The greater we understand something the greater our op-

portunity to manage it more effectively and improve our

results. By better science I mean deepened understanding of that which we need manage, including its links to the

environment and it influence on other factors we may need

also manage. By better technology I mean applying the ideas arising from our improved understanding. It may be a

separate technology, or it may merely be applying the

improved ideas.

Around 1982, in correspondence with the celebrated phi-

losopher Karl Popper he said ‘science must lead to ideas

that prove useful in practice’. Since, in my books and pa-pers, I show how we act according to the ideas we hold,

and intensity with which they held due the associated emo-

tions (refer the Social Science Research Network author page http://ssrn.com/author=2572745). Further, I show this

the very structure of our psychology. Everyone acts on

their personal theory, the ideas on the frame in mind (see #8, Understanding human psychology). What is on the

frame is us, our personality/world view, with associated

emotions. They are ideas. Change the ideas and what we

‘see’ changes.

It follows that a scientific theory is exactly the same psy-

chological status as any personal theory. Both are ideas through which we ‘see’ the events to which the ideas ap-

ply. The difference being that ‘science’ ideas are developed

and accepted according to certain social rules, such as aptness of explanation, evidence, reproducibility, causal

explanation, etc. whereas our personal views may be no

more valid other than they are the views of our peers. Pop-

ularity is no measure of reliability or aptness of ideas.

In fact, it is repeatedly shown how science has initially

proved VERY UNPOPULAR. The reason is science is ideas validated by independent means, subject to evidence

with all other opinion removed. We could begin with

Galielo. Few people today would dispute the solar system etc. but in mid-17th century, his work was described by the

Church as "foolish and absurd in philosophy, and formally heretical since it explicitly contradicts in many places the

sense of Holy Scripture." Galielo was condemned as a

heretic and jailed, but he was right. In more recent years, there are those who still dispute humanity emerged on this

planet. And, when Einstein proposed the photoelectric

effect he was ridiculed. It frequently does not pay to pro-pose ideas different from the mob, and if one does, then

one need be prepared for the backlash of taunting, derision,

and scorn which historically has very often accompanied

new thinking.

Where the shift in thinking is comprehensive, and after

Thomas Kuhn, it is called a paradigm shift (refer google, Kuhn, The Structure of Scientific Revolutions). The helio-

centric view of the solar system, and the photoelectric

effect are both paradigm shifts. The first, obviously so, the second, due it proposed a photon was a particle, and not

merely a wave, that it was both.

Adopting new ideas is vastly harder than it

looks

The only point is that despite the abundance of words in

organization literature, like innovation, creativity, vision,

change management, it is very, very much harder than it looks to undertake even modest changes in thinking, to get

a group to adopt new ideas. It is very much easier if the

group understand and accept they have ideas, and those ideas are NOT THEM (refer the section in #8, We are a

spirit within mind within a brain). Separating ‘self’ from

‘the ideas I have’ was driven home in a client, where a young man reflecting on ideas, stated he did not think he

could change his ideas they were him.

The better science of ‘Origin’

If we leave people just at the level of changing ideas, then self-esteem issues will arise. Only in The Origin of Con-

scious (refer SSRN author page, book free in pdf), is the

spirit of the person clearly separate from ideas which are offered as tools to manage our environment. Then, and

only then do people relax and we can explore with them

how to change ideas, and how to manage the emotions involved, and that there is no threat to their spiritual integ-

rity.

OPD-HCD™ the technology derived from

‘Origin’

‘Origin’ theory validates Hertzberg work on motivation. So why need OPD-HCD™? Hertzberg offers insight that

different actions by leaders within an organization give

rise to different emotions within people. But, Hertzberg offers no in depth explanation as to why. Nor, does

Hertzberg offer the link between people and strategy

(refer 9, Linking people to behavioural structure). Nor, does Hertzberg offer integrated understanding of organi-

zational design, specifying clearly the roles relative to

strategy, of governance, CEO, Executive, HR Department,

team leaders and team member.

Reflect. Choose better ideas that enable

better orientation and management of cir-

cumstance. Base the ideas if possible on

objective science

It is powerful that OPD-HCD™ integrates a strong exist-ing line of thinking in organization leadership and man-

agement. OPD-HCD™ adds strength to Hertzberg think-

ing integrating as a detail it much broader and deeper scientific understanding of psychology and one of the

most significant outputs of human psychology, namely

organizations, groups and large groups as social struc-tures. OPD theory is the organization theory derived from

‘Origin’ (refer The Exciting Promise of Human Resource

Management http://ssrn.com/abstract=2819810 and Or-ganization Design: Linking Mind to Its Agreed Organiza-

tion Role as a Foundation of Economics http://ssrn.com/

abstract=2816604).

Better science enables better technology enabling better results

OPD theory is the only scientific theory of organization design and OPD-HCD™ the only

scientifically based technology of team leadership: Perfect game plans perfectly delivered

Newsletter #30

Choosing better ideas Newsletter topics

1. Seeking new thinking.

2. How to double profits.

3. Goal—action.

4. Linking staff action to

strategy.

5. Human performance

driving results.

6. HR as rollout of strate-

gy.

7. Behavioral structure of

the organization.

8. Understanding human

psychology.

9. Linking people to be-

havioral structure.

10. Perfect human perfor-

mance.

11. Performance manage-

ment moving actual toward perfect perfor-mance.

12. Built in flexibility.

13. A scientifically proven

balanced solution to human performance as a driver of results.

14. Redefining engage-

ment.

15. Culture.

16. All HR policy changes.

17. Lifting expectation.

18. Redefining leadership.

19. Redefining manage-

ment.

20. Why has it not been

done before?

21. Stop. Reflect. Chose

and improve.

22. Why can’t we do it

ourselves?

23. Mind of the CEO.

24. HR as the ‘right hand’

of the CEO.

25. Building a ‘verbal

ready’ Executive.

26. Understanding human

motivation.

27. Building and imple-

menting an integrated motivation policy.

28. Human capital.

29. Finding and develop-

ing talent.

30. Choosing better ideas.

Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction.

Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.