Law of Nature | The Manifesto

Initiatives waste their time and resources on overcoming mountains of obstacles

Available solutions of the high(est) impact get stuck in the system by default

Our long-standing approaches to solving the growing problems we face failed us

An enormous solution potential is waiting to be unleashed 

Bureaucracy and fixed ways of thinking prevent us from unlocking it

Ban Ki-moon, Former UN Secretary-General, The Elders newsletter. March 1st, 2024:

“We need to see an urgent change of direction in global decision-making” 

Signed by Ban Ki-moon, 9 former Heads of State and 2 (+ 7) Nobel Peace Prize LaureatesFebruary, 2024

“Calling on world leaders to show long-view leadership on existential threats” 

“Our world is in grave danger. We face a set of threats that put all humanity at risk. Our leaders are not responding with the wisdom and urgency required.” 

Shocking Discoveries

Shocking Discoveries

Why People Lose Patience 

On the one hand

  • Exponential growth of the problems we face
  • Volatility, uncertainty, complexity and ambiguity (VUCA)
  • Many experts in science and innovative networks argue that the needed solutions are available today
  • The same argument is true for the questions below

On the other hand,
high impact solutions require support

Standard responses for 2+ decades by politicians, companies, public organizations and science 

  • “This does not fit my responsibility, processes, discipline, expertise or priority”
  • “Here is my best practice, model, trend or tool”
  • There is ‘always’ at least one individual stopping available solutions  
  • No response at all

Where are:

  • The acceptance of taking on responsibility for the human essentials?
  • The aligned priorities?

Caused By

Lost and missing foundations in our long-standing solution approaches 

What do decision-makers1 really need to make the problem-solving decisions?

1 Across industries, institutions, public services and communities at all levels

When the matter is complex: 

Where is the compliance verification against relevant Laws of Nature during decision-making?

What do innovators and initiative owners really need to get their solutions through the system?

Particularly those with high-to-highest impact possibilities

What do employees really need to do their jobs in healthy ways?

Additional for decision-makers, advisors, scientists, funders, project managers and innovators 

Where is the education of decision-makers, scientists, funders and innovators in the Laws of Nature relevant to their fields when unchangeable but occurring Laws of Nature …

  • from physics, mathematics and engineering cannot be expressed in exact ways1 OR 
  • cannot be expressed at all in exact ways2?

1 For examples see Manifesto parts 1 and 2 (Tipping Point and Capacity Bottleneck Laws of Nature)
2 For an example see Darwin’s survival law


Where are the innovation and research tracks based on Einstein-Newton-Darwin1 practices and the problem-solving practices of individuals like 

  • Steve Jobs (iPhone / smartphone), 
  • Jacinda Ardern (former Prime Minister of New Zealand, compassion and leadership style) 


Where is the support and funding for non-technical innovation? 

1 See Manifesto parts 1 and 2 and Darwin’s survival law

How can we see that urgencies, responsibilities and research priorities are aligned such that the exponential growth of damage created by the existential problems is turned around within acceptable timeframes?


  • Ecuador’s constituion1 and Bolivia’s Mother Earth laws2 give Nature a seat at the table during decision-making processes 
  • Decision-making processes verify compliances in alignment with relevant Laws of Nature, especially when Laws of Nature …
    • from physics, mathematics and engineering cannot be expressed in exact ways3 OR 
    • cannot be expressed at all in exact ways4?

1 Source: Wikipedia 
2 Conflicts with conflicting laws to overcome. Source: Harvard Faculty Voice Podcast. Feb. 6, 2023
3 For examples see Manifesto parts 1 and 2 (Tipping Point and Capacity Bottleneck Laws of Nature)
4 For an example see Darwin’s survival law

How can we see early on that solutions are practical, executable at the system level and durable?

A small group of Experts-by-Experience in the field took on this challenge

They found answers and simple solutions

The foundations are available through this Manifesto

After 2+ decades of solution attempts …

Re-integrating Laws of Nature Into Decision-Making

No rocket science nor mathematics needed 

Similar to how we apply the Tipping Point Law of Nature with water


We adjust our practices without hesitation to the situation at hand

In the summer, we may enjoy a swim in a lake

In the winter, we may enjoy a walk over a frozen lake

A navigation system for making better decisions



For personal education, health, work and donation matters


To distinguish those who continue to apply the same practices that created the problems we face versus those solving them   


To distinguish initiatives, research, projects, and movements with too many gaps and conflicts versus those being practical, executable, and durable


For making initiatives, projects and movements appealing, practical and executable in today’s world


To (re-)create problem-solving decision-making in politics, businesses, public services and institutions

Brief tutorials & Hard-to-ignore Guiding Questions you can ask

The basics are the same

The Law of Nature Manifesto: A Fresh Approach


Intervening where the highest impact can be made at the lowest costs and risks  


Practices and solutions that facilitated the delivery of needed results after standard approaches failed


What delivered the needed results across industries, fields or subjects


Across industries, fields and subjects, the same Laws of Nature, often available from Physics, Mathematics and Engineering, emerged as the primary intervention possibilities


Keep what works well


Let go of the long-standing approaches that failed us


Complement what works well with what has demonstrated needed results after our long-standing approaches failed us


Whenever an environment or challenge is complex

Across industries, fields and challenges

Business services
Health Services
Public services
Social enterprises

And more

Artificial Intelligence (AI)
Best practices & Methods
Human Resources
Indigenous knowledge
Knowledge Management
Land use
Natural Earth Systems
Project management
Societal matters
Youth & Children

And more

Agile yet reliable decision-making
Artificial Intelligence: Downside prevention
  • Beneficial versus counterproductive 
Bureaucracy & Complexity reduction
Cooperation & Co-creation
Circular economies: Making them happen
Education and skill gaps
Fixed ways of thinking & Behaviour
Food security
Health of
  • People
  • Projects, organizations and  environment
  • Planet
  • High(est)-impact getting stuck by default
  • Out-of-the-box, social and organizational  
Marine life
Trust: (Re-)creating trust
Truth finding
Productivity improvements
Project failure rates far to high
Social and organisational innovation needs
Water security

And more

1 Sustainable Development Goals

The Law of Nature Manifesto

Law of Nature Manifesto: The Package

Part 1: Introduction – Including the Tipping Point Law of Nature

In only 10 minutes, answers to:
  • Why do solution attempts fail us today?
  • How did the Laws of Nature disappear from decision-making?
  • How do we reconnect with the Einstein-Newton-Darwin practices?
    • Multiple structurally different practices from how we go about tough problems today
  • How can we together get started in our own environments to solve these matters?
  • How we apply the Tipping Point Law of Nature without realizing it
  • The law’s huge solution potential waiting to be unleashed
  • Hard-to-ignore guiding questions everybody can ask when decisions are to be made 

Part 2: The Second Law of Highest Impact

In only 10 minutes, answers to:
  • What would Einstein, Newton and Darwin do when faced with differences against standard practices?
    • Answers by Prof. Michael Fitzgerald 
  • What characteristics should decision-makers look for when hiring people to solve tough problems?
    • Answers by Prof. M. Fitzgerald
  • Why is the second Law of Nature applied for the road system, but not for organizations and mental matters such as ADHD, autism and dyslexia? 
And from the above
  • A systemic failure demanding the highest priority now
  • Why many are likely to have found effective mental health treatments after standard therapies delivered insufficient results
    • The bound-to-be missing Law-of-Nature-based link between identified causes of various mental matters and their symptoms,
    • Why urgently needed research with the missing link couldn’t get started 
  • Hard-to-ignore guiding questions you can ask when managerial, organizational, societal and therapy decisions need to be made

Part 3: Intervening Where the Highest Impact Can be Made At the Lowest Costs & Risks

In only 5 minutes, answers to:
  • Why do simplification projects in a box create more bureaucracy and complexity at the system level than is saved inside the box? How can this be prevented?
  • Why is a package of (simple) solutions required to solve complex problems?
  • The extended Manifesto structure with five subsections identifying intervention points of the highest impact and solutions having shown their value across industries and fields 
  • Hard-to-ignore guiding questions you can ask when attempts are made to solve complex problems

Part 3.1: Practices Which Break Trust Versus Practices Which BUILD Trust

In only 10 minutes, answers to:
In only 10 minutes, answers to:
  • Why do communication practices that worked (well) before now trigger disbelief, resistance and opposition? 
  • What type of communications, practices and activities should be avoided?
  • What communications, practices and activities turned the previous situation into interest, support and demand?
And from the above
  • A guiding question you can apply yourself to get people on board 

Results of relevant Manifesto elements having been applied

White paper

Part 3.2: Intervention Points of the Highest Impact

In only 20 minutes, answers to:
  • Why have our long-standing approaches to
    • unlocking the available solutions &
    • reducing the crippling bureaucracy & 
    • reducing the overwhelming complexity

 failed us?  

  • What are intervention points of the highest impact we have missed?
    • Eight executable intervention points of the highest impact
And from the above
  • Hard-to-ignore guiding questions you can ask when decisions are to be made  

Part 3.3:  One Word to Make Better Decisions and Reduce Bureaucracy Drastically

In only 14+ minutes, answers to: 
  • What is the most impactful intervention possibility to
    • Flatten-the-Curve of the exponentially grown bureaucracy and complexity drastically? 
    • Avoid practices and ways of thinking that worsen matters and select those that solve the tough problems in our environment and beyond? 
    • Re-create trust?

A single word, derived from the Tipping Point Law of Nature

  • How can we utilize the existing bureaucracy to get this intervention possibility into decision-making? 
  • How do we prevent waiting decades until the regulations, processes and the like are adjusted?
  • How does this intervention align with popular models and science?
And from the above
  • Hard-to-ignore guiding questions you can ask when decisions are to be made  

To receive notifications when the following videos become available

Part 3.4: How Simple Solutions to Highly Complex Problems Can Be Found

Under development

Part 3.5: Core Human Values and Essential Behaviours for Decision-Making

Under development
This section fills some remaining gaps in decision-making

Part 4: Getting Started

Part 4.1: Calls for Pilot Projects and Educational Needs

Under development

Part 4.2: Overcoming Transformational Obstacles

Under development

Part 4.3: Collection of Hard-to-Ignore Guiding Questions

Under development

The Manifesto's Co-Creators

Core Team

Netherlands, Germany

Initiator of the Manifesto

Bridgebuilder, Analyst, Inventor, Polymath

Arti Ahluwalia


Coordinator of Publications UN Commons Cluster NGO Major Group

Ecocivilisation Country Chair India

Director at Dimex India 


Former CEO

Sustainocracy: Initiative owner and author

John Scholtz


Program Manager

Passion for sustainability

James N. Rose

United States

Biologist (retired)

General Systems Analyst

Developer of Integrity Paradigm

Marion van den Eijnden


Avatar Master

Former Occupational Therapist

Elly Rijnierse


Senior Advisor 

Civic Leadership and democratisation in Integrated Area Development



Founder of Re-Story

Contributing Co-creators 

Emile (Glans) Van Essen



Many sustainability projects across the globe have received (large) funds. Emile became a co-creator when he discovered that the Law of Nature Manifesto was addressing many of the obstacles undermining the projects funded and he didn’t see anyone else doing this. 

Stephanie Barnes

Germany, Canada

Creativity for doing things differently

Prof. Manuel Casanova

United States

Retired, previously: SmartState Endowed Chair in Childhood Translational Neurotherapeutics & Gottfried and Gisela Kolb Endowed Chair in Psychiatry

Margie Charpentier


Background support and out-of-the-box contributions

Prof. Michael Fitzgerald


Einstein-Newton-Darwin Researcher

Child and Adolescent Psychiatry (retired)

Ukpeme Okon

United States, Nigeria

Ambassador for Peace


Catherine Schoendorff

Germany, France

Former CEO

C-Suite Coach

Serene Seng


Executive Coach


Dr. Mahendra Shah



Co-author UN-IIASA climate change report 2002

Former IIASA scientist

Harry van der Velde


Holistic analysis and visualization of organizational issues

Owner, ZICHT Visie en Verbeelding


AiREAS Cooperative

Cooperatieve Vereniging AiREAS U.A. 

A value-driven co-operative organization: Together for clean air and health in local environments


Website maintained by ComDyS

Experience and knowledge contributions