Hard-to-Ignore & Guiding Questions in One
Under Development
Questions Anyone Can Ask—No prior knowledge of this Manifesto or expert background required
When needed, simply refer decision-makers, advisors, and experts to the additional information. These questions are designed to:
- Intervene where the highest impact can be achieved at the lowest cost and risk
- Guide toward high- to highest-impact solutions with minimal cost and risk
When the Challenge, Problem or Environment is Complex
Quickly find impactful questions by clicking on the situations that best match your current context:
1. Decision-Making and Solution Design: All Industries, Fields and Challenges
1.1 Decisions For Complex Matters Are To Be Made
1
What Laws of Nature could occur?
What Laws of Nature could occur?
Additional Information
When environments or solutions are complex, the Tipping Point and Capacity Bottleneck laws are almost certain to occur. They demand certain practices. More in Manifesto Tutorials 1, 2, 3.2 and 3.3.
Further laws (no mathematics required): Menu option Manifesto ++ / 11 Laws of Nature.
A small number of such laws is bound to make a huge difference.
2
Does the decision to be made improve or worsen the health of the
- People
- Organization
- Environment
- Planet
Additional Information
Health law: Menu option Manifesto ++ / 11 Laws of Nature
3
How can managers, executives, initiative owners and project managers be expected to make problem-solving decisions when
… the guidance they REALLY NEED for such decisions is missing?
How can the users of methods, frameworks, trends, and IT tools be expected to find effective solutions to highly complex problems when
… The mindpower of those who created the methods, frameworks and tools hasn’t been able to provide what these users asked for?
Where is the listening to what delivered the needed results AT THE SYSTEM LEVEL AFTER our long-standing solution attempts failed?
Additional Information
See the Manifesto’s homepage: from the top to the gaps.
Common root causes, intervention points of the highest impact, and solution possibilities for the highest impact at the lowest costs and risks are available through the Laws of Nature Manifesto, its extensions, and the Guidance Package.
4a
Will Core Human Values and Essential Behaviours improve or worsen?
Additional Information
See Manifesto Intervention 7 and the associated extension.
4b
What is the Value Case?
Missing?
Why do we accept (a high risk of) foreseeable failure?
Additional Information
See Manifesto Intervention 7 and the associated extension.
5
For more than two decades, our long-lasting solution approaches failed to deliver the needed results. Yet, we continue to see the same reactions:
- Blame and shame
- Working harder next time
- Good versus bad thinking
- Demands and projects for
- Better compliance with methods processes, standards and regulations
- Start with proof in a box, then scale-upand grow
- Evidence-based decisions
- Jump to opposite approaches like agile Frameworks and self-organisation
- What worked in a world gone by will work in today’s world
Why are yet more solution attempts of the same made when more of the same …
- Won’t make a difference?
- Will waste yet more time and resources?
- Will worsen already filled agendas and stretched resources?
What solution possibilities does Tipping Point Law of Nature provide for …
- Our project, strategy, method, framework, regulation and so forth?
- Our initiative or movement?
In our (or your) initiative, movement, organisation and institution, who is responsible for:
- Stopping this waste of time and resources?
- Guiding to what worked well where our long-lasting solution attempts failed us?
- Has this person the skillset for solving complex problems?
Has this person the skillset for solving complex problems?
Additional Information
- Tutorial 1: Tipping Point law
- Tutorial 2: Capacity Bottleneck law
- Tutorial 3.1: Loaded expressions and recreating trust
- Tutorial 3.2: Why our long-standing approaches failed us
- Tutorial 3.3: A single word to select practices that work well in today’s world
- Tutorials 3.4.4 and 3.4.5: Getting innovative research and solutions through the system
1.2 Solutions Are Designed
1
Does the proposed solution
Intervene where the highest impact can be made at the lowest costs and risks, at the system level?
Consist of a package of simple but complementary solutions?
Additional Information
See Tutorial 3
2
Has a top-level project removed the mountains of obstacles undermining strategies, projects, innovations, initiatives and movements?
That is, obstacles outside the sphere of influence of these strategies, projects, etc.
Additional Information
See Manifesto Intervention 8
3
What do initiative and movement owners, innovators, experts, and project managers REALLY NEED to make their solutions executable, scalable, and durable at the SYSTEM LEVEL?
Additional Information
See the Manifesto’s homepage: from the top to the gaps.
Our response to this question is the Law of Nature Manifesto, including its Guidance Package.
4
How can we see EARLY ON that the proposed (strategy, project, model, etc.)1 is executable, scalable and durable at the system level
What is the advice of individuals with the skill set for solving complex problems?
Additional Information
Creating Executable Solution Frameworks EARLY ON: Tutorial 3.4.2
Skill set: Polymath in particular, when not available, neurodiverse, etc.: see Tutorial 3.4.3.
1 A strategy, best practice, model, legislation, initiative, project, innovation, movement and so forth
2. Bureaucracy, Complexity, Failure Rates & Organizational, Societal and Economical Health
2.1 Bureaucracy, Complexity and Failure Rates
1
Where is the One-Word Policy to reduce bureaucracy, complexity and failure rates at their most damaging root cause?
2
Where is the education of decision-makers and experts in the Laws of Nature relevant to their fields
… when they cannot be expressed in exact ways?
Additional Information
In particular, the Tipping Point and Capacity Bottleneck Laws of Nature.
Tutorials 1, 2, 3.2 and 3.3
More laws at the Manifesto’s webpage, Menu option Manifesto ++ / 11 Laws of Nature.
3
How are in-the-box simplification projects prevented from creating more damage outside the box than value inside the box?
- In particular, when bureaucracy or complexity shall be reduced
Additional Information
When simplification projects create more damage than value: Tutorial 3
2.2 Organizational, Societal and Economical Health
1
Where is the research based on:
- Relevant Laws of Nature?
- Especially when they cannot be expressed in exact ways
- Seeking the truth of what decision-makers, employees, and experts REALLY NEED to do their jobs?
- The non-mathematical practices Einstein, Newton, and Darwin applied?
Additional Information
In particular, the Tipping Point and Capacity Bottleneck Laws of Nature.
Tutorials: 1, 2, 3.2, 3.3, 3.4.4, 3.4.5
3. Mental and Physical Health & Health Services
3.1 Treatment Decision to Be Made: ADHD, Dyslexia, Autism, etc. & Complex Physical Health Matters
1
Can you provide …
An overview of scientifically supported therapies, their effectiveness and their proof status? OPEN | DISPUTED | ACCEPTED
Therapies that have delivered the needed results after the scientifically supported therapies delivered insufficient results?
How each therapy aligns with the Tipping Point and Capacity Bottleneck Laws of Nature?
Additional Information
Tutorials 1 and 2: the two Laws of Nature, including why this is needed.
Manifesto Extension 4.A: Applying fundamental principles of science upon complex research challenges.
For professionals: Tutorials 3.2, 3.3, 3.4.5
2
Where is the research based on fundamental principles of science:
Applying relevant Laws of Nature, especially the practices of the Tipping Point, Capacity Bottleneck and Health laws when they cannot be expressed in exact ways?
Applying the non-mathematical practices Einstein, Newton, and Darwin applied?
Seeking the truth by listening to what delivered needed results; especially AFTER scientifically supported treatments delivered insufficient or no results?
Additional Information
In particular, the Tipping Point and Capacity Bottleneck Laws of Nature.
Tutorials 1, 2, 3.2 and 3.3
When the situation is complex: Our long-lasting research models aren’t up for purpose. Research models suited for complex situations are needed urgently. A Law-of-Nature-based research model is proposed in Tutorial 3.4.5.
3.2 Efficiency Needs VERSUS Laws of Nature, Hippocratic Oath, Core Human Values, and Essential Behaviours
1
How can any Health Services organization function properly when efficiency practices overrule:
Relevant Laws of Nature, in particular the Tipping Point, Capacity Bottleneck and Health laws?
The Hippocratic oath?
Core Human Values and Essential Behaviours, in particular, the health of employees and the organization?
Additional Information
In particular, the Tipping Point and Capacity Bottleneck Laws of Nature.
Tutorials: 1, 2, 3.2, 3.3, 3.4.4, 3.4.5
Core Human Values and Essential Behaviours: Manifesto Intervention 7 and Extention 7a, 7b and 7c.
4. Ways of Thinking, Communication & Problem-Fueling VERSUS Problem-Solving Thinking
4.1 Fixed Ways of Thinking Need to Be Opened
1
Have the working practices exercise of Manifesto Tutorial 3.3 and the associated coaching been done to open the door for fresh thinking?
Has Authentic Listening been applied?
Are the structures in place for systemic listening to work?
Additional Information
The exercise’s learning effect is substantially better when
- The ‘one word’ is not provided.
- A 1-hour workshop is done with the exercise (link in Tutorial 3.3), coaching techniques and illustrations from the Tutorial.
- Coaching is applied: Don’t tell. Ask questions guiding participants to find new insights themselves.
- When the knowledge is exhausted, external insights can be contributed.
- The ‘one word’ and how it aligns to scientific models, is provided.
Authentic listening: See Manifesto Intervention 7.B
Systemic listening: See examples and the CES Framework proposal in Tutorial 3.4.2.
4.2 Common Sense Tells You 'Something Isn't Right With This Communication'
1
You may observe any of the following:
- Insufficient listening to lessons learned or needs
- Control practices not executable
- One-way communication
- High failure rates
- Etc.
You can introduce the guiding question below by engaging the communicator with the following:
- Please recall a situation where somebody wanted you to follow his guidance or direction but didn’t respond properly to what you brought in.
- What was the reaction of your unconscious mind? Did it require you less or more energy to further listen to this person?
Why should we listen to you when you don’t listen to
Us (or me)?
Relevant Laws of Nature? Example:
Getting over the Tipping Point EARLY ON where the proposed becomes executable, scalable and durable at the system level?
Core Human Values and Essential Behaviours?
Additional Information
All Tutorials, in particular 1 to 3.3
Core Human Values and Essential Behaviours: Manifesto Intervention 7 and Extention 7a, 7b and 7c.
4.3 You, Your Organization, Initiative or Project Wants to Get A Target Audience On Board
1
You or your company, institution, public service, movement, project, etc. wants to get a target audience on board for doing something:
Please put yourself into the situation of the receiver (see previous dropdown box) and ask yourself the following questions:
Why should my target audience listen to me when I don’t listen to them?
Have I responded to questions and obstacles such that the audience gets the feeling of being fully understood?
Additional Information
That’s without listening to everybody and everything.
Tutorials 3.1 and 3.3
For systemic listening, see Tutorial 3.4.2
4.4 Problem-Fueling VERSUS Problem-Solving Thinking
1
You are a decision-maker, analyst, scientist, communication manger, project manager, initiative owner, etc.
How do you want to be seen by others and your children in 5 or 10 years?
- As someone who continued to fuel today’s problems with the same thinking that created them?
OR
- You became aware, educated yourself right away, started corrective activities and guided others to find and apply the problem-solving thinking?
Additional Information
The Manifesto and its Tutorials, in particular, Tutorials 1 to 3.3
5. Skill Needs for Solving Complex Problems
5.1 Groups More Likely than Others to Solve Complex Problems
1
Is the organisation actively searching for individuals with the Skill Set for Solving Complex Problems?
Additional Information
See Tutorial 3.4.3
5.2 Have Internal Structures been Adjusted for Optimum Use of Problem-Solving Skills?
1
Have salary grids, hiring processes, job-advancement criteria and associated regulations been adjusted to match the Skill Set for Solving Complex Problems?
Have executives and managers been educated and coached on what is expected of them to unleash the power of individuals with the Skill Set for Solving Complex Problems?
Are individuals with the Skill Set for Solving Complex Problems in key positions of decision-making, innovation, strategy development, or solution design?
Additional Information
See Tutorial 3.4.3
6. Foundations for Finding High-to-Highest Impact Solutions
6.1 Fundamental Principles of Science
1
Have decision-makers, experts and researchers been educated on how to apply fundamental principles of science:
Seeking the truth?
- What do decision-makers REALLY need to make the problem-solving decisions?
- What do Initiative owners REALLY need to get their initiatives through the system?
Applying relevant Laws of Nature when they cannot be expressed in exact ways
Applying the Einstein-Newton-Darwin?
- That’s their non-mathematical practices
Additional Information
Reactions received in fields such as business administration, economy, society and human health: ‘What’s a Law of Nature?’, ‘doesn’t fit my expertise’ or no response at all.
Manifesto Extension 4.A: In particular the focus need on fundamental principles of science
Tutorials 1, 2, 3.4.4 and 3.4.5
6.2 Root Cause Treatment Needed
1
Have the most damaging root causes at the system level been identified?
- As every complex environment is different, this is done for the specific environment
Have the solvable root causes been identified?
- That’s their non-mathematical practices
Additional Information
The Complexity Navigator: Tutorial 3.4.1
Common root causes of the highest damage, respectively impact, are available throughout the Manifesto webpage, its Tutorials, and Tutorials 3.2, 3.3, and 3.4 to 3.4.5 in particular. For communication reasons, they are not always identified as such.
6.3 Research Models for Complex Matters
1
“The science model that we have at the moment is not fit for purpose. We have to realize that we have to change the science model totally if we want to solve the colossal current problems”, Einstein-Newton-Darwin researcher Prof. Michael Fitzgerald
Where are the research models for complex matters?
- That’s for situations beyond the Level-1 Tipping Point of complexity
Additional Information
Quote source: See Tutorial 2
A proposed Law-of-Nature based research model: Tutorial 3.4.5
6.4 Improvement Needs for Communication, Agility, Decision-Making, Lessons Learned, Etc.
1
When substantial improvements are needed in any of these areas:
- Internal communication
- Agile decision-making
- Governance/decision-making
- Lessons learned
- Strategy management
- Productivity
- Innovation
How can any organization or system be productive, healthy and competitive when …
…
The working practices at higher levels conflict with those applied or needed at the team and personal levels?
…
The bridge between higher level of management/ headquarters and the locations is broken
Additional Information
See all of the Manifesto and, in particular, Tutorials 3.1 to 3.3.
A specific example is available through the second example in Tutorial 3.4.2.
7. Universities and Schools—Needed: Research and Skill Development for Complex Matters
7.1 Research for Complex Matters
1
Accross industries, fields and industries, where is the research applying practices working well beyond the Level-1 Tipping Point of complexity?
Additional Information
See:
- The current situation at the upper part of LoN-Manifesto.org (until the gaps)
- The Manifesto’s interventions and extensions
- The main Laws of Nature
- Tutorials 1, 2 and 3.4.5
- Includes Einstein-Newton-Darwin practices
All other Tutorials
2
Where are the research models for situations beyond the level-1 Tipping Point of complexity?
Expected characteristics:
Applying Laws of Nature when they cannot be expressed in exact ways
Applying the non-mathematical practices that guided Einstein, Newton and Darwin to their discoveries, mathematical and non-mathematical rules
Pattern-based proof beyond the Level-1 Tipping Point of complexity (Darwin)
Additional Information
See:
- The current situation at the upper part of LoN-Manifesto.org (until the gaps)
- The Manifesto’s interventions and extensions
- The main Laws of Nature
- Tutorials 1, 2 and 3.4.5
- Includes Einstein-Newton-Darwin practices
All other Tutorials
7.2 Skill Development for Complex Matters
1
What is your school, university, institution, or company doing to foster the skill set for solving complex problems?
- Polymathic practices
- Relevant Laws of Nature
- Especially when they cannot be expressed in exact ways
- Seeking the truth of what decision-makers, employees, experts and initiative owners REALLY NEED to do their jobs?
- The non-mathematical practices Einstein, Newton, and Darwin applied?
Additional Information
Polymath skills and groups more likely than othersto solve complex problems: Tutorial 3.4.3
Tutorials: 1, 2, 3.2, 3.3, 3.4.4, 3.4.5
The Manifesto, its extentions and Tutorials or equivalent
8. Solution Design, Executability and Durability
8.1 Designing Executable Solutions
1
With focus on:
- The high-to-highest-impact root causes
- Achieving the desired future situation
What is the simple solution package for the whole of the challenge or problem?
Is there a different solution that provides a substantially higher value at a lower cost and risk?
Additional Information
See the whole of the Manifesto and in particular:
- Tutorials 3, 3.2 and 3.4.2
- Manifesto Extensions to Interventions 4 and 7
8.2 Executability and Scalability
1
Has the CES-Framework approach—or another approach responding to the practicability, executability and durability requirements—been used?
Have the representatives of the groups involved and impacted concluded TOGETHER that:
- The identified Solution Framework is executable, scalable and sustainable at the system level?
- There is reasonable confidence that it will deliver on its value proposition?
Additional Information
The CES-Framework: see Tutorial 3.4.2
- Tutorials 3, 3.2 and 3.4.2
- Manifesto Extensions to Interventions 4 and 7
8.3 Medium and Longterm Executability
1
In today’s world, what worked before can fail or slowly disintegrate while the solution remains the same. It happens when the environment moves beyond the Tipping Point for which the solution was designed.
Is a health check of the solution with the CES-Framework or a similar approach done every X months or years (see previous row)?
Additional Information
See Tutorial 3.4.2, second example
9. Scale-Up
9.1 Scale-up of Traditional Solutions
1
What gaps, conflicts and problems may need to be resolved at the scale-up level?
Has a Law-of-Nature-based health check workshop with representatives of all groups involved and impacted been done (based on CES-Framework or similar or similar)?
Have the workshop participants concluded together that the scale-up is practical, executable, scalable and sustainable?
Additional Information
The CES-Framework: see Tutorial 3.4.2
- Tutorials 3, 3.2 and 3.4.2
- Manifesto Extensions to Interventions 4 and 7
9.2 Scale-up of Agile Frameworks or Self-Organisation
1
With agility being expected to be the ability to make agile yet reliable decisions at all levels:
Can employees, managers and executives quickly find concise, reliable and reasonable up-to-date guidance and directions they need to make AGILE yet RELIABLE DECISIONS?
10. Unleashing High-to-Highest Impact Innovations
10.1 Impactful Innovations Wanted/Needed
1
Where is the complementary innovation process to unleash the high-to-highest impact innovations?
Additional Information
Today’s innovation processes work well when innovations fit the boxes and processes. However, this requirement conflicts with the very nature of innovation: By default, high-to-highest impact innovations cannot be squeezed into such requirements. They get stuck in the system.
Tutorial 3.4.4 in particular
All of the Manifesto and its Guidance Package
1
Are the innovators, researchers, funders and those responsible for or operating innovation processes trained in:
Relevant lessons learned, root causes of the highest damage and associated solutions?
Relevant Laws of Nature and practices they demand?
Einstein-Newton-Darwin practices and the problem-solving practices of individuals like Steve Jobs and Jacinda Ardern?
Core Human Values, Essential Behaviours and Value Cases
Exact versus truly open innovation processes?
Additional Information
Today’s innovation processes work well when innovations fit the boxes and processes. However, this requirement conflicts with the very nature of innovation: By default, high-to-highest impact innovations cannot be squeezed into such requirements. They get stuck in the system.
Tutorial 3.4.4 in particular
All of the Manifesto and its Guidance Package
10.2 For Funders: A Budget Requirement for Substantially Improved Succes Rates
1
Have funders separate innovation budgets?
One for the exact innovation process
One for the open innovation process
Additional Information
Please observe that this open innovation process differs from the Open Innovation Model.
See Tutorial 3.4.4 for the difference between for processes