peoplebuyyour: users1st,theny aimedourfn./prodttoride ourbuzz,thenyourtechnologyin QCdifferent thatorder patterns in funding 15k from family; 100k from 1st custmr, 3000k from VC

7k/mo.creditcards;1st sales1st invest=halfforpayingcredit cards ventrSVcultureincludes:fly1st class,Aeronchairs,luxury vacations,monsterPCs, office/programmer

normofflowsnotbarriers,share canoutsource norhoard=idea/peoplefind nearly homesthat everythingsoSVmakesstarting lovethem fast,small,easy Flows seeking Homes anyonecan runacompanyupto100,after remoteinvestors,imported thatneedproflmotivator beingthrifty/leanbutnotsomuch managers, itmakeworkun-funun-groovy MBAsscareaway (15kespressomachine) brillianttechies=fail AN OTHER WORLD the culture of network of venturing yourfailures= donothavetobe lawfirmnofeetillventrgets people who impressive/proven,theculture mistakes fundg=practicesthathelpbsns. winifyouwin=helpyou youlearnednottomakeagain= trustsnobodiescandoitall getstarted moreisbetter Place Powers of SV Immense Attitude Wild-ideas-erness

people fund teams not CEOs, most ventrs worktogether well and balance fail from flaws & strengths self-infliected wounds; fail the it's me toit's the bsns transition leaders collect garbage leading as mindsets&networksinSV get non-boss CEO who different sunshine, make it fun to =amazingly does all non-product mustBEthere stuff so rest do product work each day undistracted

10Vcson1road,norelocatingon hiring,failurehelpsattitude= Westcoastisbest

peoplegethopesupanddashedand balance inner fun with define problem/soln./do decidingvery outer getting a function thatwearsthemdowneventhough prototype/prove emotionalCUZ viable/scaledesign into the world—so firms theyarebuildinguplearningsthatwill aimthemrightlyintheend mostplanneverreal= /prototype/cashout fail via wildguesses imbalance too much too easy giving replacefor$planwithforcustomer1 outside in too much inside out up givinguptoosooninstartup plan (for employees): plan (for investors): peoplefallinlovewithsome world;youshouldnotevenhear businessideaandlosesightofcore technologies needed challenge we tackle first5no's to handle the challenge fn.diverselyappliableinother peoplesay why/how it is vital EMOTION directionstootherusertypes toyou MAGNIFICATION eachevent/failurefeelslikean you hang your great donot launchventuretohaveahit attackbutyouareNOTthecenter, emotions not on buttosellQCnoknowingatall present situation but on bigforcesrush ultimate intent to get QC right people do not apply for howitwilldo overyoubychancenotintent jobs, you must find and sell them launch tries, no know loss of emotion control whichwill be a hit itmagnifieseachhi&loemotion conflictonIPwastestimesnever 100fold=dothiswhenyoungw/o getsresolved=nowaytoallocate fairlyinprinciple family

we never knewwhenwe were ontosomethingbig, emotion roller coaster

losing VC pitches, forever, but keep trying worked in the end

THE OVERALL MAIN POINT OF ALL THESE DIAGRAMS: Technology Ventures, Founders, Products, Valleys are A Rejection of Big Company Culture and the mass market sitting, observing, consuming passivities it covered the world with. They are the OPPOSITE of ALL in Wall Street, the correction of the vilenesses of MBA faculty and students. They cure the world of big firm and big firm product sicknesses. All contents copyright 2010 by Richard Tabor Greene All rights reserved, US Govt Registered ifyoudoyour11st fn.verywell& brandsstinkofbigfirms itsellsyoucanuse$tobuy pushing2nd ratestuffcuzyoulike relatedthingsuserswanttouse QCearlierbaitandswitch together

beingsmall=sreally st see/contact/carefor1 customers =fastaccuratebeloved evolution

letcustomerspostneeds/probs instantlyandrespondinstantly& withfixwithinadayorweek,no more.

image of product rapidly borrow customerbrand power evolving majorupdate giveinvestors/users 1domo. after1st release=tells areasontobetonyourchances beinginSV=lotsthatdistractsfrom customers —theywanttheir prodtwill YOURcustomersfeedback—stay choosingofyou close&dowhattheysay+alpha tobeclever/wise APPEARANCE IS evolverapidly REALITY toobigVCputs sold more howdotheseguyshandleambiguity bsnsguysnd gotolowriskbigasset employees on rebates and coupons tell someVC every time andadversity—willtheysurvive yourboard=wrongall;so plays;2 stringgoestohighrisk justseek raised price = improved inevitableupsanddowns—emotive customers you can't do bigbutnot quality products smallassetvents. credibilitywith customers interestingideas/chances&want ruststrength toobigisbest themtested,not formoneymuch Pseudo Bigness: steal it borrow vast image what funders ask faster cheaper (tothemselves:) desktop publishingimagetolduserwhole canthisteam functionsetcould doathome= find3or4separatetools/prodts+ backgbyfamousVCsubstitutes cannothiregoodbsnspeoplecuz can your technology project graspedour fillgapsbetweenthem=easy notbigsobackgbybigVChelps fornotbeingbigfirm confidence VEHICLE (Valley) scale? product newprodtuserslike intothemarket?

funds per audience deceive funders if possible wedoXthisweek, they fund wedoYthisnextweek=they tryyourpresentatn on you when you do not 1st fundstoprovetoUSinvestors aliealways; friends/family1st asst Vcswillnot fund st yourideawillwork(can'tshow need funds 1 3 to 500 k hearyouagainif1 presisboring themallofyouridea/means) totestifideaworks FUNDABILITY

peopleinSVwantyouto small firm of 10 globally surprisedatsuccess notbeatcompetitnbutmoveon, nooutsidefunds,noworkforce leavepastsuccess,feednewbaby, growth,nogrowthforgrowth scattered =deadtime without succeed,havewhatstartingneeds, fromQQsosimple; sake,insteadwhatwe slightcomparedtobigpast interruptingtalk for talk's sake yoursuccesssets ignorecompetitncuztheyare can developperweek/mo. uptheirlaterones things indirectcustomr,bettergodirectlyto customers goodidea=goodpeople=good Birth Culture ignore competition fun=goodadapting=eventualsuccess cannot be 1 hire bright bigcompanies hard to find initial people to hire so growincapabilitymorethanscale; prodt co. cuztech.y change; not 1 core, keep them do simplenothardtech.y sales channel, delivery evolves together, work other shiftdirectionwhenchancefor 1st teamwasallfriendsoffriends: throwdozensnotfewbrilliantones= groups morecapabilitycreationappears allseeking“interestingthingto smartiesdonotfitbigfirms thru them do” notmoresalesonly FUN & TALENT

convince1 daily recall ultimate otherpersonto purpose so daily crises don't jerk makeventureonlyroadto emotions success cut exits, force forwards deep risk—live on investment not income

helaunched4ventures,3failed, inhabit envt that others inhabitnowan I had this dream that cuzhegot1fn.justrightw/o became X's prodt, Y's, will later, find what you environment combinethatusersfelt(his4th) thatallwillbeinlater: till frustration made it need there & make it my prodt. s/w,tools,etc. my past becomes my own be the future now future venture must see net QC I hated all without -nessofnet:frequentupdates, my life I ended intention I ended up democratized composing,breakmass what is important to do upinventingafix doing in s/w what by mediathrall,not for,justforme,but grandfathers did enterpr\s.services now is obselete in 3 to 4 theneveryone years onwebzB DILEMMAS & wantedit PARADOXES can invent get users & usersgetmorevaluefromthe anyonedoesanyst rolebutcannot anything that affordslop,all1 users/viewers all else follows; value of mostwidelysoldsystem=first lots of people like a little moveradvantage mustbeimpressed or that few ventures is their user like a lot base firstest with mostest free slaves daily complete freedom workfor self employee morale from getaheadwithusernumbers& not vision alone but at cost of dailyslaveryto what stayahead=finalvictoryfrom vision with abiding faith has tobe done next rate of user sign up slightestadvantage

buildnewmarketharderthanbuild newtech.y=changingpractices veryhard.

avidintensequickresponseis BIGGERthanbigvolume responsesthataretepidandslow

details guy with vision guy —friendships stronger than business stuff are needed

not features of your software but stickyness of your site—holding user attention/interest

hadatoolIwasbuildgbutcurrent peopledoubtedanyonewouldwant when$isoffereddonotchange wesaw4newprodtsjustrelease keepwritings/wduringALLups ifleavebigfirmsay,email,take, techmadeitsloppysosearched tointeractwithaTV=practices anddecidedtolinkthembetterthan emergingonesandusedthem= writenothingtopreventsuitswhen wouldnotchangeBUTsomeusers anddowns,donotstopmakgvalue planstillallthe$isinyourbank anyofthemalonewoulddoandwe biggoinnovationandpress yourVentrhas$ ofsomeTVs had duetovagaries aa didchange—we sold1ofoursforeachoftheirs tofindthem storm weathering low confidence casues novelty does not fit = sell to great capabilities reserves waste those changing practices agapinthem successfulfirm wehackersthoughtweneededprofl hardtodosoothersdidnottry marketgpaidlotsgotnothing= ifhirefinanceindustryinsidercanget nodealtill$isinyourbank—VC arket, aretrappedcaringforexistingold adoptgpracticesoftheprevious makingatoolonPCforme,nos/w —roadmapofwherethingsare newdev.t cannotdooppostes—eitherhigh wellcapitalizedenough toweather medium,portgtothenewmedium custmrscannotgoafternewones shouldjustinvestinsofaster donotsay headed,getout4 backgrndnoskills,justmadethis clientsget generaleconomystorms itempriceorlowsubscriptnprice fullyandwell ismistake,mustinventnew toolformyself notheyjust yrsinfront excited W of DELIBERATE HOW TO FAIL practices dropcontact Mouth PROTECTIONS ifyouattempt lotsofsubtle thereisacultureoftrustwithand st most people strongly disliked or did dialog had “do 1 ifnocontent veryhardthings contextscause interestincustmrsthatdevelopsfrom key fns in s/w toldMITprofsin1993wouldwork new it”butusersread notgetourrelease—watchreaction keep medium no worry about agreementunstatedaboutnextversio closefollowing—latercompetitors secret rather than patent onwebappsonly—theysaidno itasdoltanddidnot ONLYofintendedmarket,not doesnotsell;ifnomediumnoone stollenideascuztoohardtodo&late ns/featrswithclientswhichnewsupplier trytomatchfns,withoutthatculture which informs; futureinit=failbylistengtoprofs. bystanders click=smallthingscanruinbig binddecsnssoearlyvernsawait developscontent-paradox changes things evolvingother cannotmatch close and fast to techs/prdts novelty is unconfirmable disguise over promise customers some ideas are hadnoidea st youpromise whypayyouwecandoourselves(says ideasonlynotnewtechs,soyou whattomake,1 ideajusttord find 2nd systembutmanyofitspartsare fastquickresponsetocustmrfeedback bigclient)BUTventrhasgeniusfew judge potential investors by reactions itisnotideas presentcoverideasoVcsdon'tsteal veryhardthingsnoonecannowdo= somehandleuncertaintybybeing what'swrongwithit,2nd/3 etc meanslaterbigcompetitorofferings progmmerseasytohiregoodones;big to your cover idea & a fake bsns that are imporyour real idea and give to others they excellentatownlittleboxbutitmust showedprogress,prototypesall yearsdelaynocustomersforitthen willnotfitcustomersenough plan--observc tantbutpeople DANGERS firmhasaverageprog-mmerscannot fund becustmrwantedlittlebox helped hiregoodonesever donotmakeproductsthatrequire userbehaviorchanges=people don'tpaytosuffer

acquirersmustbehackernotbluesuit culture:hardballinsurestechtalent leaves/revenges

QQ stronger than $, than bsns idea = friend-ship kept us afloat

exposure tocounter arguments a planthat does not work out, no wenoticed categories of drawings we tried their product and it pissed us sharpens your ownarguments— sweat, roll withit—you will know compromise = agreement eachappdid some of—wejust off in2 areas, wefixed upa patch for peoplerejectideasthatwhen embodiedtheygetandlike—you whether it was good of bad much without learning, failuretomake sharp ideas reveal what theyleave that, posted it and a million copiedtheir bits out visibly ideas/alternatives interact occupybordersbetweenideaand much later peopleeventuallydownloaded into anapp use that didall argue and resolve instead profound undone aims bad stuff end up luck if of compromise functions not features we dream of manyseea you adapt arguing stings, st luck looks badwhenit 1 comes, so later people argue intheir own lots of better functionneeded but their ways ofabound peopleaskfor features but youID users also ask for lotsof features doing it are the sameandits universes but cuzwelackmeans success = ready to take advantage ex. early failures minds, sometimes converting to compromisekills ventures: others the fn. init evolved state 4or we drop them as aims BUTfor the of opportunities when theyarise were bad ideas theynever use talkyou out of your gut intuitions = other side = fiewwho imagine means, some soit is goodthey & dothat withdifferent means 6 years hence goodvery good bigerrors, crowdphenomena EMBRACE become open doors ADAPT & EVOLVE they miss failed. thanusersassume CONSTRAINTS alwaysshort if you lead your market by 4 years, lack of supplies forces lack of findwhat is investors do NOT know, got tobe real otherswill not beentrenchedthere first product releases are ofpeople,$,supplies, exaptatns., bricolages, that in and real always about a year most fundamental, used but they FEEL you recognitn.,soseekwherebasehits recognition makes the product the add novelty & appeal not that you have to dislodge out, in enoughto feel appeal, value to custmr the appeal planned later than you expect know, you really know by all, re-invent it tosupport all turnintohomeruns user needs, not image alone or brand alone they buy burgeoning out enough convictn. aroundyou look big/businessy for use limits to focus flakes off of too much vision friends/lunches/proposal/ toinvent. others not selves wasted time VC$,/start looking big/bsnsy; should not be needtobeforcefulwithinvestors duck hunt—do what markets lack of people makes lack of money makes friendswhoinhabitworldsothers choose QC really hard & needtoday = embarrassedto andcustomerslockedintobig ventures start as series laterwilloccupywhospot&solve big to point you in you choose right prodt you chase main 1 fn. not be 4years late, so be small; low businessexpectations—heylookat of lunch conversations, theirownneedsendupinventing creative direction; shave aim RIDE wheremarket cost isgood and needed people only dreamy elaboratns. theproductnotthesource that generate proposals prodts flakes = prodts will bein 4years somany apps add indexing means whichputs vast things together ; new indexes = new combines/displays/uses

nothingimpossibleattitude,brightest infoforstartupservicesgreaton people,cultureofdreamers,best Westcoast+needlessinfrastructureyoucontrol suppliers/customers/info

brandsfromuserworkorfn.outdo brandsfromcomputer/tech.y industrytoattractusers

sellingourproduct bychanceourproductexposed userstoanewneedwesawfirst exposedusto and suppliedasour mainone. peoplewantingQCmuch smallerwhich wemade Other products amplify ours bychanceothersproductsgave oursQCtoassist/sellto

surroundedbythingsgrowing= thelocationSVitselfasYOUR totalshiftofwhere/whatweAIM locationgivescredibility,services, brand,exposure,elan, our1great trustbyosmosis functionat ride not make rideinsidebig firmwomb=learnandtryon QQelse'sdime bychanceothers'products beinside/nexttothingsgrowing enabledours wildly=canborrowenthusiasm togetmore andinvestorconvergence RIDE NOT MAKE doneforusers

doasmuchaspossibleinsideprior keeplatched bigfirm,thensplitsuddenlyin asvehicleyou borrowgrowthfrom venture accelerates big company as womb borrow/steal growth from riding the wrong stuff, firm with big base or ride growth rates over exponential growth sheer size

paralleldevelopmentshave mustdo1thing intersectionsandcross-fertilizations= verywellthatsomeburgeoning whatriderventuresdo thingsneed born inside a happening wesolved ourownlittleproblemandby apieceinourproductmatcheda chancemanywantedexactly burgeoningwebsectorwewere whatwebuiltforourselves=live ignoringbutitwasgrabbedbythem thecultureoftechdev.t andbecameahitbychance


COMPOSING PERFORMING 128 DYNAMICS The New Organization Form: Global Web + Events + Swarm Designings OUR ERA--WHEN PRODUCTS, DESIGNS, FIRMS, STORES ARE PERFORMERS

USING ALL, AS STORY, TO LINK HEART-TO-HEART WITH YOUR AUDIENCES The fight for ATTENTION, SURPRISE, AMAZEMENT Product Release Sequences as Unfolding Dramatic Performances


The STORY The MELODY The RHYTHM The TRANSCENDENCES The ECSTATIC “FLOW” The PURPOSE OF ALL ARTS The “THIS IS LIFE” CLARITY --of all you are, be, make, do

43

experience: author, actor, audience

GROUNDING

as 42 41 performers audience

memory: intellectual, physical, sensual, 44 emotional

35

cues: plot, event, sense, emotion

PERFECT PARTS reasonableness

character,

39 48 gesture, create & unreas.. omphalotic role as reality of of each structural stance of script situatn. fragment life whole performance messge finding of vs. wanted 45 audience reaction 46 TIMELESSNESS subtext epiphantic journey CONNECTION 37 EXPRESSION 34 till illusion is celebrate vs. 38 substitute actor personal experience critique the lost memory concenhabits of tration sing song vs. times see performer 47 menu expression produces vs. see life sing piece of life 36 block expressing 40 audience

33

concentration

CREATIVE PERFORMING

Delivering EXPERIENCES Perfecting SURPRISES Sequencing AMAZEMENTS Thrilling HEARTS & MINDS Out-doing SELF Out-doing USER EXPECTATIONS Breakng Out of OWN WAYS Breaking Out of NATIONALISMS Breaking Out of GENDER WAYS Breaking Out of 8 GLOBAL RELIGIONS OF BUSINESS

sports: game: leader: lead love: disclose 11 56 63 52 27 can vs. by follow- Invent: vulnerable search war: ing society: see saves heuristics cognitive event vs. self success creates will habit thought revolution 54 eternity but 50 49 53 failure plot TRAINING COMPASSION go on living high performance: BALANCE 62 business: ILLUSORY REALITY ROLE EXPRESSES historic dream 61 10 impression everyman as 9 out of life in 25 internalize vs. 26 community device: performer: interview: permits broadcast order to be express negative read while reality liberation 55 respond to writing trade-offs 64 51 live through in it face vs. mask physical vs. 28 12 imaginary objects (self vs. tool) spiritual makeup a role DESIGN EMERGENCE as to real ones artist (singer etc): public speaker: MANAGE PARADOX DISTINGUISH PERFORMANCES 7 repeated 60 teach audience 3 19 relaxation vs. 32 move audience 23 self 16 it creates own find & keep inspira- daily life better concentra- dead vs. remain requireas itself stance mind tion performance: ments show flow unmoved rehearsal open-ended tion (self consc. = consistent tune self & work vs. 58 impression fame 57 alive choking) 30 29 performance vs. known creativity 14 NO MIND/OBSTRUCTION 13 environment EMPATHY outcome DETACHED ENGAGEMENT work actor: INSPIRATION ON COMMAND REPETITION SELF AS TOOL RECREATION true desire for calculation vs. seeming 1 6 5 18 21 simultaneous 2 rehearse vs. 22 17 create not nature of life moksha warmth reality appear creation is the imitate release performer message 59 evalution improvised relaxation = private vs. insight truth vs. reality illusion of fresh vs. spontaneous 31 as violinist & 20 vs. script repeat 8 tuning violin 1st time 4 on cue 15 imitation 24 public privacy violin

128 Ways to Improve the Creativity of Performing and Composing From Strasberg, Stanislavsky, Sawyer, Gardner, Barthes, Culler, Auerbach, Pinsky, Winters, Eliot 95

88

84

Poetry--Robert Pinsky Culture--W. H. Auden SciFi--Ray Bradbury Drama--Lillian Hellman Shakespeare--Northrup Fry Criticism--Ivor Winters Software--Winograd Metaphor--Bruce MacDonald Asian Aesthetics--Diasetsu Suzuki Design--Dieter Rams + LKK + IVES + ANDO Performing--Sarah Vaughan + Hibari

94

CONNECT TO SELF AND AUDIENCE find the rhythms of your field

90

find the rhythms of your times & audiences

91

115 practice applying foreign frameworks

89

122

121

124

build own social movement

126

128

69

en-school

early and clearly

defenses

bricolage WORK EMERGENCE

match attracted resources & follow up create & plurify followers past keep slight hunches alternate markets plural works engagement/ environments simultaneous canibalize detachment projects rich & diverse

114

113

118

117

116

127

120

102

edit out elements drafts for feedback that don’t from others further the emotive make point avalanches impact latent contents of field explicit

104

100

111

seed

prefer

75

drafts for self edits

drafts for

98

101

and form

let your clear grasp of a powerful part of life, not wording, impress

CREATIVE COMPOSING tune the interaction of elements till good things emerge

STRUCTURE FOR INSIGHT EMERGENCE

drive your work 76 through one of life’s key clear fragments to moments 74 confusing realities 73 LIFE ANCHOR

peel back 119

125

INSIGHT EMERGENCE

it

WRESTLE LIFE INTO DIAMONDS

surprise strings

CAREER EMERGENCE

79

EPIPHANTIC mix stimulation & after your best: DEVELOPMENT seek outside opinion 77 target moments 78 formulation spaces balance throughout announce when lives then rewrite setting & structure and each day storyline transform association; insight 71 67 80

MAKE ROOM FOR EMERGENCE

insight

FIND TIMING

EMERGENCE

connectors

make room for

92

arrange for surprising release of works

OPPORTUNITY

seed success via extreme productivity & distrinetwork bution befriend peers & competitors

83

96

reuse old throwaways

70

81

blend the media get in touch with EXCEL roles for synergy set up co-invent your times and unlikelidialog fully meet go beyond hood your own community your field’s past forms of criteria of excellence excellence

87

generating production 72 and evaluating maintain & disciplines &

123

82

85

86

93

EVENTIZING ART-IZING DESIGN:

entool to organize 68 entool to capture scattered bits alternate chance insights/ of various “in the business” inspiraprojects time with tions hermit time 66 65

avoid demondemonstrate what alternate & separate establish insight & get in touch with get in touch with strating the the media can best expressions yourself media by communicate in the history themselves make the get in touch of your media keep to go beyond collect excel in what with the lives help the field them past practice crossyou excel in message of your audiences generation and how you STRUCTURE FOR after mastering USE MEDIA mentors FIND CARES excel in it PRODUCTIVITY

97

VERSIONING

EDITING

BECOMING drafts for observing balance unlikeliINCOMPARABLE responses of hood with fit society best strangers & comprehenevaluators sability design revision surprises of canon of your field

109

110

103

112

99

PRODUCE named tests

106

108

anonymous tests

competitive tests

TESTING comparative tests

107

105

Copyright 2015 by Richard Tabor Greene All Rights Reserved

EMAIL: [email protected]

THOUGHT DESIGNS Design of New Ways of Thinking, Design of Tools That Enable Them for more: evolutionary, biologic, computational, culture crossing/fusing, non-linear, structural, less Descartian, modes of thought Apply ordinary mental operators to 50 to 128 to 216 ideas at a time not merely to 4 to 7 ideas at a time


Knowledge expands exponentially and now access to it all expands faster than that--so all minds, professionals, professions are increasingly tiny and increasingly insignificant fractions of what our issues and problems need for resolution--we are generating trivial people and minds and professions and tools that wilt before our systemic, global, deep cultural, venal value root problems. WHAT IS NEEDED IS TOOLS FOR THINKING AS PLURAL DIVERSE COMPREHENSIVE DETAILED MULTILEVEL NON-VENAL AS OUR PROBLEMS ARE. MONASTIC INNOVATION AND DESIGN--it is time to replace ancient media and interfaces we have tolerated for thousands of years beyond their use-by-date: --replace prose with fractal page forms --replace reading points with reading geometries of thought --replace discussions with stratified responses --replace meetings with everyone-leads treatment of a topic “scientific rules of order” --replace processes/courses with mass workshop events --replace brainstorms with social automata l --replace products/services with user-tunable global-app-market platform devices --replace sleep-inducing PowerPoint presentations with image-name-audiencelink trios --replace single right-y models with repertoires of plural diverse detailed multi-level models --replace solving with insight processes CHANGES TO THESE MUNDANE BASICS, EACH USED DOZENS OF TIMES PER DAY, RESULT IN HUGE OVERALL MENTAL PRODUCTIVITY INCREASES TOTALLY NEW PRINCIPLES OF DESIGN---fractality --biosense not mechanosense --adaptibilities not rightnesses not intellect --transplanting X across cultures --automata --emotion handling via purposes of all arts --survival not of fittest but of neutral trait holders

5HSODFH:RUN3URFHVVHV

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
7+28*+7 7+28*+7 '(6,*16 '(6,*16

'HVLJQRI 1HZV:D\VRI7KLQNLQJ 'HVLJQRI7RROVWKDW (QDEOH7KHP

Copyright 2015, Rights Reserved, [email protected]

SYSTEMS EFFECTS NON-LINEAR CONSEQUENCES OF PRESENT ACTIONS

THE ACTUAL CONTENTS OF: Judgement, Experience, Wisdom Step 2’s situation emerges from invisible consequences of Step 1 = non-linear planning Step 2’s situation emerges from invisible responses of all to Step 1’s invisible consequences

THE KEY TO: Videogame “Home Run 2”s Careers that found new Realities Plans that get ahead of “developments” Changes that change most other changes Spotting tipping points & aiming efforts at them Riding new tech “waves” you’d never be able to create on your own.

LANDSCAPE 1 FOR LEADERSHIP & CREATIVITY


THE STUPID WAYS HARVARD, MIT, STANFORD PLAN: Certain Failure--Step 1 = goal, Step 2 = alternative paths Step 3 = criteria of selection Step 4 = choice of best Step 5 = stakeholder feedback Step 6 = pilot test Step 7 = massive mutli-year hidden failure BECAUSE THEY OMIT SYSTEM EFFECTS 2 WAYS: 1) the non-linear consequences of step 1 are the start of the environment step 2 takes place in 2) the reactions of various official and unthoughtof stakeholders to step 1’s non-linear consequences are the environment step 2 actually takes place in. “TOP” COLLEGE EDUCATIONS DRIVE OUT OF MINDS NATURAL NON-LINEAR INTUITIONS AND CURIOSITIES (Harvard’s 800 GRE Kennedy School a la McNamara doing body counts step by step to Vietnam failure). (The industrial world’s worst healthcare system designed by Harvard etc elites to maximize physician incomes, which it does well = educations as cover stories for private greeds “the Harvard way” USES OF THE 128 SYSTEM THINKING FAULT TYPES: 1) VIDEO-GAME HOME RUN TWO--the biggest problem of game companies is finding a second home run after a first; however, there is an ecstatic “flow” state of total engagement (losing sense of self, time, space) when JUST ENOUGH non-linear effects are present BUT NOT TOO MUCH to overwhelm play. We can measure WHICH of the 128 at right are present in each game play situation and TUNE to ecstatic flow engagement levels. Similarly for JOBS--we can tune to “flow” ecstatic engagement levels by adding/changing nonlinear system effects defining the JOB. 2) NON-LINEAR PLANNING--to replace stupid Harvard, MIT, Stanford Business school regimes. See the actual environment of step 2, not the male heroics delusions about step 2. 3) THE TRANSITION TO SEEING ECOSYSTEM AND EVOLUTION (NATURAL SELECTION) DYNAMICS--a growing subset of non-linear effects at right is biologic: non-linear relations among products/persons/ventures in ecosystems, that evolve via genetic competition “selection pressures”. NEW TECHS thrive when they RIDE the 128 effects at right!!!

TOOLS:

43

parts

hijacked

during

production

response to response matrices RESPONSE TO PRODUCTION production way 41 kills interest 42‘ stratified respondings producers 44 become or requirements system effect tunings consumers change REACTION BLIND degrees of socialness not 48 39 35 more complex measures raises 45 price war 46 RESPONSE TO PROFESSIONALS 9 kind of non-linear inter-profession OTHERS’ RESPONSE CUSTOMER RESPONSE disagreement envy isolate 34 on basics 37 representative 33 of customer’s 38 reflection 47 when get what spec are when live with 36 overfishing rich get richer want, dislike it 40 result, hate it social automata 64 WAYS TO CREATE POORLY simulations components components 63 egalitarian 52 fatalist & 27 during

production components

profession factors from customers profession solving make solution not included process requirekill ments than problem

expectations so hate result

wrong

11

56

too too big overly hermit great problems of small incemental single solver 50 hierarchist 54 49 solution result side-effects solutions 53 pushed to heroics much worse for situation ATTITUDES cuz alone SCALES than result benefits too weak to last DIVERSITY overkill solutions RESULT SURPRISE individualist SUPPORT ALLOCATION or vital waste 62 61 committee great solution result 9 intended firms or forced cutting enemies 26 once really done 10 25 gets social departments unneeded cuz of who is itself not moderate 51 block 55 ranks block diversity supports

a self-reinforcing benefit solution bad so growth becomes 12 miss good from self-limiting larger solution

feedback flows

64

credit & outside help it rewards not to 28 used till own those who solved capability atrophies

feedback flows

SCALE BLIND

solution too component config lost in responding 60 perfectly suited to present order 32 enough chaos 23 so problems culture of 7 usual input similar input 19 enough 16 situation local actions solution local actions reappear designers whole system solution very different cannot delivery only narrower effect goes changes affect has delayed than culture system caused configuration unnoticed environment emergent output combination 58 system 57 of customers giant cost harms of humans 29 changes during variation “solved” 30 from interactions 14TIME SURPRISE 13 conteracts FLEXIBILITY intent solving without system changes ORDER ALLOCATION new parts added delayed negative EFFECT OMISSION sequence of solvings CAUSE ALLOCATION ENVIRONMENT ALLOCATION COUNTER EFFECT rather than exacerbate user 6 feedback after 21 solution so 22 environmt. 18 1 partial solution 2 faster good 5 manner of reconfig old 17 severe caused failure cause of dissatisfaction other particular to lack of launch ones lowers action component 1 environment leeway in blamed on counteracts cause where 59 other causes environment cannot other unplanned standards ownerless results side-effects intent combinations components problem seen weak component

3

SPACE BLIND

TIME BLIND

second order effects 4

problems

15 of main action 8 counteract intent counteract it

only is attacked

20

1 part’s be used not addressed 31 undoes 24 stifles 1 part’s function function

128 System Thinking Fault Types From Greene, Prietula, Senge, Wildavski, Kano, Taguchi, Ishikawa, Morishima, Boulding, Kauffman, Arthur, Gladwell

long cycle times long cycle times giant greenfield many changes of 72 many outside 79 initiatives that 68 allow time for requirements one-product allow agressive market changes many don’t build 123 projects when all specs that on past errors trance-like competition 70 willknow ignore capabilities 65 instantly respond 69 resouces adequate 66 “no mind” state 81 for others on teams; only at project end ATTEMPT HOME RUNS no pain sharing system MISSING COORDINATION is ideal consciousness FAKED SOLUTIONS UNKNOWN REQUIREMENTS marketers “know” career system rewards waiting till problems travel, waiting, reporting TRADITION OF QUITTING LEARNINGLESSNESS FAKED INTERACTIONS customers but don’t are most of huge then killing self 93 creativity valued 94 development and don’t see team 78 distinguishing entire project mastery & auto77 subsystem from others not arguments engineers as work time 121 over preferred as it no building mation of missing 122 products/ escalate cuz no manager building on their effectiveness easy routines = group spreads project refuse their projects wrongs customers on success/failure action till meeting trade-offs blame of previous teams 96 ideal are better than postmortems 83 tradition: 71 often cancelled 80 problems are huge work action people interrupting 87 67 discussing = 124 unity feeling by SEPARATION being right repeating elders’ opinions UNDEPENDABILITY managers force sympold generation managers lack social long cycle times MINDLESSNESS one tom only solving by manages so younger 76 many tacit intimidation 92 skills to guide without imaginations early phases allow issue preventing 128 perfecting every- 119 punitiveness of shut out understaffed/funded; changes 115 = garbage no consensus day life = utter social except unrealistic schedules personnel collecting meticulousness greatness building process surface: crises from remote leaders 73 90 on product strategies 89 long standing 126 of handling trivialities a 74 125 establishing irrational situation thing called a FAKED RELATIONSHIPS is natural = not issue UNKNOWN CAPABILITIES PEACEFUL LITERALNESS solution = solving unfunded capability promotions not based slight disturbance of ISSUE BUYING APPEARANCE IS REALITY development so on actual problems “no mind” dailylife must invent super direct faced and solved 117 114 state intensely 113 pay money to all product & ritual 118 solutions, byissue attitude process technology passing generators = solving cost of issues investigated discrepancies repetition is together neutralized causes work, not is lost focus on responded to as 91 127 issue handling 120 unity of group coopted early 116 issues 75

leaders remote & no incentives for unprincipled team members no ignorant, do not like 88 needed behaviors: 95 management causes 84 co-located; global no personal, building reliable waits for many nuts and bolts suppliers jerked social, knowledge technology sign offs solving around tradition of reviews distort without basis for intermanager agreement, hiding slack time 86 so solutions are political 85 and no one covering 82 actual capabilities context

DESIGN LEADING CREATIVITY:

64 WAYS TO IMPLEMENT POORLY consulting = roles assigned by admit issue = 104 ignore = solve 111 precedent not 100 participating create issue agreement rotating changes in need everyone 102 fact outweighs environment 97 101 interpreted as content 98 before an issue already found

They share 8 common CONSULTATION SOLVING SOCIAL SOLVING landscapes--this is ONE. ISSUE IRRELEVANCE social will not interpret 110 mind used to 109 good is issues are Non-linear designing of agreement just distractions managing = solve 103 from real work issuelessness 99 non-linear objects/systems, PERSON AS BUREAUCRAT intolerance of information non-linear leading of nonslight hiding 108 differences copying 106 rivals outweighs 105 linear workforce/market processes inventing solutions Copyright 2015 Rights Reserved, HIDING IN UNIFORMITY non-linear creating of non-linear by Richard Tabor Greene inventions/compositions/ventures 107 EMAIL: richardtgreene@ = A NEW COMMONSENSE alum.mit.edu inside group

agreement all differently

considering whether to do so thorough

it = doing 112

if new, not an

issue, only old are issues

CULTURE POWERS FROM FROM THE THE SHARED SHARED PRACTICED PRACTICED ROUTINES ROUTINES MODEL MODEL OF OF CULTURE CULTURE

THE MOST REMARKABLE, PRACTICAL, THOROUGH, DETAILED, PROVEN APPROACH TO CULTURE IN THE WORLD TODAY To handle cultures of ALL sorts: of devices, of genders, of technologies, of religions of business, of professions, of business practices, of organizations, of leadership regimes

The CULTURE of Apple, of Silicon Valley, of Alibaba, of Ten Cent, of Industry Disruptors

REMARKABLE TOOLS: transplanting X across cultures stratified responding extreme product extrapolation solution culture invention response to response matrices culture of products vs. of users 16, 64, 192 dimensions by which cultures differ 64 types of culture we shift from one to others as needed 16 operations of culture traits and types we wish to change 13 powers of culture to thwart all we do and cause disasters and more, in a 10 part machinery for handling all cultures well

420 CORE PARAMETERS OF CULTURE HANDLING 2

definitions 1

8

operations on 3

with tools

4

1

being misunderstood2

invisibility = surprise

1

3

CULTURE POWERS

automate dailylife

8

miss things stopped by excuses they vital to 9 others 3 1 ignore we miss bald THE EXPERIENCE others misgross insults OF BEING IN treat vitals OTHERS’ WAYS 8 7 to us 4

2

high find own self contents performances 9

2

CULTURE’S POWER

own ways don’t work

find we are not aware of own views & ways 2 forced to see encouraged to unrealized do things totally own contents 1 new to us 9 HOW OTHERloosen old ways by no NESS REMAKES ads/TV 8 US 8

in own not in new

supports 1

images--what we all expect 2

THEORY, IMAGE, ACTUALS

actual--acts high perform- theory--what ances = all are we say to self observed 1 same thing 9 & other 3 selves are

THE MODEL:

CULTURE

reversible-2 wks traing

reverses DEPTH & EXTENT 13 cultures 4 cultures are penetrating = image’s reality; insight = practice cost of violating 7 in creating 10 expecteds 5 8

3 domains 1 process

6

more cultures= more theories= more ways= bigger self 2 more theories= person growth, notice more= educating, religious practice, bigger world

performing art 1 ALLturn be to have 9

insight=love gather failures till Despair lets deep parts of self to change 8

HOW CULTURE ENCOUNTERS GROW YOU19

variance--some Xers more X-y than others 2

overlaps--20% of Xers more

4

alternatives to own aims 8

SELF GROWTH PROFITS

relief that there are other ways

we see aspects of others they miss4

9

how well practiced are the routines 2

how many routines in set

7

5

bribes hiding worth 10

who shares these routines 6 ROUTINES LOSE/GAIN -can end up less American without doing anything

2

DISTRIBUTIONS OVERLAP=20% of Americans more Jpse than average 1 Jpse COMMON ERROR-default to nation as what culture is

8

CULTURE BASKETBALL =pride to own ways cuz expert at= hate other ways 9

CULTURE PROVISOS 1st ten 31 MISTAKEEASE/SHARED for worth, safe, effective

apply to ever more abstract models of reality

2

business practices have own cultures 8

degrees of us-ness va. effectiveness = shared/not-shared

effective/weak 1

envelop around us when abroad so foreign filtered thru old us 8

4 THEORY-IMAGEACTUAL=we much less Xly tha we

5

ways less shared less useful = resist others 6 so our invisible 99% undermines what our 1% intends/does2 culture humiliates elites, WHY?=self worship includes own invisibles, biases narrow routines 9

theories of us by our 1% usually wrong 3

the culture of right techniques work from colleges = weakens thought 6 and results MOM EFFECTS--kids learn RIGHT way is X no alternatives 2

ONE PROCESS of growth: psyche, culture, performance, religion 8

CULTURE PROVISOS 2nd ten 32

7

3

1

DEPRESSION EFFECT-gloom=more accurate prediction but less bold tries 8

at despair point, stop loving parts of self enough that they can change 6

COST OF CULTURES IN US 26

INSIGHT PROCESS-self,cultr,perform,art, therapy ALL despair doorway 9

PENETRATING CULTURES IS BOTH INSIGHT & SELF GROWTH PROCESSES

subinsight within insights= try all you know till fractal form= recursive despair at success process of many as who you now are Despair Doorways 10 5

EDS sales to GM Computational counter male sociality (Jpn) + culture, invent technology (US) feminine conference 1 = Panarobots 9

Plural diverse models replace single right-y 8 models

others miss vitals to us 6

OTHERNESSES RE-MAKE US EXPAND US

apply to ever more abstract representatns 2

miss vitals to others 5

Trojan products

PENETRATE CULTURES =practice in insight= more creative 10 TRAITS/DIMENSIONS appear in some social processes not others

6

CULTURE EFFECTS-shared preferred forms of thought =become blindspots 2 HAPPINESS EFFECTS-overestimate how happy all changes will make us, overestimate present 9 unhappinesses

MINDSCAPES OF CULTURE

7

INPUT/OUTPUT PARADOX-good reading = wide access poor recall, bad = no access but good recall 6

our IMAGE of our culture--some overlap with their ways

tools for operations 7

Jeju enriched by aid to women not men 3

Triple Siemens

patents by 200 in 2 days socila automata 5

TWIN BRIBES--

SO dislike/reject all others/ways cuz lose ease/sharedns/ expertise with their ways 7

CULTURES ARE 6 OVERLAPPING DISTRIBUTIONS

our THEORY of WE ARE OVERLAPPING our OBSERVED behaour culture= DISTRIBUTIONS + NON- viors--much overlap extreme, no] OVERLAPPING THEORIES with their ways overlap with OF OUR SELVES 9 3 their culture 1

8

7

CULTURES ALWAYS USED FOR AIMS = EXCUSE ANY ACT CULTURE SALES-by govts in schools = anti-education educating 3 EDUCATING un-

cultures = calls us out of initial factory settings of own

ways

4

CULTURES= DISTRIBUTIONS no one is at the average 5

BASKETBALL TEAMS model of culture--cheer our team--makes no sense cheering BRIBES 10 Culture traits USED so Contradictory Excuses= No, we all are A No, we all are ant-A 6

bribed by ease, shared, expertly done to think weak/bad routines are good 2

Cultures are distributions--no one at average BUT our image/definition is THE AVERAGE 4 GAP actual vs theory of our culture = Americans Tolerant but Actually NOT

5

5

definitions come from uses/ 6 SO we insist we know our own selves but others see gaps2 ease+shared+expert

SO we defend others sharing our routines cuz profits of 6 sharing/agreement bribes of own ways make us confuse ease etc with good, safe, effective 2

some of our aims need replacing 6 TRANSPLANT

origin/target blocks/supports 2

rebalance social processes 6

in most of world most of others doesn’t work 2

find narrowness of own ways/views3

in most of world most of us doesn’T 1 work GOING OUT find we know have to change deep emotional EXPANDS & not own of us to DEEPENS US contents 4 parts 8 go out 11 others know pity for all vainly we notice we not their own struggling for are Romans in selves impossible the above 10 5 rightnesses7 we see Roman ways that fail in Rome tho’ denied 9

2

response to stratify responses responding matrices 9 3 CULTURE solution HANDLING cultures 4 TOOLS 6 extreme Trojan horse product tactics 10 extrapolate 5

CULTURE MAKING REQUIRES HEAT-EGO STRIPPED OFF

have to loosen hold new aims new of what gives us means not power pride to go out 9 without practice 3 GOING OUT discover can be adult after 50 by remaking 4 12 self need arts cuz patience to go thru ideas don’t penetratn stages handle to go out 10 emotions 5 monsters out are from appetites within 6

REQUIRES GOING IN

by org.; device, practice, profs, nation, 2

CHARACTERIZE expose self to SEE FRAMES impressns, crisis, real or stratify dimensions,1 forced 9 responses3 social processes CULTURE response SOLUTION stop, despsit METHODS & reverse prob. doorway CHANGE 17 culture 4 8

by org: era, cultures evolve by professn: gender, group, onto new MBA, engineer, club, tech, 1 substrates 9 exec 3 cultures control CULTURE by professn: who is TYPES Silicon Valley, member 8 18 Jobs, risk 4

CREATION

culture’s culture of blind cultures that control of perpetuating of control images of 10 cultures 5 7 ways itself culture control view of cultures

EXTRAPOLATE social automata bridge commu- from extremes mass workshops nity, new self 10 get ways 5 7

CULTURES, SELVES, HIGH PERFORMANCES ALL THE SAME

NEUROSIS MAPS imbalances measured 6 SELVES, CULTURES, HIGH PERFORMANCES ARE ALL SAME 2

CULTURE IS: SHARED, PRACTICED ROUTINES

6 Roman ways, even when bad,

are easy, not opposed, well executed in Rome however 2 so liked/used

own routine contents we do not realize

1)cost of not using own Cultures as Selves CULTURE IS-SHARED HEAVILY ways 2) degrees of self want apology, all Romans act status, honor PRACTICED ROUTINES 3) not 9 Romanly 1 3

Many Roman ways do not work in Rome ex--bankrupcies 1

BRIBE 5--fear cost of being Cultures are USED so baby again in new ways, do Romanly in Rome is not shared, not easy, not expertly done, not us 9 POWER PLAY 3

SO pride in us tho 90+% of us unknown to4us

All 3 are good/bad mix=even evil/bad routines if shared, easy, expertly done are valuable 8

THE CORE IDEA: as High shared practiced Cultures Performances = routines = members expert Culture 23 at their routines4

BRIBE 4--pride in us, as self, love of own self, = defend unknown routines in us cuz they = self 8

IN ROME MOSTLY To use better ways in DO NOT DO ROMAN other culture--compensate for not shared, not easy, WAYS 24 not expertly done4

SO we defend even 3

CIRCULAR THOUGHT-- SO defend evil &

my ways Right cuz all around me do them

cuz they are Right10

some of our means need replacing 7

REQUIRES GOING IN

notice ways in us not seen 2 before

transplant X across cultures

ineffective own ways cuz easy/shared +pride in expertise5

High Performances = Cultures = shared practiced routines 7

ENCOUNTERS WITH OTHER CULTURES BOOST US TOWARD ADULTHOOD

a) how many routines b) how effective they are c) how shared d) with whm e) how well practiced10

High Performance are Selves = grow by learning to be what have-d 6 performing makes us have what we be 2

Selves are Cultures = unconscious routine contents shared 5

BRIBE 3--we defend our Some Roman ways work in BRIBE 1--our ways ways even when bad cuz Rome, Many alien ways work are easier than their years of invested effort better there but with costs 7

ADULT AT 55+ = REPLACE ALL OF OWN INITIAL FACTORY SETTINGS

10

5

BRIBE 2--our ways are shared, not criticized, their ways are not 6 all selves are cultures and vice versa 2

bribes of ease, sharedall cultures are ness, expertise, etc. high performance confused with and vice versa1 power, goodness 9

have what be= adult = someone child bigot in us self growth, =mom tells X is self made, fixed religious prayer, initial factory settings RIGHT way to.. 9 no alternatives3 acting 1 CULTUREpride in own ways adult is--cannot cuz are us, tho EDUCATIONtell from when/where untested, ADULTHOODno alternatives by observed views/acts 4 tried 8 COLLEGE

PART 2--notice, edit, delay responses to practice new 8 routines

0-20 made by others adult possible 20-55 self making college crisis--few after age 55 by decades of 55+ make others go to get educated, replacing own 7 cannot offend10 ways 5

PART 1--Despair PART 4--base pride on therapies get us Doorway--fail till adapting not contents, to see/have what lose love of parts primary group as of self 7 main blockers 10 used to be 5

SO selves as SO cultures as best friends & cultures are proud SO family LOSE when we selves want honor of mixtures of good change apology, greeting routines, and bad routines 7 self, culture 10 , 5

2 college functions: from variety dislike own ways, find better alternatives start adulthoold journey

zazen meditation gets us seeing/having own minds workings6

SO cultures as high performances are proud of own expertise 6

28

0-20 MADE BY OTHERS 20-55+ SELF REMAKE 55+ MAKE OTHERS

6

we expertly execute us-

ness routines = we are high performances BUT

some depend on others 2

in other culture PART 3--practice psyche growth= makes us have specific ways of others having what used what used to be to replace own ways 9 to be 1 3

MISTAKE EASE, SHAREDNESS, EXPERTISE AT OWN WAYS FOR THEIR RIGHTNESS

CULTURE MIXING religious practices FORCES SELF gets god to have us then we have4us GROWTH 29

emotion narrows what minds notice so shared gestures make all cultures stupid 2

SO high performances as selves want respect, apology 8

FINDING OWN SELF & CULTURE CONTENTS TAKES DISCIPLINED YEARS OF EFFORT

all selves are high performance and vice versa 3

THE CULTURE traits of cultures DEFINITION’S are traits of arbitrary FIRST IMPLICA- sets of shared routines 4 TIONS 30

GRATITUDE Morita Naikan=recover thanks for being raised2

we are more/less success fails=reduces creative people us at time = added person/brain types break shared ways dropped routines till too little variety = threats to all 9 =need special ways 3 1 to adapt

EPOCHE Husserl SWARM DESIGN UTOPIA Thoreau undo filters on all doing what elites =Pure doing of perception 1 did for us 9 ideals 3

MORE cultures attacked by IMPLICATIONS OF others’ ways feel threat CULTURE CORE of loss of ease, shared,

normals=no probs delusion from sequestratn = bad policy 8

system to person BRAINSCAPES OF brain spectrum is culture spectrum CULTURE 4

RINZAI ZAZEN observe own mind generate worries till Despair Door 8

CULTURE NOTICING KINDS OF REFLECTION36

TRIPLE LOOP Argyis--seeing what we see/learn 4 not-see

penetrating selves, Very few educate, aim at culture power from 2: cultures, high perform adulthood, reach it = most = INSIGHT process of loyal to unknown possibly INVISIBLE+VAST Despair Doorway7 evil self contents 10 5

those sharing routines others ARE parts of our own culture traits can be with us = no critique= arbitrary as good/bad we think all our routines self; harm/change to them routines mixed in us 10 are good/work well 7 hurts us 5

survival needs variety but culture power from fit/share ways = suicidal togethernesses

SEARCH CONFERENCES COMMUNITY CABARET Weisbord mass open all invent arts aimed at needed community agendas 7 transitions 10

PUBLIC MADE THE PRIVATE Giddens our private sufferings not caused by us‘ 5

we learn routes=become selves, cultures without testing ways without testing alternatives 6

we are so good at executing our selves, cultures, high performances we think they are effective and good 6

firms succeed then lone males till 28 risk badly weak hire by status not front cortex = morale then fail 10 lon males dangerous 5 famous men--with hidden female help = pairs only are 6 intelligent

changes in routines of high performance teams traits are traits of wich routines, shared close others forces us to notice, react, together cuz inter-meshed pracdticed with whom, how well change=we resist all 1 growth of near others 9 together routines= a self3 practiced

culture traits=traits Culture distributions over- chaging SHARED ways of arbitrary sets of lap=actuals much, images reduces power of those shared, practiced some, theories none 9 around us=opposition 1 3 routines Cultures are distribu- IMPLICATIONS OF attact our ways in me tions per each trait= threatens my friends CULTURE CORE & family=defend we treat all as the average = error 8 evcen bad ways4

harms to others sharing routines with us reduces our power= we defend them even when wrong 8

33

BRAIN FLAWS + CULTURE BIASES = HUMAN AGONY GENDER EFFECTS-hidden excess maleness causing recrudescent failures 3

EMOTIONAL CONTAGION-we not as central to others as we think, we more outside in not inside out 1

RISK RUTS--more knowledge usuall

TIGHT SYSTEM ERROR-we blame others for stuff we never blame ourselves for, expect others to do what we do not do 8

MEMORY CONSTRUCTION--we rebuild pasts from present biases needs 5

CULTURE DISTRIBUTIONS Theory, Image, Actuality 27

entire changees powers make cuz love of performance high ownlose ways 10

effortless+shared confused with good even when weak = only own ways 9 1 are “right” delusion & evil ALL OF US SO humiliatn when engage others cuz BRIBED INTO we are babies EVIL WAYS22 in their ways 8

2

confirms not challenges other reasons/ways we mishandle it 38 first directions 4

BEAUTY EFFECTS-FAST EMOTIVE MIND-more = less demands always see pre-narrowed more other virtues version of reality, not assumed wrongly all of it 10

Taguchi sales winner app by helping I/O to cometitor apps avoid mere math 6

traits = dimensions we wish to change 8

stopped by excuses others 1 ignore some aims &means need dropping 8

WHEN IN ROME, MANY NON-ROMAN WAYS WORK BETTER

3

OWN WAYS EVEN WHEN BAD PREFERRED TO OTHERS’ WAY

INNOVATION IS mass policy events US to Japan by CULTURE WORK from inverting=small to big EXAMPLES 21 from big to small 4

at Xerox PARC= MONASTIC INNOVN conversn to app =replace prose, megs, discussns, etc. compiler inside 10 TQ database 7

NO ONE IS THE CULTURE AVERAGE OF ANY TRAIT

defend evil or ineffec- narrowed noticings: tive own ways cuz of routines inside us aim our attention 5 BRIBES 9 valence percepts 3

SEENNESS ANGERS = others spot ways in us we miss, & ways loved by us that fail or evil1

indexing failures till patterns show limited specs of eventual solution 4

is creativity practice 37

C&L WallStreet fix by de-elitizing=not 1 big but 30 circles from PHD to workers 2

18% of Jpse score more American than average Americans on trait X

THE INSIGHT PROCESS

9

6

success fails also by IDEA--space for success always fails-hiring from elite univ.s school 3rd etc babyhoods= by all copying what works = we deserve elites 2nd, till no variety inside face otherness = hire status not morale7 practice new ways10 when envt. changes 5

SYSTEM EFFECTS-non-linear effects of present actions/views

CULTURE PENETRATION

us shrinks what we

along m/f, sys/ prsn, autoism/ schizo spectrum

22% of American score more Jpse than average Jpse on trait X

every prior try, failure, partial success suddenly clear, explained by new pattern

1

blinded by own ways

cultures want fits = sequester unusuals 7

INNOVATION AS CULTURE WORK

WE ARE UNKNOWN ABOVE=culture ROUTINES INSIDE power one--not know self 4 US 20

= unconscious stuff in

success fails copy what works till no variety 8

mind variety reduced by calling “illness” unusual kind of mind = threat to our 4 survival

PSYCHO read cultures well= control us unless educated

10

PENETRATE Despair Door INSIGHT & =at give up ONTOLOGY16 INSIGHT 4

notice/value/imagine 2

collecting failure after failure, lovingly studying each for how, why fail

the insight AVALANCHE slight input changes entire system, reconfigures all 8 SUDDENLY in despair try something beyond all your past IT WORKS! 7

ROUTINES BY PLACE Xers from A less X-ly than others

10 think/feel

UNDO TRAITS in 4 hours of training = power but not 6 deep

alternate engage with detach

3

educate--expose alternative ways time/space 2

ineffective fits of anger

alternate en- types appear in collect failed tries, index some not all gage/detach social processes 9 them till spec 1

DISTRIBUTION mastery, practice, which routines ’& DEFENSE = strength4 ease = right14 confuse ease, unfair compare- cultures all lack of critique practiced with used for aims with effectiveness 7 unpracticed10 not neutral 5

20% OF AMERICANS MORE JAPANESE THAN AVERAGE JAPANESE Xers LESS X-ly= few, weak, no practice, less shared routines

feel power from own repertoire expansion 6

WAYS NOT word meanWORKING-= OURS/THEIRS ing loss 4 10 not same

CULTURE growth--have what used to be WIELD & =shrink base SURVIVAL 15 of pride 4 Natl Selctn femininity of want diverse creativity ’& productivity10 brain types 5

relearning as baby 8

=HATE OTHERS

how many share the routines

7

intent

our sanctions own ways work/notwork don’t stop others 9 uncertainty 3

mom told us X fluctuate--traits adulthood = college--find way is “right” no wax & wane = dislike own intelligent cuz replace own no checks on routines 1 own ways 9 ways till 55 3 3

resist new ways

POWER OF SHARING MY WAYS

DEGREES OF effective is SELF, CULTURE, how is each routine HIGH PERFOR4 MANCE 25 how deluded are the how well shared routine users about are the routines

5

sole person NOT

POWER 4=un- what culture prevents POWER 2 = tested routines = making elites good vastness, our ease not= good at culture handling? routine are all or safe or best 7 10 we do/are 5 POWER 3= invisible of unconscious OTHER CULTURES sets routines no one GROWTH, REDUCES sees/remembers 6

how known are the how well do the routines by culture’s routines mesh together theory of itself 9 3

free to remake busy mapping self paralysis new ways

vitals to us mistreated without

10

EXPANDED SELF

2

of liberated to enriched by absence of dissolving old powers/ try new versions mere random own ways1 institutions’ legitimacy 9 of self 3 percepts 1 VACUUM relativizatn POWER to our help from liberated of own/others’ try new ways hurts others ways 8 OTHERNESS 4 8

SEE & COUNTER OWN WAY BRIBES

cuz cost of

we take 1% of us--conscious-as all = error 1

penetrating = insight process

2

others see us better than we see us 3

god as pt. outside penetrate culture learn to stop loving parts self for viewing\ of self so can change= changing relativizes both insight self cultures 7 10 5

actor--as violin & violinist = be to have 6

SHARING, EXPERTISE

Y and average Yers alternatives 9 vary 1

WE KNOW NOT OUR OWN SELVES BUT STRANGERS SEE US WELL growth by change be X to have X= shrink pride 3 basis at college dislike own routines= replace them till adult 4

in new not absence of own messages in own 9 supports3

all is same, miss differ2 ences to con- do not know characterize observed all is differ- chance tribute, others Imissing ent, miss miss habitual your culture = own norms words/deeds3 sameness1 9 learnings3 10 parts 1 CULTURE cultures of partial ability get serious mass viewing miss invisible PENETRATION margins but workshop cultures 4 bounds/norms8 STAGES5 miss centers4 cabarets 8 4 partial for shared expert being made understanding social know, do, be fight = routines done by others stages inside mastery miss deep miss side- automata7 cuz easy 10 stage 1 5 impact 7 know, do be 10 effects 5 mastery imun-re-making possible = own self excellences GOING OUT stege 2 6 6 DISCOVERED SELF differ

a culture’s theory of 2 itself cost of reacting own espoused unthinkingly in culture 1 same ways 9 DIRECT costs of not acting as CULTURE cultures PROVISOS expect 8

POWERS FROM in new not in own CULTURE MIXINGS 3 blocks 4 making dismaying alternatives elitications of support in selves new for acts others of inconsisown fallow tencies 5 to own ways7 powers 10 not in own5 stage 3 7 blocks in new for acts not in LOST EASE, INSIGHT+ 6 own abstract unities

our aims anger at confidence as alien can see stuff in us our help discover require new of move beyond things not hurts others new aims re-make who we never own ways7 aimed at us 7 10 means 5 realized 10 7 we are 5 vitals to us some aims slightnesses need EDUCATION = CULTURE IS 3: changing 6 to them 6

NATIONALITY is not culture--also gender, era, device, professn 7


9

in own not in new blocks

2

processes high perform- dimensions calm = past invisibly where traits ance traits adapted to life answers narrows apprear 7 10 7 noticings 10 5 traits we vastness wish changed 6 THE INVISIBLE ALL 6

how known are the routines by culture image8

Profits of encountering cultures: penetrating cultures is and insight process so encountering cultures practices us in insight = make us creative penetrating cultures makes us have what we use to be so encountering cultures makes us more adult

culture powers

TEN KEY with types to change COMPONENTS

1

The cultures that make our elites blind to culture & mishandle it. The five ways to build new cultures from scratch

find missed alternatives

with uses

TRIBAL EFFECTS-kinds of people we notice & relate to are from empty stereotypes removed far from what we need 2

PHILOSOPHIC ERROR-creativity, the good, educated we think are ONE cuz 1 word but they are diverse in data

9

CULTURE ACTUALS & IMAGES OVERLAP CULTURE THEORIES DO NOT INTUITION EFFECTS-miss flimsy basis of realities around cuz cannot remember their human vague constructions 3

MINDSCAPES OF CULTURE

MESSAGE FILTERS-we drop unawares all details not fitting present preferred frames other reasons/ways we mishandle it 39 = fail to learn 4

LOGIC FALLACIES-SOCIOLOGIC ERROR-counterexamples to social most personal sufferings not truths=meaningless as caused by individuals around by large scale stats have outliers7 but 10 social changes POLICY DILEMMAS-fears of harms of present acts large compared to actual harms of not acting = wimp outs6

ADAPTIVE UNCONSCIOUS-months together is less info on others than 3 min. alone in their room

5

34 expertise= DEFEND 4

we are our own selves/cultures to varying degrees in in varying situations 2

CHANGE FROM BEING X TO HAVING X

we are not the mean values even if I am a Japanese NOT like we consciously change Japanese, hating their when we are ourselves/ of our culture but we think other communal nature, I pay costs for we & others are 1 choosing non-communal ways 9 culture and how much 3 we & others USE cultures DELUSIONS ABOUT we are 3 overlapping for purposes, “being it” so are others: CULTURE & WHO distributions “being opposite it” “lying theory, image, actual culture about being it” etc. 8 4 WE ARE

40

all 3 distributions we & others are flux over time differently, wax & wane 7

our theory of others’ ways, our 2 of the 3 distributions of initial reactions to them, are both traits we & others are, exaggerations and under-estimates overlap, 1, theory, does not 10 5 4 hours of training 2 weeks in a row is enough to make USers see Jpnsely and vice versa 6

7

35 as well

more cultures engaged= see more of self=expanded wayware=bigger lives 2 in bigger world

more theories=notice cultures limiting our seeing/ what others miss=bigger handling of cultures--male dominance, college technique lives in bigger world 1 trust, venal using up of community 9 the above means--when you penetrate new culture you practice BOTH insight & self growth process

8

BE TO HAVE PROCESS (+ INSIGHT PROCESS) from culture work 41

performing arts=you are violin & violinist=learn WHY so many culture caused own contents/limits & disasters, lasting decades? =cultures limiting our use them 7 handling of cultures 10 ask god (the ALL) to use us from his PofView= authority outside self to change self, expand self directions 6

MASTERING FOREIGN CULTURES MAKES MASTER OF LOCAL SUBCULTURES

prime growth process= have what we used to be, shrink what we base pride on =wielding self contents consciously 3 adulthood=replace most of own inherited ways with chosen ones=college as library of new ways to choose 4 3 period of life: 1) made by others (parents etc) 2) re-making own self 3) making others’ selves

5

LE CHAT NOIRE-arts mirror lives reveal unseen routines/causes /limits/harms 6

relief there are OTHER ways in the world=variety =ways we might grow 2

lovely absence of penetrating others’ ways liberation from home own pressures, ads, practices me in INSIGHT tribe ways/ limits= ways, relations, status process=makes me land 9 adventure in strange3 1 creative PROFITSOFOF freedom of knowing conviction all I see PROFITS is sustained by live BEING other ways in world= CULTURE IN OTHER not people now, by cultures, trapped in own ways 4 ENCOUNTER CULTURES42 =can be changed8 confidence=not adventure of mapping penetrating others’ ways intimidated by own practices me in be to have how to do X here, map tribe’s ways & powers shift=self growth all the alternative ways 7

makes me adult 10

5

power from expanding personal repertoires of practiced ways 6

THE SHARED WELL PRACTICED ROUTINES MODEL Copyright 2015 by Richard Tabor Greene All Rights Reserved, EMAIL: [email protected]

NATURAL SELECTION The Most Creative Process in Our Universe No effective study & use of creativity of any sort can be done without mastery of most of the dynamics of the 2 most creative parts of our universe; ONE, natural selection, the process that created life, and TWO, Silicon Valley, the region that bound all the world together, second by second, person to person in 40 years.

Nearly ALL our understanding of Natural Selection is very wrong: it is NOT the “fittest” who survive, but those with the largest most diverse repertoire of “currently useless traits”. Products, fashions, ideas, paradigms, funds, ventures, techs contend with each other at 2 scales: ecosystem dynamics and natural selection “mutation, adaptation to selection pressures”.


SOME OF THE CREATIVITY OPERATORS INSIDE NATURAL SELECTION SYSTEMS: --avoid selection pressure by mobility by erecting own artificial worlds/environments --accumulating diverse large libraries of routines not vital now--for requisite variety if big change --tunable mutation rates--up and down to adapt --exchange of gene methyl wrappings & genes --Lamarkian inheritance--learnings rewrap genes in both parents and their kids --bricolage--take a mechanism developed for, used in 1 content, and deploy it in entirely other one --exaptation--redirect a mechanism for other but analogous function in entirely different domain (syntax of reaching next to brain region for syntax of grammar) --grow-farm solutions--when something works grow varieties of it and breed further varieties --recurvise natural selection systems inside other natural selection systems --gradual incorporation of symbiots--take ones outside and make them internal organ --evolve root capabilities and evolve control statements that mix, sequence, orchestrate them all --evolve mechanisms till operating at the absolute physics maximum given their materials WHAT GIVES NATURAL “NATURAL SELECTION” AND NATURAL “NEURAL NET” SYSTEM THEIR POWER: --simultaneous detecting of patterns on all size scales --absolute neutrality, no opinions/biases, about what patterns are there and to notice --recursive pattern finding--they find patterns in the patterns in the patterns found SOCIAL MECHANISMS THAT NEARLY MATCH THEIR POWERS ABOVE: --social design automata replacing brainstorms = force beyond first exciting ideas, make ideas interact --response stratifications--see how all, strata by strata, react to X, learning how they frame Xs differently --computational sociality--event based work systems = dozens of parallel teams exchanging intermediate results, each using different algorithms, but winner algorithms, 1/3 thru, propagates & mutated among all till final algorithms are superb with great results. A POWERFUL NEW WAY TO ACT--USING POPULATIONS OF TRIES, IN GENETIC COMPETITIONS UNDER FUTURIC “SELECTION PRESSURES”--every big organization with populations of ventures within and without, tiny, smart, fast, bold, tries in many contradicting directions, early winner ways propagated throughout entire populations.

64 FUNDAMENTALS OF NATURAL SELECTION THAT VIOLATE ALL OUR COMMONSENSE ABOUT IT.

)) !! ! B# #$($ #(# ,./# $# 3 $#. ( 7=.$/$ $($ //# "(;,#& ###,> 68.##

I: I'

) )) ##. # #, (

IM

I0 KM I+

$)## ##. (

HJ

3 C '&(, ##+& (, $($ ##

HL JL HK

3 3 -6 $#.## -6$#. >, $##> $(,*#< 8#$ #<;,## .*> ### #/ ) -6# ) > ) )D

:K :H

6## #((# ##.

))? 5 ) /,##> ##-6 C! 5 #((7A 6@., $($## #/.##> ,## ##( )) ./#8/- #6%( #@//# (-66'6,/ 6#6,6#/ 8#3 ,#.# / (# ## #>#$ $($ #((@ / 8$ ##( 23

4 . (#5 / $($##

JI

./##5 '&8.(#+&8. #((./5'#*.* # # # $#.##) $#. ## ##) ##5 $##*/##* / /$#> =## ) # 3 #

:I

0

! ) )

'&# #*+& /0& /$( (:& $($ ##

H+

6.#((( 7 /#.# K: ( ) ) 5 '& ,6+& ,./0& #(( :&#(

)##./# )6.

H'

JJ

$#

'H IK ':

)-#$($)## $5( #((;$# #;6

JK

HH H:

2 ) '5!05 '&#<# ) #$($8 +&=.$/$ #0&(# #### ## $($#6(, >.$# # $($##

)) % !3 ))D !>.# *#=9*#=D /9> $#DD 8.68 ##$8.. #

'+ L

.6 )# ((

IJ

'' 'M

% > ! %

9 D ! #.@, ## '&#((+&% 9 /, 0& % #5 8- # =. 6.#(($D #(( 8-,# //9>+###5'& $#3 #,, #>> #(( +& # .-6 >/ #((1, 8 8,# ## 86# # # /$> ## $#.>. #= 6## 1#$# ./#/

1##((; /6# ## 3 >

) 9 ( 6,6(# #8 D ! $/ 8,#*@ # ) /#(9 6,#2# 8,## #//## /#> ### /$ #1 8-## ((> #;;6$ 16. 6,658 // - /# (# //# (9 -# -# </ # #

K'

0

:

K

IH

II

> ! . /# # ( #$#,# // /@" 6 ( .&

'

J

/#

/#, 3 $#,## /@$8 ,$$#,# #$* 6 %#((, #- /$-.> $/

+

! ! #(6 $#> # #((

0I 00

)) ! ! ; 6(# D /5 $ ,#* /# ,*

6# 6#* 8.$ ,* 6;/6.#># #$ 6# 8,.> 68,.#

H

I

:: :'

: .##. ./# 86#7$6#

:0

JH

) ) D 86#7$6# $/$ #../ /> !6#
./ '&## 86$## $6+&## 8686 $$6

) 3 )

:+

) !> $#../ 3! // > ></ !! ### 6$#. ##> $/$ /## $ $##-/ ## #

K0

) ) ./ //9

J0 0H 0:

)##5#. .//9

:M

#../ /$ 6$#9

0L

J:

) ! 2 ) // # ! 86+ =.$ $#.$/$ )) ./# $#. ## <# #6,$ ##

! "#$%& '&# (# )##*+&#%,#-.* ##/0&#1$### $/$,./$#.# KH

HM

! ! 3! 3!

9

#/; #((#8. $$ 8 ( - $.6 (9>$ >86 # --$ /### 3# -## #$%# #

'I '0

HI H0

! ) )

) ) ) ")%##& '&#.## #,$## 1#$+& # $# //. 1,$ # $ ##

:L

) 05 !

/# 8#$ #/.

) + )> ,/1 #> $($ ### #$*. ,/#

./ ./ :&$##86 0&$## 86$ 86## $6 $6

! //.% (,#.## ,(,# .#

0+ +L

0J

+

E

<@,## $###6 ,/, #

0' J+ 0M

$,# ##. )##

+K +H

31#8. )##)#-

(#

J'

! ! 3 $ )> 68. !) ##5'& #$# ! 1,*+& / #,$#, /###0& $#,# #6- //.:& 6//# 6@.,

'&( +&68 /# 0&#,, #(( /$>

)$$

+M

+J +I

! $ 68.##5 '&$#+& #/#% ((,6#/# 0&6,=. #$#6,# :&##6# =.$/$"# #> /##

) #//#, #* 0 (#

## 3 ) 68> ) ###$/$# '&(+&, 6 #.#0& /$#.#

K+

#

68( ### /$,6,# "% 6#

#

-"7 %86&

'L

IL

+:

## 3,.3 )###

+0

JM

! )
'J

0K

)3 E ! ! $ ! ) 68. ##5'&# # $,6 ,#* $##(( #*% "/1#&+& ,## #;8. ## #,8$,

'K

) 5 6-* </5# ,@, //#-6 // ,$ 8,.56 # $ (-6 8- 6;/6.## #### $($ $8,. #((

+'

+ +


12 LANDSCAPES OF CREATIVITY & LEADERSHIP 12 landscapes that all creating and leading operate on, as constraints, as shifting sands, as opportunities THOSE WHO MASTER THESE DIVERSE LANDS, LAUNCH THINGS THAT GROW, ENDURE, THRIVE The KEY to aims, means, plans THAT WORK!

How to escape mere appearance styles of leading & creating


WHAT TO CHECK, ENGAGE, COUNTER, USE --what science has found that humanity sees, does, feels, avoids, thrives on --forces operating in all your environments --where trends come from and go to --KEY to directionality and directedness the 2 primary traits of “being led well” Everything you lead & create can be undone invisibly by dynamics of these lands. Funds, attention, interest, careers, devices, inventions, investments flow along these mountains and valleys. Every venture’s rocky road ride comes from the bumps and turns of these landscapes.

See what is invisible to competitors. Ride forces that upset others. Design to engage situation dynamics that erode performance of others. Lead the actual kinds of minds and responses that real people have. Make policies that work not by fear and command but by engaging how people actually operate.

Lasting changes. Lasting impact. Lasting amazements. Lasting achievement. Historic fame levels of creativity & directedness


via social automata

COMPUTESCAPE 5 compute 64 sources of system types in dialog entrepreneurship

VENTURESCAPE 420 Silicon Valley Dynamics

16 ways mind gets distributed

MINDSCAPE 180 flaws in thought

50 brain modules pairs in trade-off mentalapply operators relations to 64, 128, 216

TECHNOSCAPE ecosystem dynamics among technologies 38 male/

female brain differences

evolving ecosystems

GENDERSCAPE


BRAINSCAPE

16 traits of technology markets


LANDSCAPES OF CREATIVITY & LEADERSHIP

modes of

masculine ways to feminize systems 64 social processes

existence

SOCIALSCAPE 64 dimensions

of socialness 32 principles of Japanese aesthetics

ideas at a time

STRUCTURESCAPE


fractal page forms 420 core culture replacing handling prose parameters

CULTURESCAPE 16 culture operations 64 culture types 64 dimensions

EMOTIONSCAPE 420 natural selection dynamics

16 transparent system methods

BIOSCAPE 128 system handling fault types

53 biologic computation regimes

SYSTEMSCAPE 48 genres of system effects


64 DIMENSIONS OF

SOCIALNESS

There is noting more petty, insipid, crowded with paltry interests--in a word, anti-poetic--than the daily life of the American--Alexis de Tocqueville

We Make Comments, Likes, Links

Are We Losing More than We Are Gaining? Measures Needed

Can We Be More Social? Should We Be More Social? What Sort of Socialness?

by Richard Tabor Greene

CHALLENGES 9 TO BEING A Adulthoods: Undoing SELF IN MODERN Everyone’s Initial CIRCUMSTANCES Factory

If there is such a thing as a good marriage, it is because it resembles friendship rather than love-Michel de Montaigne

Forgiveness is the key to action and freedom--Hannah Arendt

Nerds Make Apps, Apps Link Us,

11

Social 10 Plasmas Knowledge & Idea Delivery Dynamics 12 Fusions Code Vs Flows & Action Homes Factors

You have power over your mind--not outside events. Realize this, and you will find strength--Marcus Aurelius

The most radical revolutionary will become a conservative the day after the revolution--Hannah Arendt

From the Lonely Crowd to the Crowded Lone

SIX KINDS OF LIFE

The tyranny of a prince in an oligarchy is not so dangerous to the public welfare as the apathy of a citizen in a democracy--Montesquieu I must lose myself in action, lest I wither in despair--Alfred Lord Tennyson Men are created different; they lose their social freedom and individual autonomy in seeking to become like each other--David Riesman We struggle mightily to liberate our selves from village, tribe, family restrictions--succeed (in the modern era)--then, alone in crowded cities, lost among choices and ambiguities, responsible for far too much--we long for the inflexible too too local rigidities we spent a life time fleeing from--Anthony Giddens I would never join a men’s club that accepted people like me as members-Groucho Marx

SOCIAL DEPTH

Settings Meaning

16

3

Kinds of 2 Creative Spaces of Margins Appearance

4

Human Plurality City-fi-

18 Creation

Meaning

20

Person Growth

PSYCHE DEPTH

17

3

Self Culture High Performance as Same Emo-

24

14

2

from Whole Space & Time Community PerspectiveAuthority Outside Self for Changing Self

Power

Expert 13 System Society LivingLoad

from as What X Locale in Counters Context Layers

19View Self

C

15

tional Intelligence

CAREER, 21 FAMILY, LOVE Neurosis Cost of DYNAMICS

Fast Talents Emotion Slow Concept Brain

22

23

4

& 26 Cause Power Types

27 Lumpy Networks

28 Engagement purposes Social non-linear to Ecstatic cations Life of of all arts system Flow State Jane Info/ 1 SOCIAL SOCIAL Jacobs Devices & escaping dynamics 25 Lonely Societal monkeySPACES Org Type5 POWER Social & 29 Crowds Manias & nesses Bowling Blends Alone Interdesign of Enterprise Nested Void Technology Sequesfaces directionality Powers tration of self consciously Anti8 Monastic 32 NonCultures 6 directedness DIMENSIONS evolving Normals InnovatingInnovations 30 systems 7 31 OF MANAGING ANXIETIES OF MONEY, LOVE, SOCIALNESS call “a EXISTENCE FAILURE, & caring for Trust 59 35 APPETITES Copyright 2015 by RTGreene solution” High Social 58 Radius Ethics 34 Process self caring Email--richardtgreene@ Perforonly what Scale via Solace 60 alum.mit.edu beings 36 System perpetuates Social Balances mance Traits Insight Mitigate Mystify deepest Process Voracity Index DePulsed SOCIAL Mystify prob 33Level SOCIAL Systems problem root 57 kinds of FUNC- Evolving:61 thinking: & solution -lems INTEN- Expanded 37 Social reflection TIONS TransparPowers, meditatn cut the cords cultures SITY vsDoer/User ency metaMere More Relations, Lean nesses Connection of attachment Cultures Systems Micro Paradoxes Theatre Shared Spaces

B

Tune

D

Global Uniformities Local Diversities Global Mobile Creative Class

1

A

E

H

64

of Happiness

63

States Self Negating Societies

62

F

8

50

Mindscape 51 Gender 50 Pairs -scape

THE Brainscape SOCIAL 180 Flaws SOCIAL REVOLUTION 49 LANDPROCESS Social-

G 52

Bioscape Replacing Mechanosense

7

43

6

Culture 42 Mixes Transplant X Across Risk Creating Cultures Develop

44

5

40

Organi- Computational zation Social Sociality 38 Automata

39

Culture MANAGING Definitions SELF CULTURE Uses 41 DYNAMICS Culture 53 scape Powers POWER Culture45 Culturescape SCAPES High This Technoscape Dimensions Performance Model Computa Systemscape EmotionTraits Culture 256 Non-Linear scape Culture Processes 56 -tionscape 48 Operations Dialog Consequences 54 Among Types 46 Tools 180 FLAWS 55 47 IN THOUGHT Insight Cultures

88 MAJOR MAJOR GLOBAL GLOBAL

RELIGIONS OF BUSINESS ALL MAJOR IMPROVEMENTS IN BUSINESS PRACTICE CAME FROM TRANSPLANTS ACROSS THESE “RELIGIONS OF BUSINESS” Extreme but Narrow Power in Each--Hard to Change Vast Differences in What They are Good at and Why

Each aspires to, aims at, promises, plans toward KINDS OF EXCELLENCE of the others but totally lacks REAL ABILITY to move there and get that. Every talent precludes excellence at others--people blind themselves to Every talent has its own costs--people blind themselves to POWER FROM CLARITY ABOUT EMBODIMENT OF OTHER RELIGIONS OF BUSINESS, NOT YOURS, IF YOU ARE TO MATCH THEIR GREAT DEEDS


Why “religion” of business? --deep unconscious preferences --inability to see realities of others --”what business is” insistences --denial of costs of own ways --what they call “a solution” perpetuates own biggest problems --regular disasters created by what they are good at --deep contact with others can cause huge improvements but avidly assimilated away EXAMPLES: --Total Quality from Japan to all other RofB --Web from EU Swiss to all other RofB --Silicon Valley from West USA but not set up elsewhere

USES OF RELIGIONS OF BUSINESS: 1) Sell from one to the others 2) Borrow practices from the others 3) See costs of own talents 4) Mitigate own RofB so borrowings thrive 5) THE GENERAL PARADIGM-TRANSPLANTING X ACROSS CULTURES: tactics for handling FOUR things-a) obstacles in origin not target b) supports in origin not in target c) obstacles in target not in origin d) supports in target not in origin TWO MATRICES--culture of origin vs culture of practices vs culture of target

EXCELLENCE NESTED OF PERSONAL ANTIWEALTH BUILDING CULTURES FOR ELITES Mind Finance OutAim All at Over Analysis source Tipping Points not Body Uberalles All Profit Skill & Only higH Flows Void ANTIrank &Homes Profession East Masters EXCELLENCE West OF ULTIMATE CUSTOMER Knowledge Ranking for Depth Coast INFO ANTICoast is Used TRANSPAUSA LABOR USA Tandem Invent RENCY work abuses Verticfor Defense Social Disrespect others but ANTIThen Struggle Plasma Idea Fusion ality of EXCELLENCE profits for after Ego Work & to Commer-Ride PEER NonOF SCALE self great All Stripped cialize ProfoundSocial EXCELLENCE improve- Focus Elites Off Automata Info Tech ments Power from via Product Tuned forced PsychoEcosystem Interfrom Basic Drive to Update Coabroad pathology dynamics actions to for Indus- Monopoly Excellence Management with tries not Cost Labor DemoSpan Midcratize Life of Size for Continent Perfecting Elite Brit Robber Products German Excellence

11

10

19

18

12

9

20

17

13

2

1

4

Drive for Totalization of Scale

3

16

3

14

2

Baron USA

5

Wealth to Huge FoundaRuthless Build on tions Exploit- Other ation of Emerging Labor & Industries Govt.

8

ANTICOMPETITION

7

EXCELLENCE OF MASS ACTION

59

6

1

Govt. of Shaped Waves Aspects Evolu- Developed 20 Year tions Vast Extreme Lack of Initiatives Power at China Continental All Levels Mass Manage Mass change Projects by Jail & balancings Violence Lack of Leaders Psycho- Must Appear logical Superior Self Improve- to All ment Followers

58

60

57

61

64

62

8

24

23

The 8 Major Global

All major innovations in business practice come from their interactions

50

52

49

53

56

54

55

7

26

4

28

25

RELIGIONS OF BUSINESS 51

27

22

15

Computational Invent/Install Sociality AntiCulture ANTITotalize Whole MULTIPLE Bodies of Workforce ACTORS Knowledge Japan Social Algorithms Statistical Totalizing Line Perfecting Quality EMOTIVE of Process Centered SMOOTHNESS Org Ideal Aim EXCELLENCE Total Mass Knowledge Workforce Deployment Inventings to All

63

21

Phds all over normal jobs

32

Guild Meister

29

Luthern Self Discipline to Self Appre- Lower Managing Costs WORLD tice Path Guild BEST Traditions to Real PERFORJobs MANCE AT ANY COST

5

30

31

35

ANTI-LARGESCALE

Culture 34 Self Masters for Manage-Global 36 The ment Reach CommuConstant nity Doer Reconfigure

Nordic for Social Care Europe Patient Full script societies = MultiEgality Nation can drift follow Knowflows Demoledge Techs Assemcratized Shrunk to bly Design Dailylife Ancient Families Scale Industrial of Firms Districts Together Extended Leap to OVERALL Deepest Family SOCIETAL Ideas Economies EXCELLENCE Southern Possible Now Work to Whole ANTISex, district BAD Live upgrade Sun, STYLE campaigns Fun Money- Style Through Less Out Great LifeLives for All Span

43

33

37

6

42

40

38

39

44

41

45

48

46

ANTIPROFESSION ANTIDISPOSITIONAL VERTICALITY EXCELLENCE

47

Copyright 2015 All Rights Reserved by Richard Tabor Greene EMAIL: richardtgreene@ alum.mit.edu

28

Copyright 2014 by Richard Tabor Greene, Rights Reserved, for hire De Tao Masters Academy

LANDSCAPES OF LEADERSHIP & CREATIVITY Handled 2 Ways: Woven thru Many Courses + Special Event Curriculum LANDSCAPE TYPE

AS CONSTRAINT

AS POWER

For LEADERSHIP

For CREATIVITY

For LEADERSHIP

For CREATIVITY

Distorted Thought becomes Failed Policies Plans, policies, laws, rules, not designed with these in mind, do nothing, do harm, or do the opposite of their intent.

Designs get Mis-used by Distorted User Thoughts Designs and inventions that assume users are capable of rationality and not flawed in thought, do nothing, do harm, or do the opposite of their intent.

Leading that Uses the Flaws in Minds Gets Real Results Policies, structures, processes, goals that appeal to us to recognize the flaws in us and go beyond “what comes naturally” with them, have stellar, historic scale results.

Designs that Counter User Distortions Thrive Designs, performances, creations, etc. that take these flaws in our brains into account, magically achieve far more than amateur folk solutions and fixes.

Socialscape

Unseen Social Forces Usually Overpower Leader Intents Career systems generate immense creativity noise—creations for visibility to top execs and career advancement, not for customers and generally just started not completed. Leaders not tinkering with such social forces, get nothing but appearances done.

Creations Fit into an Invisible Social Life or Function Distortedly There is a “social life of information” (JSBrown and Duguid), a “social life of devices”, “a social life of policies and routines of work”--it is invisible, powerful, cross-department, crossfirm, cross-rank. If you design without knowing it, its forces distort, or undermine, or counteract all you do.

If you Lead in All 16 Ways of Being Social— Huge Power & Impact EACH of these ways of being social drifts or decays without leadership—collective agreement emergent or catalyzed by “a leader”. Most “leadership delivery mechanisms” omit 15 of the 16 or them all. When leaders lead in several of them not one or a few, impact and changes of direction are immense.

When a Creation Works on Several Ways of Being Social—Huge Impact This invisible social life has power—invisible issues and aspirations. Is a design, innovation program, performance recognizes these and uses, redirects, fuses, or distinguishes them—the impact of what is created multiplies and expands.

Bioscape

Leading Mechanically is Way Too Slow for Today Plans and orders fail. The commander, who plans strategy and imposes it on workforces and customers is a mechanosense hold-over from earlier centuries—mass mur-derer generals as “great” men of history. Today's bio-sense style leader tunes interactions in populations of agents till needed results emerge from the efforts of all.

Static, Solitary Designs Fail Today—Lack Dynamics Static isolate designs fail. The idea of “a design” as a static thing that sits there and gets used for a static function, is a mechanosense holdover from centuries of tooling. Today's bio-sense designs are things designed to interact, learn, and evolve new functions with users of themselves, in ecosystems of interacting other products.

Leadership that Weaves Flows, Tune Interactions Thrives When you, from the beginning, approach leading in a bio-sense way, you shape, tweak, tune, lubricate, connect, diversity, spread initiative, help teams evolve unlimited new power from promises made and kept. You grow interactive populations of ideas, persons, funds, ventures, rather than plan alone then work to impose plans on persons not involved.

Creations that Interact, Connect, Learn, Socialize Thrive Audiences of MIT's digital symphony invent new sounds using invented instruments as they file into the hall— which players weave into real-time-invented works as an orchestrating orchestra. This is the new creativity —live, digital, enabled, audience-invented, swarm-crowd, interactive.

Manage Reactions to Actions not Plans The first action of a plan, when done, changes the context of the planned for 2nd, 3rd, and other later actions, so they take place in environments, unanticipated, unplanned on, having less or worse effects

Ride Turbulent Changes of Context Instead of Fighting Fluctuating Value Designs and performances, etc. change the expectations of audiences/consumers, so mere magazine articles or news segments make millions suddenly dis-satisfied

Seeing What is Invisible to Most Others – Great Advantage and Power Systems have pent up forces, blocked or redirected, joining or diffusing, invisible to humans because delayed in time, spread out in space, or operating at different size scales. Leaders who

Aiming Features at What is Growing, Evolving = Easy Success Apple has released products that saved dying industries by USING forces those industries resisted, opposed, or took to court. Silicon Valley has a 100,000 firms making profits by riding trends,

Brainscape Brains incapable of rationality, distortive of reality in known ways. 180 known flaws in thought

There are at least 16 ways to be social, all unmeasured today and anything not taking these, often unconscious, social forces into account, bounces off of reality rather than helping, penetrating, or improving it.

When commonsense changes, what is excellent, goal, good effort changes—that means the older versions do harm, hurt missions, are not enough. Bone is our new image of strength—not steel—because it grows stronger where stressed and repairs its cracks and breaks, unlike rigid mechanics of steel.

Systemscape

Non-linear systems are everywhere, though for centuries we made linear model simplifications of them and omitted dynamics. Personal computing enabled us to admit dynamics

29


into models, policies, than planned. Plans with what they were see them, can redirect successes of others' leading, and designs. have to have step 2 take enthusiasts for an hour them and use their products, and market place in the reactions of earlier. Expectations are forces for human enthusiasms—designed stakeholders to step 1 or a seething turbulent benefits and goals. to ride, invented to they fail. ocean washing over all parasite on. we make, changing values dynamically in un-anticipated ways.

Culturescape Invisible, everywhere, centuries old, culture is everywhere in and around everything. To go out from home turf we must go inward, undoing how we were raised, what we notice, fear, trust, etc. Devices, users, markets, bosses, firms have cultures, often un-intended, countering goals.

Technoscape

It used to be technology was culde-sac-able, given to nerds, off in the margin of work. Now it is central to all work processes and determining outcomes. Insights are being actively replaced by more powerful “big data” patterns found. All we try to lead and create rides on ever upgrading substrates of device, connection, information.

Emotionscape

Culture Makes Fools of Elites, Throughout History Euro-Disney in 2014, took billions of bail out money, again—to stay alive. 15+ years of culture-caused failure, unfixed by generations of CEOs, board members, consultants. All the US elite management tools and persons, failed, failed, failed, year after year, decade after decade. Cultures constantly make fools of our best and brightest leader men. The culture of males itself may be a cause of this.

Creations, Designs, Genres Get Trapped in Creativity Cultures If you look at the chairs all around you today, at work, in hotels, at home, in cars—you find that a culture, for 10,000 years, has made ONE SIZE of chair even though the world is mostly, everywhere, two sizes of adults—a male size and a female size. So women, worldwide sit in male sized chairs that cut off blood to the lower legs of women. 2000b.c. 10b.c., 100a.d. 500a.d. 1800a.d.-unfixed for centuries— cultures of stupid design prevail all around us. Large car seats for passenger women, kill 24,000 women world wide a year who slip out of seat belts.

Leading Cultures and Culture Changes Overpowers Resistant Institutions & Interests The leader arrangement or person that takes cultures into account, or creates needed cultures, magically solves what generations of others failed to handle. Think of the Challenger disaster—caused by engineers educated to be subservient to MBA managers—so when lives at stake versus schedule and managerbonuses at stake was the situation, the engineers wimped out and it rained dead astronauts, costing the space program over $200 billion dollars in reduced future public funding support. MBAs won and the program shrank to 1/10th its former size.

Escaping Cultures of Design, Performance, Etc. to Create New Cultures Creators of all sorts, operate outside ordinary culture to a certain extent—going beyond norms and traditions to surprise us with the new. However, they still operate inside lots of layers of other cultures, they use their creative success to stay blind to. Frank Lloyd Wright is the rare counter example—a man who was reborn twice, lives 3 different design cultures, becoming a baby at age 45 then again at age 75 —re-doing basic materials, stresses, shapes, tools, to rise in 15 years, each time back on top—a man who recultured himself.

Switching Skill, Career, Person from Sinking to Rising Techs is Hard, Rare, Often Too Late Pitiful is the large corporation, like Microsoft, embracing the new, after 10,000 small firms have long gone beyond it. Forever racing to catch up with the past, they are filled with engineers and careers steeped in older technologies and consumer needs. Sony in 2014 with 20,000 audio-video engineers with nothing to do but lose money for their firm. Technology has its own pace and you have to keep up or die.

The Painful Continual Leap to New Substrates Causes Missed Futures and Delayed Salvations All over the world design colleges are in fights as boards impose digital CEOs on artsy faculty and students. The new software, digital, device “materials” of design and performance are here to stay and growing exponentially changing consumers into composers and producers. Making instant crowd-sourced concerts and events. It is a race that most designers and design colleges are not winning.

Aiming not at Now Seen Futures but the Future After That, Works Well Once in a while a giant corporation who ignored a major technology shift, gets it right and manages to re-invent itself not on the catch up platform, but on a two-steps beyond the present platform, future platform the world evolves toward. Intel in 2014 did this, not playing smartphone catch up but making Lyktos style new insect eye types of camera enabling entirely new smartphone uses and customers. Leaders what to GUESS the future beyond our presently seen one RIGHT to survive.

Designs, Performances, Creations that Ride the Seething New Flows of the Ever New in our Era We all ride on an immense flood of creativity embedded in constantly changing devices and software functions in the things on and around us. It is a lot of work just to keep up, much less to see beyond the presently seen future and guess the future no one has imagined yet. But design, composing, fashion, performing have to do this— imagine the as-yet unimagined future “two futures from now” as everyone already works on the “one future from now” we all can see from the present.

Leaders Get Upended Designs Have to Handle Leading as Creations as Dual—a by Professionally Seething Turbulent Performances that Core and a Package, the Latter Designed to Cut For centuries emotion Ignoring Feelings of Self Flows of Context and Orchestrate Emotions

30


was low status female stuff and shunned—not manly, not leaderly, not creative. The Enlightenment tried to free us from “the passions”, of our “lower” bodily nature. But brain research found that rich emotions made for better and more decision in leader and designers. The emotive ones lead and created best.

and Other that Reappear as Forces and Reactions. Emotions travel farther and faster than concepts and determine what we notice. So leaders, given to fascination with themselves and their own views and ideas, constantly have their plans and aims undone by emotions that already traveled throughout workforces or markets. Leading requires a rational idea dance that fascinates and addresses needs and an emotional dance that addresses fears.

Value Changes The creator all too often uses his or her own emotion to create and blinds him/herself to the emotions in users or viewers of those works. Furthermore, the emotions in audiences and users, buyers and viewers, is a dynamic ecosystem from plural media and personal events hourly—so works have to burrow through layers of seething “you should feel this” and “better fear that” messages. Creations lose audiences this way.

Leader arrangements of persons (however you choose to deliver leader functions to a group) can act dually—on the concept plane and on the emotion plane, taking into account that the emotion plane content will travel farther and faster and determine reactions to the slower concept plane contents. Such people are Steve Jobs and Tim Cook—turning product releases into performances so “buy” emotions rise weeks before available sales.

Through Seething Emotions and Contexts Creators who see the layers of seething emotion messages from media, relations, and life in consumers and audiences, create a core and a package around that core. The package is images and contents to put away, subdue the competing emotion contents in consumer/audience/use r environments. The core, then, gets through, with emotions set by the package, and competing noise emotions already at bay.

Mindscape

People Often Lead One Mind Type of a Pair, Inviting Revolts by the Omitted Mind Type Most of the time a particular leadership delivery regime or person as leader (one of those regimes) unconsciously favors one mind type not the other of these 20 pairs at left. That automatically rules out half the total mental power of everyone around the leader. It also creates a background noise of from the omitted mind type of each pair, that irritates but gets ignored. We often see generational changes in leader arrangements and results as a consequence—the omitted mind types reappear 10 to 15 years later via revolt.

Creations that Engage One Mind Type out of a Pair, Leave Users/Clients Unsatisfied Designs and performances that age rapidly and lose power, often are ones that depended on one mind type not the other of various pairs. Their limited engagement of the whole mind means the left out mind types work to undermine the designs, or performances, causing satisfaction to rapidly decay. For designs that last, both mind types of numerous pairs have to be engaged by features of the design in a collusive, cooperative manner.

Leadership that Engages All the Mind Pair Types at Once, Amazes Us, Gets Total Engagement You can walk into any group or organization and in a few days of hanging around spot mind types, of 20 or more pairs, that are never present or respected and used. This allows instant powerful fixing of enduring problems the current regimes of the group fail to handle. It looks like magic—the inscrutable stranger comes into town and like Clint Eastwood, with a few words, fixes everything.

Products and Creations that Engage All Mind Type Pairs, Strick Us All as Epoch-Making, Balanced in Amazing Ways Apple was not first with anything. It did not have the first iPod, the first iPhone, the first iPad. It came later and made a later version of each that wildly succeeded where the others had been sad unprofitable niches. What made Apple's later versions so spectacular? If you measure you find the Apple versions balanced mind types that were unbalanced in the prior devices. The Apple versions were built for the mental decay of brain module pairs— with user-invented apps that “made the device new just as it was beginning to bore me” for example.

Computationscape

Computation Moves Us to Dynamic, Real-Time Actions, Destroys Plans What elite and top people used to plan and command is now ridiculously out of date. Real time inventive synthesis of various streams of live information has to take place and turn into product and service. Leader regimes that slow things down till

Computation Makes Things More Social and Human, Emotive and Different (Evolving) Devices, displays, furniture, and architecture are becoming more cognitive, more responsive, more networked, more instantaneous, more morphy (changing into other things). As such they are all in dialog, co-

Leadership That Computes Hourly, By the Minute, Has Things to Lead and Influence Leader arrangements that work out the computation-ality of all that is internal and external to a firm, a product, a person, a user, a client—adapt to the actual real-time info, self-re-configuring nature of our times. They “fit” in a word,

The Creation That Computes Continually, Evolves Continually, is it One Thing? The computational insides and the computational surface interfaces and the computational ecosystem relations and the computational users/consumers of things—all have to be considered and “designed” for.

The like module of the brain competes with the interest module of the brain—what we like bores us, what interests us we at first fear. There are twenty other pairs of brain modules in similar conflicts. Leadership arrangements and creations either take these into account or get undermined badly by them: analyze, synthesize; personalize, systematize; and others. Furthermore, these mind type pairs mean things decay—what interests us a week ago, bores today as familiarity increases decreasing interest.

Five types of computational system are in dialog, generating endless others—brains, societies, biology, mind extensions, and machine (computers). Physics, design, leadership, composing, performing are all becoming in various unexpected ways “computational”.

31

Genderscape

It surprises no one that nearly everything in our entire world, is overly male today and has been for centuries. The latest acid on face in Afganistan, disfiguring a young woman, tells us the horrors we all emerged from when we civilized our way out of tribes. Leadership and creation need this escape from the centuries of maleness we still suffer in. The whole human mind needs to be engaged not just monkey tactics.


after plans and commands are issued, fall behind markets and customers, and out of business.

evolving, influencing each other after purchase and for purchase. The computational realities of any “thing” are now essential to what the “thing” is and does.

while those not computationally imagined, may sell for a while but fundamentally are not “fitting”, and hence, soon to be supplanted.

Everything that was static becomes dynamics, everything alone become networked, everything defined becomes evolving.

Eons of Male Rule Have Made Everything Too Male—We Throw Malenesses at Problems Caused by It Territory fights, dominance, beating others, competitions, studying one's opponents, marking territory, bluster and threat—all these monkey behaviors are all too central to what we all judge “leader-ly”. A leader is a big monkey is the individual pieces ofwhat we all assess as leader-ly are to be believed. But wars, depressions, huge swaths of poverty, emergent diseases from poor to rich, and crime from poor to rich—make us seek less hormonal leadership forms.

Creativity Sciences Each Get Stuck in Malenesses, Unawares Like chairs designed for centuries for one size when two sizes are in reality there—like car seats of one size that kill 24,000 women, but not men, a year who slip out of seat belts sized for men—the world is drenched in male designed things that ended up designed “for males” though nominally for all. The male version of “all” turns out to be small and partial and biased and murderous. We all need help escaping the hidden malenesses inside our imaginations.

We Solve by Feminizing Leader regimes that feminize workforces and products outperform by immense margins ones that perpetuate normal hormonal male actions, commands, territory fights, and the rest of the banana-land behaviors of monkeydom corporations. It is more than putting women up at top, but putting femininities there inside both men and women steeped in male ways and views, without knowing it. Stanford feminized knowing and beat Harvard and MIT solidly.

We Change History with Feminizations of Things In the 1990s software people (men mostly) went around and reengineered processes (uniting separated computer systems in a horizontal Japan-syle support of processes). In the end, all this male computer work managed to vastly feminize work processes —what was analytic was made synthetic, what was hierarchic was made egalitarian, what was central control became locally negotiated. Technology that work “feminized” processes.

OUR REALITY

DEEP IMMENSE PROBLEMS FEELING CREATIVE/INNOVATIVE GLOBAL FIRMS & PROFESSIONS PRETENDING GENERATED BY OUR BY RIDING BURGEONING STUFF TO BE NATIONAL ANCIENT ORGANAROUND = BRIBED TO STUPIDITY IZATIONS OF why are how DO KNOWLEDGE machines/techs HE-MAN MALE TECHS THAT minds work? 33 32 33 BRAINSCAPES 32 WORK BY FEMINIZING ALL so BIOLOGIC? TECHNOSCAPE 180 flaws in thought evolving ecosystem when ALL MINDS HANDLING 38 38 dynamics all rides how plan/act MINDSCAPES do what 37 TOO FEW TOO 34 20 37 when who COMPUTESCAPE 34 opposing brain elites NARROW IDEAS & what dialog among 5 31 monopolize 31 module pairs FOR WHAT types of computaEVOLVES? WHAT? OUR ISSUES 39 39 tional system 35 35 28 TOTALIZE36 REQUIRE 28 36 27 27 KNOWLEDGEVENTURESCAPE my more X lubricants allowing degree/ SCAPE 40 40 idea/person/fund/ totalized knowledge means profession 29 defeating professional less WHAT? 29 tech all to find is killing home that love 26 knowledge 43 26 43 us ALL NEW STRUCTURESCAPE 42 them to fruition SCIENCES42 mental operators SCAPE 30 30 applied to dozens continual accelerating 48 why do 47 48 of ideas at a time reorg of all knowledge NEW INTELLECTUAL DE-ACADEMIZE44 47 we can 44 new ideas MEDIA-INTERFACES build FLOWS vitiating professions SCAPE 41 41 OF THOUGHT get COMPLEX undoing what elites replace mundane but not so quickly? do to self, society, 49 45 interfaces/media SUCCESS? 45 49 46 knowledge 46 like prose with more why are ideas how can I biologic, evolutionary, think 100 talks so computational 50 50 forms thoughts not BUSHY? 10? PROFESSIONS WITH TOOLS POLICIES/LEADERS “COMMAND” FOR EVERYTHING EXCEPT WHAT = IGNORE WHAT ACTUALLY GETS CAUSES THEIR BIGGEST DISASTERS-PEOPLE MOVING SOMEWHERE CULTURE use 8 KINDS how PLAN of causality when each step 33 32 33 not own biased NON-LINEARIT732 changes CULTURESCAPE SCAPE 2 or 3 are engage the tipping ENVT? selves ARE cultures BIOSCAPE 38 ARE high performances I AM routines 38 professional points hidden in all 37in commonsense SYSTEMSCAPE 37 shift 34 =34 routine spot/stop/ I did not & neutrals non-linear systems from mechanosense deep gap between buld/practice31 choose & 31 just linear minds and do not KNOW to biosense = new MALENESS? non-linear realities evolving eco images 39 39 35 = step 2 envt NOT of strength, good, 35 28 36 28 36 GENDERSCAPE 27 same as step 1’s excellent etc. SELF-COMMUNITY27 precise measure of SCAPE aim INSIGHT the maleness degree 40 building relations 40 eco-evolvedynamics and impact on and of that build kinds of devo 29 are every^ 29 it of what we male-ly self we WANT places 26 43 femininely do where INSIGHTSCAPE SOCIALSCAPE around us and 26 to be 43 42 42 of 16+ kinds of being general rhythm 30 together to impact engage/detach trying 30 & measure impacts all till despair open are 48 STORYSCAPE 47 48 on/of 44 47 EMOTIONSCAPE concepts 44door to deep self distil all stories/ how to build change = insight escape from male 41 ALL of explanations/rules 41 TOGETHERin all areas Descarian elite ways INNOVATIONS THAT into self change NESS with mind or stories mentalities to see dynamics, debunk KILL BY DISTRACTING 49 45 delusion? impacts not seen 45 49elite psychopath quality 46 46 people? dissolve admitted by males is connection FROM LIFE OR DEATH false stories ABSOLUTES male ways SOCIALITY? THREAT HANDLING 50 into hidden 50 COMMUNITY? self dynamics ELITES THAT HOARD KNOWLEDGE MALE BIAS FOR IDEA TUNING INTERACTIONS valuable? OF MASSES OF INTERACTING AWAY FROM ENTIRE POPULATIONS WHO BLIND TO EMOTION = ALL AGENTS REPLACES PLANS, UNDONE BY SOCIAL FEELINGS THEN VOTE SOCIETY SELF DESTRUCTION ORDERS, STRUCTURES UNSEEN/UNTAPPED

1

7

2

6

5

8

MENTALITY 4

10 DEVELOPMENT 9

3

20

LANDSCAPES OF

16

20

LIFE

19

INNOVATING, CREATING, 17 LEADING, 11 DESIGN

18

12

13

15 CONSEQUENCE 14

GEOGRAPHIES ALL THOUGHT RIDES

NEW LANDS, NEW COMMONSENSE, NEW DEFINITIONS OF... strong, fast, excellent, effective

THE WORLD IS MORE BIOLOGIC, EVOLUTIONARY, COMPUTATIONAL than we and our minds and educations are!

Tired of missing hidden forces at work that undermine or dissipate designs, creations, acts of establishing directionality and directedness (leadership)? Tired of reminding others of a dozen+ dimensions to take into account? Find your familiar definitions of strong, fast, excellent, effective no longer work well?

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´&200$1'µ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·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

'(9(/230(17

0(17$/,7<

INNOVATIONS IN INNOVATION &

1. INN IN INN 1 194 1 254 24MAR16 CLTR CVRINCL.PDF

29 OTHER CREATIVITY SCIENCES Design, Composing, Venturing, Inventing, Leading, Gaming, Performing, & 23 Other Creativity Types

/$1'6&$3(62)

/,)(

,1129$7,1* &5($7,1* /($',1* '(6,*1

Gamemofbining s Bead the Glasquencing, Co ign , Se eativity-Des Shuffling tion-Croddeellss Innova M Mo

LEADING CREATIVITY ITSELF LEADERS OF CREATORS CREATORS WHO LEAD CREATING LEADERS CREATIVITY LEADS Everything about Every Form of Creativity Updated Digitally, Updated Biologically from East Asian totalizations of bodies of knowledge to social design automata replacing brainstorms, from professor delusions of technique to actual change in business practices from interacting global Religions of Business. From regular disasters as elites slight and mess up handling cultures to riding culture waves that dismay and destroy others.

&216(48(1&(

*(2*5$3+,(6 $//7+28*+75,'(6


HOW APPLE DID IT, HOW SILICON VALLEY DID IT, HOW NATURAL SELECTION DID IT, HOW YOU CAN DO IT

,QWHOOHFWXDO6QDFN%RRN IURP,QQRYDWLRQVLQ,QQRYDWLRQ

N VATIO TY VI F INNO RMS O OF CREATI S W FO S M NG NE ALL FORM NEW REAL TIES TI EA VI CR ONS IN VATION TO OF CREATI TI VA INNO ING INNO HEART E LEAD IN TH TING INNOVA


My first CREATIVITY LEADERSHIP online onsite MOOC course, is in post-production in China, being translated into Chinese. It introduces all that is here but no one course can match the scope and depth of what this book of papers presents. Imagine yourself the master of DOING all that each model diagram in this book presents! EACH chapter in this book will become a follow up online onsite MOOC course in coming months and years. THIS IS A CHANCE FOR EUROPE, THE USA, & ASIA OUTSIDE CHINA to get ALL of creativity, computationally, biologically, socially, globally understood and deployed UNDERSTOOD, turned into PRACTICES, and MASTERED. IF THE ONLY JOBS LEFT BY A.I. SOFTWARE & ROBOTS, AND BIG DATA ARE CREATIVE ONES --then this book is YOUR only route to future job security! REPERTOIRES OF PLURAL DIVERSE MODELS that no professor will provide (they promote their own single right-y models) so you can see and assess what you do, fund, emphasize, omit, fear, never imagined. So you can get dozens of entirely new ways to create rather than putting more umpf into 1 old way.

&23<5,*+7%<5,&+$5'7$%25*5((1(ULFKDUGWJUHHQH#DOXPPLWHGX$OO5LJKWV5HVHUYHG86JRYHUQPHQWUHJLVWHUHG3$*(1

ECOS AROU YSTEMS INNOVND & IN ATING


via social automata

CREATIVITY MODELS

32 principles of Japanese aesthetics

apply mental operators to 64, 128, 216 ideas at a time

INNOVATION

THINKING DESIGN 16 transparent

64 dimensions system methods of socialness

SOCIALNESS 38 male/ female brain differences

DIMENSIONS 64 social processes

LEADING/CREATING ecosystem dynamics among technologies

source of business practice innovations

evolving ecosystems

MODELS 16 traits of technology markets

7KH6HFXODU'LYLQH EH\RQGHJR 420 Silicon URXWHWR Valley HFVWDV\

30 CREATIVITY SCIENCES

existence

SILICON VALLEY 180 flaws in thought

OF BUSINESS


420 core culture handling parameters

CULTURE POWERS 16 culture operations 64 culture types 64 dimensions


Dynamics

modes of

RELIGIONS masculine ways to feminize systems

EHLQJERWK YLROLQ YLROLQLVW

COMPOSE/ PERFORM


LANDSCAPES OF

5 compute system types in dialog

128 system handling fault types



NATURAL

SELECTION 53 biologic computation regimes

SYSTEMS EFFECTS 48 genres of system effects

64 sources of entrepreneurship

THOUGHT DESIGNS


page

A New Format of Educating Based on Replacing 5 Ancient Media Interfaces; computation-inspired social ways of: meeting, discussing, processing work, brainstorming, reading & writing

1

CREATIVITY LEADERSHIP SCHOOL:

test f Gre a The Years o !! r ! ! u ! o F L if e Your

4 Years of Self, Social, Intellect, Career, Job, Lifework, page Hobby, Contact, Colleague, Profession Development; MIT, Wellesley, Harvard, University of Chicago, Xerox PARC, NV Philips, Panasonic, Apple--Methods.

1

Manage Your Own Creativity & That of Others; Creativity Leadership: Lead by Out-Creating Others; Manage (Diagnose, Improve) All 60 Modes of by Which People Create; Manage (and Create) in Each of 30 Creativity Sciences: Invent, Compose, Perform, Venture Launch, Innovate, Fashion, Design & 23 Others (on Margins of This Page) Study Creator: Careers, Financial Dynamics, Marketing in a Host of Creative & Mainstream Industries: policy, diplomacy, venture finance, NGOs, publishing, gaming, theatre, patent law, movie, anime, novels, TV, technology, events, music, advertizing, software, medicine, media & others

Master Steve Jobs Style Leading by Design Via Designs-that-Lead; Graduate into Global Firm & Tech Venture: Design, Product Development, Research, Education Leadership, Innovation Mangement, Big Data, Global Marketing Positions

CREATIVITY MODELS-1

MASTER: 25 Kinds of Design, 60 Creativity Modes, 60 Silicon Valley Dynamics, 64 Natural Selection Innovation Operators, 64 Functions of All Arts, 64 Core Leadership Functions, 64 Capabilities of Educated People, 60 Sources of Entrepreneurship, 48 Emotive Design Modes After thorough review of all the top college and corporation creativity programs around the world (Ecole Polytechnique, MIT, Manchester University, QUT, Harvard Design, Oxford, Bath University, University of Conneticut, Reyerson University, and a dozen others), I concluded they share several severe common weaknesses. They emphasize creative industry jobs that are few and underpaid and slight main industry jobs that need creativity and pay much better. They do not practice what they preach--usual courses and lectures, uncreative delivery of creativity. They work within purely Western forms of creating. They aim you at jobs only. My school aims you at creative jobs in all industries not just in “creative” ones, does everything using new computational forms of reading, writing, meeting, etc., balances Asian forms of creating (like Japan’s totalization of bodies of knowledge--quality) with the West’s most recent changes in creating, and aims you at top grad schools where history changing creations emerge. Also, the other school programs on creativity are tainted by: a drift towards feeling creative replacing being creative, a drift towards “right-y” models, not models with power, confusion of change of any sort with “creating”. The school below is as tough as historic scale creating is--it aims “the best students” squarely towards “the best careers” and “historic scale levels of fame”. Finally, other schools depend on 4 years of information to educate you; the school below gets you practicing thought, empathy, editing, book writing, customer analysis, observation, invention, production disciplines for four years instead. My book KNOWLEDGE EPITOME lays out a dozen principles beyond Singularity (Mere Fame) U and Minerva (research stats taught freshman year so seniors publish in un-read journals), embodied in the below.

New Media & Interfaces-Creativity Foundations: INTELLECTUAL INTERFACES-2 CAUSAL INTERFACES-3

THE CREATIVITY LEADERSHIP SCHOOL covering 30 models of creating, 30 diverse creativity sciences (inventing, fashion, design, innovating, etc.), 30 creative industries (movies, anime, publishing, couture fashion, etc.) but founded on REPLACING 5 FUNDAMENTAL INTERFACES-MEDIA: new computer-inspired ways to: meet, discuss, process work, brainstorm, read & write.

SOCIAL INTERFACES-4 Creativity Operators:

RELATIONS AMONG THE 30 CREATIVITY SCIENCES-30 NOVELTY AMOUNTS & TYPES ACHIEVED (MEASURES OF CREATIVITY)-29 THE MORAL DIMENSION (CREATIVITY NOISE)-28 Creativity Science Inter-relation Dynamics

Each year student teams produce one or more of the below:

COMMONSENSE SHIFT Students develop disciplines: DYNAMICS 1) reading deeply--50 main points per chapter diagrammed; a book a week minimum for 4 yrs. (BIOSENSE, 2) ideas applied--studio courses of competitive design and making evaluated, 9 builds a yr. 3) multi-media outcomes--key projects expressed in prose, event, app, TV, slide, game forms. SOCIALWARE, SOFTWARE)-27 For each of the 30 Creativity Sciences, student apply:

DYNAMICS OF CREATING A SELF-5

1) a book 2) a software app 3) an event 4) a tech venture 5) a videogame 6) an invention

KNOWLEDGE DYNAMICS-6

1) the humanities and arts--philosophy, history, literature, stories of invention, designers, etc. 2) the social sciences--psych, political science, anthropology, sociology of innovation, fashion etc. 3) the hard sciences--math, biology, physics, systems of discovery, venture launch, composing etc.

EXPERIMENT & DISCOVERY DYNAMICS-7

CORE SKILLS--studied and improved and applied each of the four years: 1) selling, presenting, persuasion, influence skills 2) big data analysis skills 3) customer satisfaction and process quality measures, project management, QFD, kansei skills 4) natural selection dynamics--deep parts of Nowak and Michod work including epigenetic Lamarcian inheritance recent findings 5) software and app platforms--IOS, Android, Maeda’ processing, spreadsheet artificial intelligence 6) design, creativity models, innovation, art, and other creativity sciences skills 7) leadership, measurement, customer-competitor analysis, finance, management skills. 8) interface, app design, software spec and management, interactive arts design 9) venture team formation, venture launch, venture funding, venture niche-riding skills

ART & INVENTION DYNAMICS^8

HISTORY & VALUE DYNAMICS-26 GAME DYNAMICS-25 COMEDY DYNAMICS-24

STORY DYNAMICS-23 Self, social, intellect, career, lifework, job, profession, hobby, contacts, and colleages/friends---

EXPRESSING & EXPLORING DYNAMICS-9

all TEN of these will be assessed yearly and correctives in curriculum to maintain student aims and health will be mandated. Presentations at international conferences third and fourth year will be natural, and effortless. NOT MANY SKILLS but JUST A FEW REALLY REALLY POWERFUL ONES!!!!!!!!!

Build Yearly: Your Own Design Portfolio, A Book in Mass Research Events, Tech Venture Launches, Evaluated Professional Presentations and Performances, Industry Research Tours, Culture-Creation-Innovation-Design Approach Assessments, Lead-by-Design Case Proposals Creativity Operands:

EDUCATING DYNAMICS-10, INNOVATION DYNAMICS-16,

CAREER DYNAMICS-11, FOUNDING VENTURES-17,

COPYRIGHT 2014 by Richard Tabor Greene, All Rights Reserved, Registered email: [email protected]

PARENTING-LEADERSHIP-SELLING DYNAMICS-12, DESIGN DYNAMICS-18, COMPOSING DYNAMICS-19,

SYSTEMS DYNAMICS-13, FASHION DYNAMICS-20,


CULTURE DYNAMICS-14, PERFORMING DYNAMICS-21,

Reality and Imagination Sciences

QUALITY DYNAMICS-15, EVOLUTION DYNAMICS-22,


page

A New Format of Educating Based on Replacing 5 Ancient Media Interfaces; computation-inspired social ways of: meeting, discussing, processing work, brainstorming, reading & writing

2

CREATIVITY LEADERSHIP SCHOOL:

st 4 Years of Self, Social, Intellect, Career, Job, Lifework, page reate of G e s Th r Year ! Hobby, Contact, Colleague, Profession Development; Fou Life !!!! MIT, Wellesley, Harvard, University of Chicago, r You Xerox PARC, NV Philips, Panasonic, Apple--Methods.

2

Manage Your Own Creativity & That of Others; Creativity Leadership: Lead by Out-Creating Others; Manage (Diagnose, Improve) All 60 Modes of by Which People Create; Manage (and Create) in Each of 30 Creativity Sciences: Invent, Compose, Perform, Venture Launch, Innovate, Fashion, Design & 23 Others (on Margins of This Page) Study Creator: Careers, Financial Dynamics, Marketing in a Host of Creative & Mainstream Industries: policy, diplomacy, venture finance, NGOs, publishing, gaming, theatre, patent law, movie, anime, novels, TV, technology, events, music, advertizing, software, medicine, media & others

Master Steve Jobs Style Leading by Design Via Designs-that-Lead; Graduate into Global Firm & Tech Venture: Design, Product Development, Research, Education Leadership, Innovation Mangement, Big Data, Global Marketing Positions

KNOWLEDGE DYNAMICS-6 EXPERIMENT & DISCOVERY DYNAMICS-7 ART & INVENTION DYNAMICS^8 EXPRESSING & EXPLORING DYNAMICS-9

Year Four

Humanities & Arts (History, Bios, Case stories) of: all 30 Creativity Sciences & Industries

Social Sciences (Psych, Politics, Anthro, Sociology, Economics) of: all 30 Creativity Sciences & Industries

Hard Sciences (Math, Physics, Neurobio, Systems) of: all 30 Creativity Sciences & Industries

Professions (Law, Business, Welfare) of: all 30 Creativity Sciences & Industries

PLURAL MODELS COURSE

Your Door to Cre-

60 Innovation Models

60 Creativity Approaches

64 Leadership Functions

CREATING YOUR SELF COURSE:

Educatedness--64 Capabilities; Culture--9 Powers;

READING COURSE on

30 Creativity Sciences & 30 Creative Industries

ativity: 42 Models: 64 Steps to Becoming a Creator

Managing Self and Career

Micro-Leadership: Teamwork, Selling, Persuading, Delegating, Influencing

Macro Leadership-Strategy, Quality, Absurd Greatness, Disruptors, Ecosystem Niche Riding

Natural Selection Dynamics Elsewhere: in markets, in technologies, in ecosystems

Natural Selection Dynamics, Newest: Lamarkian epi-

Theories of How Sil- Technology Ecoicon Valley Opersystem Evolution ates in Silicon Valley

Introjecting Silicon Valley: Inside Firms or Among Firms

Educatedness, Adulthood, Culture

Empiric Definitions of Education & Adulthood

NATURAL SELECTION DYNAMICS COURSE

Natural Selection Basics: Creating Organization Levels not Fitness

SILICON VALLEY DYNAMICS COURSE

Origin and Emergence of Silicon Valley

METHODS COURSE

Intellectual & Quality Methods

MODELS APPLIED TO CASES COURSE

Creativity Steps in Innovation Models 10 Models Applied Applied

CREATION STUDIO COURSE

Create a product, market, business, tech venture

Create a software app, new word processor, videogame

Create new sports, events, fashions, kinds of music

Create programs, stories, characters, anime, movies

HARSH REALITIES OF COMPETITIVE CREATIVE CAREERS

The harsh nature of big organizations and new ventures, as constraints on creativity and careers, and how to handle it.

128 dynamics of creator careers and 8 interviews of top creators

Personal Public Relations ends and means in big organizations and new ventures: getting yourself different enough yet visible enough

The Femininity of: Productivity & Creativity--undoing history’s biases present as present blindspots. Healing your

Natural Selection Innovation Operators: Exaptation, Bricolage, etc.

Social & Event & Interview Methods

genetic inheritance of parent experiences

Creativity & Inno- Leadership & Prevation Case sentation Methods Assessment Methods Creativity Models Applied

Leadership Models Applied

era’s neuroses.

SIX DIMENSIONS OF CREATING:

Year Three

20 Sciences, 20 Industries, 60 Models, Creating Selves, Natural Selection, Silicon Valley

DYNAMICS OF CREATING A SELF-5

Year Two

methods, models, designs, harsh realties

Creativity Operators:

Year One

HOW THIS SCHOOL DIFFERS FROM SOME USUAL FORMS OF EDUCATION:

MAKE ALREADY CREATIVE PEOPLE MUCH MORE CREATIVE

4 CREATIVITY PRACTICE DIMENSIONS

SOCIAL INTERFACES-4

HELP ORDINARY FOLKS DISCOVER UNKNOWN CREATIVITIES INSIDE THEM

SIX DIMENSIONS OF CREATING:

CAUSAL INTERFACES-3

OVERVIEW OF THE 4 YEAR CREATIVITY LEADERSHIP PROGRAM 20 Sciences, 20 Industries, 60 Models, Creating Selves, Natural Selection, Silicon Valley

INTELLECTUAL INTERFACES-2

MAKING THE BEST MUCH BETTER; MAKING THE REST INTO THE BEST

methods, models, designs, harsh realities

New Media & Interfaces-Creativity Foundations:

Out Create All Others--Master Composing, Performing, Inventing, Innovating & 26 Others

4 CREATIVITY PRACTICE DIMENSIONS

CREATIVITY MODELS-1

MASTER: 25 Kinds of Design, 60 Creativity Modes, 60 Silicon Valley Dynamics, 64 Natural Selection Innovation Operators, 64 Functions of All Arts, 64 Core Leadership Functions, 64 Capabilities of Educated People, 60 Sources of Entrepreneurship, 48 Emotive Design Modes

READING COURSE on

High quality reading of world best books on any topic is very rare, even at the world’s top ten universities (where professors assign vast amounts of readings but never really check that reading is done and that that reading is high in quality). We start reading biographies of 30 different sorts of creators, and case stories of 30 different types of creations. This School sets up a disicipline of weekly reading (with diagramming of main points) in students, a book a week = 200 across 4 years, a research article a week = 200 across 4 years. THIS PREPARES STUDENTS TO ENTER WORLD TOP TEN GRAD SCHOOLS.

PLURAL MODELS COURSE

Though we use one word for things like “education”, “create”, “innovation”, “design”, there is a lot of evidence they are not one thing, but plural diverse things. This School, unlike all others world-wide, preTHIS PREPARES STUDENTS TO ASSESS, sents plural diverse models of its key components. DIAGNOSE, AND IMPROVE THE CREATIVITY, INNOVATION, DESIGN, LEADERSHIP OF THEMSELVES AND OTHERS, LIFELONG.

CREATING YOUR SELF COURSE:

Educatedness, Adulthood, Culture

European and Asian “colleges” too often transfer information that today is better provided by the web--confusing an ancient publishing method--”lectures” with “note taking”--with teaching methods. The result--lots of people good at memorizing who cannot think and apply ideas. This School “educates” students by challenging all they grew up thinking and feeling in one locale, exposing them to full global variety of ways--instead of merely informing them. THIS PREPARES STUDENTS TO GROW THEMSELVES, PARENT, LEAD OTHERS (CREATE SELF AND OTHER SELVES)--GET PEOPLE TO CHANGE AND IMPROVE WAYS THROUGHOUT LIFE.

NATURAL SELECTION DYNAMICS COURSE

This is the most creative process known in the universe--the one that invented/designed life itself and humans in particular. No study of creativity is complete without serious study of its myriad creativity operators, and applying them outside of biology to technologies, devices, markets, fashions, ideas. Biology is the rising science, changing us all from old Mechano-sense to Bio-sense, a new commonsense, assumed new type of “excellence” (bone as strong not steel, bone grows where damaged, and repairs itself). This School, unlike all others on creativity matters, makes students masters of this core of all biology. THIS PREPARES STUDENTS TO LEAD CREATION IN THE WORLD’S FASTEST GROWING NEW BIO-TECH MED-TECH INDUSTRIES.

SILICON VALLEY DYNAMICS COURSE

Silicon Valley contributed 8 times more to US GDP growth than MIT-Harvard over the last 40 years. Silicon Valley is an anti-East-Coast culture of California, within which is an anti-central-broadcast-media culture, within which is an antiexcess-maleness culture. Tech ventures are “founded” on sets of friends, not mere ideas, on feminine sharing of ideas not male territory disputes. This School ignores general slight entrepreneurship pale copies of Silicon Valley and instead makes students masters of the 420 dynamics of Silicon Valley and its big improvers: Xerox PARC, Steve Jobs’s Apple, Google. THIS PREPARES STUDENTS TO JOIN OR FOUND THEIR OWN TECH VENTURES IN SILICON VALLEY

METHODS COURSE

People are pretty poor at turning ideas, especially memorized ones, into new ways, habits, action possibilities. Step by step methods that show new computation-inspired bio-system-inspired ways to discuss, meet, process work, brainstorm, read, write, present, etc. make HUGE improvements in productivity which enable HUGE improvements in creativities achieved. Here, students interview leading creators throughout society, spotting their creativity models. This School presents such super-productive methods EVERY WEEK. THIS PREPARES STUDENTS TO CONTRIBUTE GREATLY TO FUTURE EMPLOYERS FROM DAY ONE OF EMPLOY, AND TO ENABLE STUDENTS TO QUICKLY MAKE THEIR OWN EMPLOYEES PRODUCTIVE.

30 Creativity Sciences & 30 Creative Industries

MODELS APPLY COURSE CREATION STUDIO COURSE HARSH REALITIES OF COMPETITIVE CREATIVE CAREERS

Students want to create, want to improve their creating from easy impressing of friends, to powerful changing of entire fields and their histories, want to improve the creativity of their ventures and employers. This School presents the world’s most comprehensive, detailed, and global repertoires of diverse ways to create, innovate, design, and lead. Then students apply these models to cases. THIS PREPARES STUDENTS TO LEAD RESEARCH, PRODUCT DEVELOPMENT, TECH VENTURES WORLD-WIDE FOR ANY FUTURE EMPLOYER

1. IDEAS APPLIED (NOT MEMORIZED) 2. IDEAS DISCUSSED, CHALLENGED, DEBATED IN CLASS (NOT IDEAS PASSIVELY TURNED INTO NOTES) 3. GLOBAL IDEAS (NOT LOCAL ONES ONLY) 4. CROSS-DISCIPLINE KNOWING (NOT ONE NARROW DISCIPLINE) 5. EMOTION WITH CONCEPT (NOT DESCARTIAN CONCEPTS ONLY) 6. BEST OF EAST WITH BEST OF WEST (NOT REGIONAL PREJUDICES) 7. AMERICAN STYLE INTERACTIVE LEARNING/TEACHING (NOT ASIAN PASSIVE MEMORIZATION) 8. SELF TRANSFORMING EDUCATION (NOT INFO SHOVELLING “LEARNING”) 9. PLURAL DIVERSE MEDIA HOMEWORK (NOT WRITING ESSAYS ONLY) 10. SERIOUS HIGH QUALITY MEASURED READING (NOT SHALLOW PRETEND READING) 11. EDITED AND PERFECTED ASSIGNMENTS (NOT LAST MINUTE SLOPPY VERSIONS) 12. DISCIPLINES OF WORK-SKILL-PRODUCTION PRACTICED FOR 4 YEARS (NOT SLOPPY COLLEGE LIFESTYLES OF POOR SLEEP, EATING, AND SCHEDULING) 13. FRIENDSHIPS AND LOVE OF IDEAS (NOT PASSION-LESS MEMORIZATIONS) 14. MENTAL OPERATORS APPLIED TO 60 AND 100 IDEAS AT A TIME (NOT TO 4 TO 6 AT A TIME) 15. PREP FOR TOP GRAD SCHOOLS AND TOP JOBS (NOT JOBS ONLY PREP) 16. 30 CREATIVITY SCIENCES 30 CREATIVE INDUSTRIES (NOT 5 OR 6) 17. 60 MODELS OF CREATING, INNNOVATING, DESIGN, LEADING (NOT 5 OR 6) 18. DEEP STUDY OF WORLD’S MOST CREATIVE PROCESSES--NATURAL SELECTION AND SILICON VALLEY (NOT SIMPLE SHORT SURVEY COURSES ON THEM) 19. CORE COURSES REPEATED ALL FOUR YEARS, AS “CREATION LEADERSHIP DISCIPLINE” (NOT FOUR YEARS WITHOUT BUILDING UP PRODUCTIVE DISCIPLINES) 20. CREATIVITY MODEL-BASED INTERVIEWS OF CREATORS (NOT SHALLOW TV STYLE INTERVIEWS) 21. A BOOK A YEAR MADE BY MOST STUDENTS/TEAMS (NOT SCATTERED HOMEWORK “TRASH”) 22. A REPERTOIRE OF DOZENS OF STUDENT CREATIONS (NOT SCATTERED HOWEWORK “TRASH”) 23. CORE PROGRAM COURSES OF 3 HOURS EACH, ENOUGH TIME TO APPLY IDEAS (NOT JUST HEAR THEM) 24. INTERVIEWS OF TOP CREATORS OF 30 SORTS (NOT POP TV INTERVIEWS OF A FEW SORTS) 25. READ THE 200 GREATEST RECENT RESEARCH BOOKS ON 30 DIVERSE CREATIVITY SCIENCES (NOT A FEW OLD WEB-INFERIOR TEXTBOOKS ON CREATIVITY-IN-GENERAL)

test Grears of e h T FOUR COURSE TYPES Yea ! Four Life !!!! The University Core--Marxism, Physical Ed, English r You

ONLY by trying, every two and four weeks, entirely different types of design, in studio courses where students and student teams compete to “win” tough evaluations of their designs by experts--ONLY by four years of such variety of “trying” can students FIND, often by surprise, what they are creative at. This School gets students competitively designing, with designs evaluated in detail, and later edited to perfection, every week for four years. THIS ENABLES STUDENTS TO FIND WHAT THEY ARE CREATIVE AT, AND GRADUATE WITH A PORTFOLIO OF DOZENS OF DONE, EDITED, EVALUATED CREATIONS. The world is filled with positive bias, people want to foget negatives, avoid hurting powerful others, support in public what they avoid or work against in private. Textbook editors edit out negatives, failures, critiques, and anything that might offend or reduce sales. Media pile on any flaw and ruin lives and careers quite carelessly painting with stupidly broad brushes situations filled with complexity and error. Seeking ratings and villains more than truth, they mislead us all. This School repeats every year and semester a stream of courses on the harsh realities of creating in big organization and new ventures strambling to survive. Famous visitors are asked to present the evils they faced and had to overcome, not just nicities. THIS ENABLES STUDENTS TO INSERT THEMSELVES INTO FIERCE POLITICS, AND HIERARCHIES, WITH VARIED NOT-SO-HONEST BOSSES AND STILL THRIVE---TOOLS FOR HANDLING THE NASTY REALITIES OF CREATING ARE SUPPLIED AND PRACTICED.

The Program Core--the 9 course tracks at left, repeated all four years, but with different content each year (9 x 8 semesters = 72 courses in 4 years) The Program Core Enabler Courses--Aesthetics, App Programming, Statistics, etc. The Electives--6 courses in any of a number of subfields: finance, entrepreneurship, movie making or other creative industries, international influence skills, product development, tech venturing, policy, particular other design studios.

The result we aim for---1) a highly educated person, beyond conditions of birth and being raised, exposed to global diverse alternative ways 2) a powerful idea-applying discipline mastered by students 3) top ten global college level of reading in students 4) methods and model applications enabling instant creative productivity at first jobs 5) tools for seeing and handling the harsh realities of competitive creating in big highly political organizations and fierce struggling tech ventures 6) models, methods, and disciplines practiced for seeing wider, farther, faster, in more detail, and more imaginatively than others--always the one person in a room who notices, tries, and succeeds more.

LEAD CREATIVITIES, INSTEAD OF FOLLOWING CREATIVITY OF OTHERS! LEAD BY OUT-CREATING OUT-INVENTING OUT-DESIGNING OTHERS!

Build Yearly: Your Own Design Portfolio, A Book in Mass Research Events, Tech Venture Launches, Evaluated Professional Presentations and Performances, Industry Research Tours, Culture-Creation-Innovation-Design Approach Assessments, Lead-by-Design Case Proposals Creativity Operands:

EDUCATING DYNAMICS-10, INNOVATION DYNAMICS-16,

CAREER DYNAMICS-11, FOUNDING VENTURES-17,


PARENTING-LEADERSHIP-SELLING DYNAMICS-12, DESIGN DYNAMICS-18, COMPOSING DYNAMICS-19,

SYSTEMS DYNAMICS-13, FASHION DYNAMICS-20,


CULTURE DYNAMICS-14, PERFORMING DYNAMICS-21,

RELATIONS AMONG THE 30 CREATIVITY SCIENCES-30 NOVELTY AMOUNTS & TYPES ACHIEVED (MEASURES OF CREATIVITY)-29 THE MORAL DIMENSION (CREATIVITY NOISE)-28 Creativity Science Inter-relation Dynamics COMMONSENSE SHIFT DYNAMICS (BIOSENSE, SOCIALWARE, SOFTWARE)-27 HISTORY & VALUE DYNAMICS-26 GAME DYNAMICS-25 COMEDY DYNAMICS-24 STORY DYNAMICS-23 Reality and Imagination Sciences

QUALITY DYNAMICS-15, EVOLUTION DYNAMICS-22,


30 CREATIVITY & NOVELTY SCIENCES Steven Jobs led Silicon Valley, creating the world’s most valuable company, by extending from one creativity science to half a dozen or more as “the products” of his company--turning launches into performances, product use into composings, product purchase into retail show performances, product devices into doorways to user generated libraries of creations. He did not accept tweak usual engineering but forced engineers to work, to invent the new. He did not just generate new products but new industries generated by single new products. He saved and invented industries, using DESIGNS THAT LEAD. What is the core of his method--part was sheer power (he was a CEO and Owner with more power than usual CEOs), the other part is here, 30 Creativity & Novelty Sciences to extend any one creativity into. THE INSIGHT PROCESS: alternate engage/ detach; ever more abstract reps; accumulate failures & index them; TILL despair at solving as who you now are; deep self change (change be X to have X) that enables world change; non-linear avalanche “punch-line” event of whole system change on all size scales

120 CREATIVITY MODELS

THE SILICON VALLEY PROCESS: flows & homes; social plasmas till idea fusions; density of interaction lubricated by open idea theft norms; alternate decade govt funding suddenly stopped then mad survival struggle to commercializ e (most die); outsource everything except the core idea; change the world everywhere before business model and income;

CREATIVITY MODELS

MONASTICS -NEW MEDIA & INTERFACE S

INTELLECTUAL INTERFACES

1. Identify new creativity models with which to extend your design 2. Shape your design to use, work in, and enable some new interfaces

CAUSAL INTERFACES

3. Shape your design to use, work in, and enable new causal interfaces

SOCIAL INTERFACES

4. Shape your design to use, work in, and enable new social interfaces

CREATION SELF DYNAMICS OPERATOR S

5. Shape your design to enable changing being X to having X

KNOWLEDGE DYNAMICS

6. Shape your design to use and support particular knowledge dynamics


7. Shape your design to foster particular experiment & discovery types

ART & INVENTION

8. Shape your design to entice users to invent devices, ways, & arts

EXPRESS & EXPLORE

9. Shape your design to elicit exploring & expressing current unknowns

THE INSIGHT PROCESS: alternate engage/ detach; ever more abstract reps; accumulate failures & index them; TILL despair at solving as who you now are; deep self change (change be X to have X) that enables world change; non-linear avalanche “punch-line” event of whole system change on all size scales


ZENOVATION by AppleJobs: cut the cords of attachment; nested anticultures; transparency (via no waste) of all to amazing greatness; death powers NOW; creation power process: liberty, freedom, dream, saving newness; plural simultaneous deployment of several creativity sciences

EDUCATEDNESS CRE SELF DYNAM ATIO ICS N OPE RAND S

10. Shape your design to invite people beyond Initial Factory Settings

CAREERS

11. Shape your design to foster powerful career build dynamics

PARENTING & LEADERSHIP

12 Shape your design to release pent up forces, avalanches of change

KNOW- SYSTEMS LEDGE DYNAM ICS CULTURE

QUALITY EXPERI INNOVATION -MENT & DISCOV FOUNDING ERY VENTURES

13. Shape your design to handle non-linear reactions to its first outputs 14. Shape your design to change, penetrate, improve latent cultures 15. Aim your design at enabling core essences of quality business 16. Identify additional innovation models for your design to embody 17. Identify venture techs your design can commercialize

NATURAL SELECTION DYNAMICS: genetic algorithms; self tuning mutation rates, etc.; not fittest but largest library of now useless traits is what survives; not optimal designs but invention of higher levels of organization; what works partly plurified into variants in it by mutation tested against constraints, recursively

ART & DESIGN INVENT ION COMPOSING

18. Extend to any of 20+ alternative design approaches

EXPRES FASHION S& EXPLO RE PERFORMANCE

20. Extend your design so it extends brand image identities of users

EVOLUTION & ECOSYSTEM DYNAMICS REALITY SCIENCES

19. Extend your design so use of it leads to good composings by users

21. Turn finding, purchase, use, repair, upgrade of your design into performances and shows 22. Turn the evolution dynamics of your design and its use community into stories, comedies, histories, dramas.

STORY DYNAMICS

23. Turn the development and use of your design into dramatic stories

COMEDY DYNAMICS

24. Generate amazing incidents and comedic events in your design and commercial release processes

GAME DYNAMICS

25. Embed game dynamics into the design, commercialization , and use dynamics of your product

HISTORY & VALUE DYNAMICS

26. Challenge the fake and harmful product traditions of Coke colas, Wall Street, and other venal horders

COMMONSENSE SHIFT DYNAMICS, biosense, socialware,software

27. Entice users of your design into biologic ways of thinking/operating

INTER-RELATIONS among 30 creativity sciences


NOVELTY types & amounts achieved

THE 30 CREATIVITY SCIENCES CREATIVIT CAUSAL PATH MODEL Y& 2 THE 30 CREATIVITY SCIENCES--INTERRELATIONS

NOVELTY SCIENCE NOVELTY AMOUNTS INTERRELATIONTHE& TYPES ACHIEVED INSIGHT DYNAMICS PROCESS

NOISE obscuring each of the 30 creativity sciences inflating realities

29. Design for getting users generating more and better forms of creativity from use of your design

30. Design all THE MORAL around and in your productTHE to counter DIMENSIONS fake “for show” 120 CREATIVITY Creativity & Innova- NATURAL creativities MODELS generated by tion Noise Dynamics career, product SELECTION

REALITIES OF CREATING

THE SILICON VALLEY GENERATIVE PROCESS CORE OF CREATING

MONASTICS

28. Link each creativity science your design engages via good interfaces to others

planned obselence

systems PROCESS

THE ZENOVATION PROCESS

INTELLECTUAL interfaces & media

CAUSAL interfaces & media

SOCIAL interfaces & media

ART & KNOWEXPERIEXPRESS CREATION SELF INVENTION LEDGE MENT & DYNAMICS & OPERATORS DYNAMICS DISCOVERY EXPLORE CREATION OPERANDS

educatedness careers parenting & leading

systems cultures quality

innovation

design

fashion

venture founding

composing

performance

HISTORY COMMON COMEDY GAME REALITY & STORY & FAME DYNAMICS DYNAMICS DYNAMICS SENSE IMAGINATION DYNAMICS SHIFTS SCIENCES

A NEW

WORLD

What tiny fraction of creativity are you attempting? 30 CREATIVITY SCIENCES 30+ MODELS OF EACH--When Creations Lead not People

Recommend Documents