emzine phenomenon

THEEMZINE

PHENOMENONA New Window Onto Our World

A New Window Onto Our WorldImproving Organization, Applied Technology

The Emzine PhenomenonParallels of Organization, Physics of Organization

Evidence in SocietyExamples of Organizational Emergence

INTRODUCTORY TOPICS

However, as the following examples show:

Organization does not determine harmonious action but

harmonious action determines organization!

According to any unabridged dictionary, to organize means:

“To form into a whole - consisting of independent parts -

especially for harmonious action”

What does “organization” mean?

PARALLELS OF ORGANIZATION

A certain temperature inequality sets off

a fleeting stream of oxidation order.

Erwin Schrödinger

CH4 O2O2

H2O as by-product unaccounted for

At a certain temperature inequality,

simultaneous and congruent oxidation behavior

of hot gas molecules emerges spontaneously inside the

behavioral space vacated or created by others that are

moving in sync. Such behavior leaves a visible residue

in the shape of a flame.

In one universal paragraph...

CH4 O2O2

H2O as by-product unaccounted for

A certain temperature inequality shapes

the structure of a snowflake.

Kenneth Libbrecht

Snowflake

simultaneous and congruent vibration behavior

of frozen water molecules emerges spontaneously

inside the behavioral space vacated or created by

others that are moving in sync. Such behavior leaves a

visible residue in the shape of a snowflake.

Snowflake

Snowflake Bénard Cell

View of surface from above

Petri dish

A certain temperature inequality makes

molecules follow orderly paths.

Henri Bénard, Ilya Prigogine

simultaneous and congruent heat-transport behavior

of molecules in a liquid emerges spontaneously inside

the behavioral space vacated or created by others that

are moving in sync. Such behavior leaves a visible

residue in the shape of a convection cell.

Snowflake Bénard Cell

View of surface from above

Petri dish

At a certain day-time inequality,

simultaneous and congruent flapping behavior

of migrating birds emerges spontaneously inside the

moving in sync. Such behavior leaves a visible

residue in the shape of a flock of birds.

Snowflake Bird FlockBénard Cell

Blowin’ in the wind. The Economist (Nov 29 2008) - Strangely enough, leaders of a flock (or of a chase) also benefit through inverted slipstreaming

At a certain supply/demand inequality,

simultaneous and congruent role-inspired behavior

of employees emerges spontaneously inside the

moving in sync. Such behavior leaves a visible residue

in the shape of a business organization.

Snowflake Bird FlockBénard Cell Organization

At a certain energy inequality,

simultaneous and congruent interference behavior

of fundamental fields emerges spontaneously inside

the behavioral space vacated or created by others that

are moving in sync. Such behavior leaves a visible

residue in the shape of a E8 Lie group.

Snowflake Bird FlockBénard Cell OrganizationE8 Theory

Source: Gareth Lisi. An Exceptionally Simple Theory of Everything. arXiv:0711.0770v1 Critique: J.Distler, S. Garibaldi, There is no Theory of Everything inside E8. arXiv:0905.2658

Environment Trigger Behavior-Pattern Species Environment-Sustained Organization

Visible Residue

UnderterminedEnvironment

Amplification /Transmission

Emergence / Selectionof Behavior Pattern

Inequality-InspiredBehavior-Pattern Reproduction

4-State Universality of Behavior-Pattern Species Emergence

FlameTemperature

Inequality

Oxidizing

Molecule

Congruently Igniting

Gas Molecules

Snowflake StructureTemperature

Inequality

Settling

Congruently Vibrating

Frozen Water Molecules

Business OrganizationSupply, Demand

Inequality

Entrepreneurial

Leadership

Congruently Working

People in Multiple Roles

Flock of BirdsDay-light

Inequality

Leading

Congruently Flapping

Bénard Cell PatternTemperature

Inequality

Surface

Perturbations

Congruently Moving

Liquid Molecules

Wrap-up

Inequality

Each stage is supported by a mathematical process-description in the domain of chaos theory.

Emergence / Selectionof Behavior Pattern

State-process descriptions in chaos theory

OPENCHAOS

STOCHASTIC RESONANCE

ATTRACTORDEVELOPMENT

ITINERANTATTRACTOR

Inequality

The 2nd Law of ThermodynamicsRudolf Clausius, Ludwig Boltzmann, Erwin Schrödinger, Ilya Prigogine

Time With Organization

Inequality

Time Without Organization

Gradient = Rate of Inequality Minimization

Nature spontaneously fosters forms of organization to minimize inequalities in the fastest way possible!

The environment – a complex of inequalities – determines the emergence of forms of organization!

“The process of evolution was reversed by returning fruit-flies to their ancestral environment from which they had diverged.”

Simon Conway Morris, “Life’s Solution”, Cambridge University Press (2003)

Shared by all forms of organization

Leadership Archetype

Confronter

Transformer

Builder

Grower

Confronter

Stage of Development

Creating a Level Playing Field

Finding a New Platform for Growth

Resonating with the Environment

Repeating Success Ever More Efficiently

Specific to human organization

Inequality-Inspired Behavior-Pattern Reproduction

Behavior-Pattern Emergence

Undertermined Environment

Amplification / Transmission

Emergence / Selection of Behavior Pattern

Human Organization?

If organizations emerge by themselves, then what is the role of a leader?

Explaining Organization

Behavior Patterns Visible Outcomes

Existential ManifoldVisible Outcomes

Behavior PatternsHidden World

The magazine in whichoutcomes are written

Iceberg metaphor

Existential Manifold Zine = Emzine

Inequality

Behavior-Pattern Species

Organization

All forms of organization emerge from the behavioral domain

Temperature

Daylight duration

Supply-Demand

Energy

Survival of the least-energy-fitting

Minimizing inequality through

Local Environment

Division of Labor into Roles

Natural Selection of Behavior-Pattern Species

Snowflake

Convection cell

Flock of Birds

Human Organization

EMZINE PHENOMENON

Global Scale

Local Scale

Inequality

Organization

All forms of organization emerge from the behavioral domain

EMZINE PHENOMENON

Organization

Inequality

Division of Labor into Roles

Roles [Order]

Inequalities

Visible Outcomes over Time

Inequalities

Source: David Corriveau. Dr Robert Hazen rocks Norwich’s geology community. Norwich University (December 2008)

ENTROPYCurbing Order eventually

Now: 4000 Minerals

Early Universe: No Minerals

Evolution of Rocks or Minerals

Atoms dynamically arranged in lattices creating unique crystalline

structures - not unlike snowflakes or human organizations

PHYSICS OF ORGANIZATION

0th Law of Thermodynamics Minimizing inequalities

1st Law of Thermodynamics Sum of all inequalities remains unchanged

Entropic Force

A new principle of morality?

A new utility principle?

Organization

Inequality

Natural Selection of Behavior-Pattern Species2

Least-Energy Fitting

Behavioral Conditions Simultaneous behavior Sharing inequality-minimizing urge Behavioral space creation and utilization

= Congruent Simultaneity

2nd Law of thermodynamicsPhysics

Economics

Human Conduct

Inequality

Organization

A NEW WINDOW ONTO OUR WORLD

The world, that we observe, too diverse to make sense of

The world of localized energy- inequalities that triggers it

The world of behavior-pattern species that reconciles it

Context-specific

Universal

Explanations

A world of behavior-patternspecies that reconciles it

RECONCILING OUR WORLD

The world of localized energy inequalities that triggers it

Context-specific

Universal

PREDICTABLE STAGES

The world of localized energy inequalities that triggers it

Explanations

Context-specific

Universal

CongruentSimultaneity

∆time = 0

time → infinity

time → 0

Approach

State 1 ↔ State 2Operator

Operators yield singularity at time = 0 Lack of emergent time in quantum theory Auto-emergent particles in absolute

vacuum The arrow of time Nature of the cosmological constant Dark energy and dark matter Prediction by extrapolation and chance only What is time?

Issues

Gravity = emergent, entropic force, Verlinde

Explanations

ce of E

rical Scien

Cosmological

Societal

Biological

Chemical

Sub-Atomic

Exploring, Explaining, Classifying

Chaos/Complexity TheoryThermodynamics

SCIENCE OF EMERGENCEWorld-Phenomenon Features

Alfred Russel Wallace and Charles Darwin: What makes the branching tree of species grow?

Emzine = Zine where

forms of organization are written

Existential Manifold =

forms of organization observed

Niches, Species

Behavioral Domain

Visible Outcomes

Consequence

Re-explaining Evolution

Reciprocal Conditioning

Evolving Realities

Behavior Patterns

Behavioral Domain

Dimension of Outcomes

Physical Outcomes

Non-material Outcomes

Awareness

Thought

Organizations

Humans

Snowflakes

RNA, DNA

Flocks

Niches, Species

Reality in truth = an ecosystem of behavior-pattern species

We touch a sub-atomic abyss An atom is at least 15-times smaller than a molecule

An atom is at least 100,000 times bigger than its nucleus

Niches, Species

Behavioral Domain

Visible Outcomes

What is reality, really? Could it be what we touch or observe?

Gautama BuddhaOnly together they arise - pattica sumuppãda

Behavioral Domain

Visible Outcomes

Consequence

Depicting the cyclical nature of emergence

1 2 3 4

Population of Best-Fitting Behavior-Pattern Species

Behavioral Domain

Fractals of organizational emergence

Behavioral Domain

Emzine

Existential Manifold Inequality Forms of Organization

Roles ≡ Complexity

Inequalities ≡ Entropy

Ever-increasing Inequality-minimizing

Capacity

Emzine PhenomenonWorld of unimaginable order

Purposeful Evolution

Hexagon-inspired structures are residues rather than explanations

Ice Crystal

E8 Symmetry

Bénard Cell

Honeycomb

Most-efficient geometry

Behavioral Domain

Emzine

Existential Manifold Inequality

INTRODUCTORY TOPICS

Watch these 4 situations

Finding Platformfor Growth

Level Playing Field

...virtual wall

Identifies a new concept

Driven by conviction

Knocks on many doors for funding

Persistently amends the concept

Until securing funds and

acceptance

LEADER IN HIS/HER ENVIRONMENT

Rising Growth

Resonating with Environment

Nurture NichesIdea

...virtual wall

Turns concept into product

Driven by vision and passion

Builds a basic organization

Cozies up to clients, identifies niches

Proves the business by growth

Rising Growth

Nurture NichesIdea

RepeatingProven Success

ProcessS

table Grow

...virtual wall

Repeats early proven success

Driven by cost, volume, and quality

Fosters process, flows, and culture

Fans out responsibilities to specialists

Realizes substantial stable growth

Rising Growth

Nurture NichesIdea

ProcessS

table Grow

CreatingLevel Playing Field

Declining Growth

Distancing

...virtual wall

Confronts complacency

Distances from established

procedures

Simplifies and purifies organization

Brings in outside standards of success

Achieves profitability but not growth

Rising Growth

Nurture Niches

ProcessS

table Grow

Declining Growth

Distancing

...virtual wall

Introduces a new thinking

Driven by conviction

Aims to re-invent organization/society

May have to make several attempts

Identifies a new platform for growth

Rising Growth

Nurture NichesIdea

ProcessS

table Grow

Declining Growth

DistancingUnc

In which state do you feel most at ease?

BuilderSearches for niches

Concerned with external inequalities

Leads by vision and passion

Builds individual and collective loyalty

Grower Reproduces, repeats success

Concerned with internal inequalities

Introduces specialists and processes

Leads by culture, sets boundaries

ConfronterSeeks turnaround

Confronts established thinking

Unlocks and opens organization

Shakes up and purifies

TransformerSearches for meaning

Concerned with internal potential

Brings innovators together

Searches for platform for growth

Rising growth

Declining growth

le gro

wth Discover/

InnovateNurture/Niches

Confront/Purify

Specialize/Optimize

Organizational State Leadership Archetype

LET’S MAKE UP THE BALANCE

Leaders caught in web of neural networks…Change possible…

Let us introduce ourselves

DEEPENING THE UNDERSTANDING OF PEERS AND ORGANIZATION

Shared by all forms of organization

Leadership Archetype

Confronter

Transformer

Builder

Grower

Confronter

Stage of Development

Finding a New Platform for Growth

Resonating with the Environment

Repeating Success Ever More Efficiently

Specific to human organization

Inequality-Inspired Behavior-Pattern Reproduction

Behavior-Pattern Emergence

Amplification / Transmission

Emergence / Selection of Behavior Pattern

Human Organization?

If organizations emerge by themselves, then what is the role of a leader?

ORGANIZATIONAL EMERGENCE

Rising growth

Declining growth

le gro

wth Discover/

InnovateNurture/Niches

Confront/Purify

Specialize/Optimize

Organization Leadership Archetype

EMERGENCE OF ORGANIZATION

Leaders caught in web of neural networks…Change possible…

EXAMPLES

In the following examples, an evolving organization or society often

forces leaders to function in a role that may not be their natural one.

This leaves a largely unused opportunity to identify leaders whose natural role fits the needs

of an evolving organization or society.

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Muhammad

ISLAM about 600 CE

CHRISTIANITY about 0 CE Paul

John the Baptist

BUDDHISM about 600 BCE

HISTORICAL EXAMPLES

CORPORATE EXAMPLES

APPLE COMPUTERS Steve Jobs

Michael Spindler

MARKS & SPENCER

Stuart Rose

GENERAL ELECTRIC

Jeffrey Immelt

Breakpoint

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

† ABN AMRO BANK

Rijkman Groenink

Bob Palmer

† DIGITAL EQUIPMENT Ken Olsen – Gordon Bell

GE hasmade abreak withits promote-from-withintradition -

the changesare tough on the manywho aren’t‘dreamertypes’

Business WeekMay 28, 2005

20032007

200320052007

GE sells Chemical Division to SABIC

May, 2007

GE wants to sell Appliance Division

May, 2008

20082009

GE loses AAA-rating and $264 billion in value - did not groom super-managers after all

ReutersMarch, 2009

Thomas Jefferson

James Buchanan

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

George Washington

Dwight Eisenhower

Jimmy Carter

George W Bush

Bill C

Lyndon B Johnson

George H W Bush

elt –

rry Tru

Andrew Johnson

1857 – 1869

33 –

Breakpoint

1789 – 1817

US PRESIDENTIAL EXAMPLES

Thomas Jefferson

James Buchanan

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

George Washington

Dwight Eisenhower

Jimmy Carter

George W Bush

Bill C

Lyndon B Johnson

George H W Bush

elt –

rry Tru

Andrew Johnson

1857 – 1869

33 –

Breakpoint

1789 – 1817

US PRESIDENTIAL EXAMPLES

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

South Africa – Pre-Rainbow Republic

Breakpoint

South Africa – Rainbow Republic

Jacob Zuma

SOUTH-AFRICAN LEADERSHIP EXAMPLES

Nelson Mandela

Boris Yeltsin

Dmitry Medvedev

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Russian Federation

imir P

Soviet Union

RUSSIAN LEADERSHIP EXAMPLES

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

y Blair

United Kingdom John Major

Gordon Brown

UK LEADERSHIP EXAMPLES

Robert Mugabe

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

ZIMBABWEAN LEADERSHIP EXAMPLES

Rhodesia – Zimbabwe

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Expanded and fine-tuned government apparatus and helped it develop pre-programmed responses (however unpredictable) to signals from within and without society

Kim iI - Sung

Developed the principles of communism into a Stalin-like state ideology which he referred to as Juche

NORTH-KOREAN LEADERSHIP EXAMPLES

Kim Jong-un?Will try to purify society by

confronting complacency and ill-fated behavioral responses, yet sows the seeds for the internal

breakup of society – May 29 2009

Einstein

Heisenberg

Maxwell

Planck

Poincaré

Schrödinger

R&Q Theorists

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronters

Builders

Breakpoint

eziano

Witten

Rovelli

Smolin

Wilson

LQG Theorists

THEORETICAL PHYSICS LEADERSHIP EXAMPLES

CIVILIZATION EXAMPLES

The rise and annihilationof the Indus Valley Civilization

Pre-HarappanFarming Cultures

6500 BCE

Early Technologyand Expansion6500-2600 BCE

Destruction by Tectonic Event1900-1800 BCE

Indus Valley Civilization

2600-1900 BCE

The development and domains of knowledge

Theory Epistemology

Philosophy Application

ENERGY-TRANSFORMATION EXAMPLES

Phase transitions in non-dissipative non-linear system

Energy

Carnot-cycle approximationof multiple heat-reservoir system

NucleusGrowth

BubbleFormation

TurbulenceBubble

Expansion

RELIGION

Evolution of Christianity

BehavioralDomain

StateUndeterminedEnvironment

Amplification/Transmission

Emergence/Selectionof Behavior Patterns

Behavior PatternReproduction

Chaos PhenomenonOpenChaos

StochasticResonance

Behavior-AttractorDevelopment

ItinerantBehavior Attractor

Features

Group PerspectiveOutward/

OpenInward/Closed

Outward/Open

Inward/Closed

Source of MomentumInterdependence/

IndividualIndividual/

Need for AutonomyAutonomy/

OrganizationOrganization/

Need for Interdependence

Social ForceOpen-Mindedness/

BeliefBelief/Vision

Vision/Rulebooks

Rulebooks/Culture

Growth RateDeclining/Uncertain

Uncertain/Early

Early/Stable

Stable/Declining

Western ReligionHundreds of Cults,

Thousands of Sub-CultsThe Message Apostles Church

Again today...

Transformer Builder Grower(s)ConfronterLeadership Type

INTRODUCTORY TOPICS

A New Window Onto Our WorldImproving Organization, Applied Technology

Human inequalities

Market inequalities

Temperature inequalities

Energy inequalities

Any inequalities

A NEW LEADERSHIP ETHOS

The next wave in how society optimizes its ability to minimize inequalities...

Nature is out to improve the efficiency of forms of organization – organizations

spontaneously emerge to minimize the inequalities in an era or environment

Awareness of their own functioning and emergence

The capacity to improve on their own emergence

They are self-referential or able to learn from self

From physical organizations - such as snowflakes

WHAT DISTINGUISHES HUMAN ORGANIZATION?

Features of 4-State Universality of Emergence

BehavioralDomain

StateUndeterminedEnvironment

Amplification/Transmission

Emergence/Selectionof Behavior Patterns

Behavior PatternReproduction

Chaos PhenomenonOpenChaos

StochasticResonance

Behavior-AttractorDevelopment

ItinerantBehavior Attractor

Features

Group PerspectiveOutward/

OpenInward/Closed

Outward/Open

Inward/Closed

Source of MomentumInterdependence/

IndividualIndividual/

Need for AutonomyAutonomy/

OrganizationOrganization/

Need for Interdependence

Social ForceOpen-Mindedness/

BeliefBelief/Vision

Vision/Rulebooks

Rulebooks/Culture

Group CohesionContinuing

FragmentationFragmentation/

Emerging IntegrationContinuingIntegration

Integration/Emerging Fragmentation

Leadership InclinationConfront/

PurifyDiscover/Innovate

Nurture/ Niches

Specialize/Optimize

Growth RateDeclining/Uncertain

Uncertain/Rising

Rising/Stable

Stable/Declining

State Crises

Measure of Achievement New InitiativesIdentification of NewPlatform for Growth

Growth-ProducingBehavior Patterns

Degree of Responsivenessand Openness

Cause of CrisisLack of Amplification/

TransmissionNo Behavior-PatternEmergence/Selection

No Behavior-PatternReproduction/Improvement

Inadequate Response to New Inequalities

Crisis SolutionRe-Division of Labor

(Next state inspires roles)

Re-Division of Labor(Next state

inspires roles)

Identify where you are to learn where you go

Transformer Builder GrowerConfronterLeadership Archetype

IMPROVING HUMAN ORGANIZATION

Behavioral Domain

Visible Outcomes

GroupCohesion

Source ofMomentum

GroupPerspective

Elasticity ofSocial Forces

Yin-Yang Features

Inward/Closed

Outward/Open

Inward/Closed

Autonomy

Interdependence

anizatio

Fragmentation

IntegrationInelastic

Inelastic

Vision

Culture

Inclination

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Growth Rate

Rising

Declining

Universal Features

Behavioral Domain

Visible Outcomes

Michael Spindler

APPLE Steve Jobs

Predicting problems, solutions and leadership needs Fro

eatures to

recast

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Paving the wayfor Job’s successor…

My money's on turning iTunes into an iMedia store, and developing iWork and iLife into the Cloud.

Why Apple is Building a Massive $1 Billion Data Center…

eatures to

recast

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Rick Wagoner

GENERAL MOTORS R. Stempel - J. Smale

Fritz Henderson - CEOA true Transformer?

Protégé of Confronter, Rick Wagoner Once Accountant with PWC Once GM’s CFO

Early 2009Capable of re-inventing GM?http://anewleadershipethos.blogspot.com/

Predicting problems, solutions and leadership needs

Rick Wagoner

GENERAL MOTORS

eatures to

recast

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Edward Whitacre

Dan Akerson

TOYOTA Fujio Chō

eatures to

recast

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Breakpoint

Akio ToyodaReturn of the Yoda

http://anewleadershipethos.blogspot.com/

Rising

Jack Welch, GROWER

19811972

R. H. Jones, BUILDER

Rising

Declining

Jeffrey Immelt, CONFRONTER

Predicting share-price evolutions

Declining

Rick Wagoner, CONFRONTER

Roger B. Smith, TRANSFORMER

Undetermined

Robert Stempel- John G. Smale, BUILDER

Rising

John F. Smith, GROWER

Rising

Steve Jobs, BUILDER

Rising

John Sculley, GROWER

Rising

Michael Spindler, CONFRONTER

Declining

Gil Amelio, TRANSFORMER

Undetermined

12 3 4

Behavioral Domain

Consequence

12 3 4

Improve share-price evolution by appointing the right leader

LEADERSHIP ARCHETYPE REVENUE GROWTH RATESHARE-PRICE EVOLUTION

Rising

Declining

Undetermined

Rising

Stable Growth

Declining Growth

Uncertain Growth

Rising Growth

Grower

Confronter

Transformer

Builder

When it comes to…

Predictability

Search, selection and hiring policies

Relationship with clients, suppliers and acquisition targets

Relationship with other (internal) organizations

The strategies you choose

HOW MIGHT THESE FINDINGS AFFECT YOU?

HOW DO YOU BECOME A THIRD-MILLENIUM LEADER?

REFLECTIONS

Nature is out to improve the efficiency of forms of organization – organizations

spontaneously emerge to minimize the inequalities in an era or environment

Leadership is not about action but about awareness

Leadership is not about managing time but about simultime

Leadership is not eternal but temporal

Leadership is not about leaders but about organization -

Ubuntu

DoubleLoop

The traditional playing field of leaders

Roles / Action

Loop 1

Awareness

SingleLoop

Nation / Company / Business Unit / Team

Creating meta-awareness: A practical approach toward organizational effectiveness

External / Internal Conditions

Loop 2

Maybe separated spatially but mostly separated by time…

ve Pip

es of A

Roles / Action

Loop 1

Loop 2

Awareness

Roles / Action

Loop 1

Loop 2

Creating meta-awareness: A practical approach toward organizational effectiveness

Roles / Action

Loop 1

Loop 2

Awareness

Roles / Action

Loop 1

Loop 2

Maybe separated spatially but mostly separated by time…

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

ConfronterT

Builder

LocalSymmetry

Global GaugeSymmetry

Meta-Awareness

maintaining

/Creating meta-awareness: A practical approach toward organizational effectiveness

Roles / Action

Loop 1

Loop 2

ORGANIZATION

Time Interval

LocalSymmetry

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

SimulTime

Creating meta-awareness: One clock, two times

Remember…Congruent Simultaneity

Egyptologist Prof Jan Assmann: Moses The Egyptian. Harvard University Press, 1998 and La notion d’éternité dans l’Egypte ancienne

Time Interval

LocalSymmetry

SimulTime

Time Great A time of reality, of unity, of pre-existence and post-existence

A time which is not linear but of cycles, endless in the cosmic life

A time used in the divine world

Time Small A time that goes by

A time that is like a dream that passes

A time that governs on earth

Behavioral Domain

Creating meta-awareness: Since 4500 years in Pyramid texts

Creating meta-awareness: In the footsteps of early explorers

One world, two views One clock, two times

Interval

Simultime

Sea-faring explorers shortened their journey to trade destinations by cutting corners through Earth’s newfound 3rd dimension of space

Soon, we will shorten our journey to novel forms of organizationby cutting corners through the newfound 2nd dimension of time

TripleLoop

SingleLoop

DoubleLoop

Nations / Companies / Business Units / Teams

Awareness

Meta-Awareness

Creating meta-awareness: The third loop

Emzine ProfileIdentification Expert Questionnaire

A practical approach toward organizational effectiveness - The third loop

APPLIED TECHNOLOGY

Three-step build-up of organizational meta-awareness

APPLIED TECHNOLOGY

Am I the right leader for my organization?

APPLIED TECHNOLOGY

AM I THE RIGHT LEADER?

AM I THE RIGHT LEADER FOR MY ORGANIZATION?

Analyze fit

APPLIED TECHNOLOGY

Rising growth

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Confronter

Builder

Exact informationNewton’s world

Knowledge Management

Fuzzy informationHeisenberg’s world

Stage-specific knowledge management

APPLIED TECHNOLOGY

Induction ofBehaviors

Kick-offEvent

Requisite ComponentBehavior Pattern

DesiredOrganizational Characteristics

Behavioral Domain

Emergence / Selectionof Behavior Pattern(s)

Population Size of Best-FittingBehavior-Pattern Species

4 States of Organizational Emergence

4-State Universality of Emergence

Environment TriggerBehavior-Pattern

SpeciesEnvironment-Sustained

Organization

Reversing the act of creation

Toward nuclear fusion now…

Selection Based on Level of Congruent Simultaneity

Environment Target: Congruent Simultaneity

Best-AchievableEnvironment of Gradients

New ORGANIZATIONAL DESIGN APPROACH based on Behavior-Pattern Species

Departing from Congruent Simultaneity - in the Social Sciences, Material Sciences and Nuclear-Fusion Research

Typical DesignApproach

Sustainable Business orOrganizationReward & Punishment GradientsSocial Sciences

Material SciencesNovel Insulating Polymer Chipwith Trillions Nano-M VacuumsTemperature, Material, Interval Gradients

Desired, Often-Unexpected ResultsTinkering with Gradients

Nuclear Fusion ResearchSustainable OrganizationOf Fusing NucleiInner-Star Temperature Gradient

FutureDesignApproach

Simulation ofBehavior-Pattern Species

Desired Result

IBM’s“Self-assembling” Circuit

APPLIED TECHNOLOGY

FROM TO

Emzine

Awareness

Timeless Leadership

Built to Last

Due Diligence

Creation, Causality

Equality, Dependence

Time Interval

Sein, Being

Meta-awareness

Temporal Leadership

Grown to Achieve

Future Diligence

Self-creation, Conditioning

Inequality, Interdependence

Simultime

Dasein, Becoming

Leadership Trend Breakthroughs

HOW SOCIETY WILL DEAL WITH INEQUALITIES

5-MINUTE VIDEO SUMMARY

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www.marcvandererve.org

Learning Points for Stock Analysts

Learning Points for HR/Executive Search Consultants

Learning Points for Leadership Coaches

Learning Points for Management Consultants and M&A Experts

Learning Points for Leaders

QUESTIONS

Learning Points for Physicists, Economists and Philosophers

The Sunny Worldof Growth

(The world of Horus)

Rising growth

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Builder

Confronter

Declining growth

le gro

WHAT CONSULTANTS TYPICALLY FOCUS ON

Rising growth

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Builder

Confronter

Declining growth

le gro

Rather than evolving phenomena, they identify static organizational taxonomies at best

Leadership driven

Knowledge driven

Market driven

Performance

driven

Organizations are emergent phenomena

The Hidden Worldof Rebirth

(The world of Set)

J. A. Schumpeter.

Capitalism, Socialism and

Democracy. Routledge -

Rising growth

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Builder

Confronter

Declining growth

le gro

Discover/Innovate

Nurture/Niches

Confront/Purify

Specialize/Optimize

Inclination

Confronter

Builder

Grower

Transformer

Perspective

Inward/Closed

Outward/Open

Inward/Closed

M/P/PStructure

FunctionalStructure

M/P/PStructure

Organization

Note: M/P/P = Market/Product/Process

Yin-Yang Features Universal

Circumstances may cause a leadership comfort-zone change

emzine phenomenon

collective

monopoly position

attractordevelopmentitinerantbehavior

level playing

level playing

predictus

internal inequalitiesintroduces

predictthe

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