Menu Contrasting Numbers Controlled
Organisations vs. Living Systems
Trust-Flow’s 5 Mathematical Opposites
T1 Compound risk/conflict, vs. detect and rectify
emerging conflicts at least cost to system
T2 Cannot openly see integrity of what makes or breaks
each stakeholder’s trust, vs. sees to what every stakeholder values most &
learns of change because
of proximities earned through sustaining trusted relationships
T3 Neither protects against top 10 system diseases nor
appears aware of them; vs. always protecting health of internal system in
Terms of true behaviours
of people and ensuring vital knowledge flows openly
T4 Neither shares nor sees (nor knows whether there
exist) partners maps of transparency, vs. requires partners and network to
openly share
trust-generating knowledge and open governance seen through transparency
maps
T5 Has lost deep context and ability to see change as a
proactive advantage, vs. makes deep leadership context and change the
win-win advantage
economically and socially by uniquely creating and sustaining widespread
value
Blind to Multipliers of Intangibles of
Productivity & Demand
Has no way to see that whole company might be
zeroised either by breaking trust of any of stakeholders coordinated
at V1-V5 or by failing to respect the knowledge
working productivities of K1-K5, vs. sees intangibles value as compounding
Multiplicatively=v1*v2*v3*v4*v5*k1*k2*k3*k4*k5
Has no concept that running out of trust-flow is even
more risky than running out of cash-flow, vs. knows that
trust-flow
now explains about
80% of future value grown or destroyed as well as all social capital
win-wins
Has effectively lost the capability to innovate and
where globally profitable is likely profiting from putting people at risk, vs.
is
sustaining innovation
and making a difference for humanity
Specific Network Age Opportunities
K1 Is disconnecting individual knowledge workers from
making a difference, vs. multiplying every person’s make a difference
energies within a
simple systemic pattern and with co-worker support
K2 is not aware of network and team multipliers of
productivity, vs. maximises productivity of each employee’s network
K3 Is trying to extract knowledge through the trust
destroying mechanism of claiming to appropriate value of knowledge
whilst booking people in as a cost to be cut, versus valuing people
relationships to truly progress the purposeful
K4 has no open and productive relationships with
business partners, vs. seeks openly lead the network’s growth
as win-win with the
organisation’s
K5 Is trying to lobby for protectionism whilst
spending more time seeking to avoid national taxes than it does on innovation,
vs. makes nation proud to support company as exemplary
citizen of regional progress and developer of human and
social capital
Menus to come include opposite searches for methods
to use; opposite understanding of pattern rules etc