Tutorials - LAW OF NATURE

Tutorials

5 to 25 Minute Tutorials For

Everyone

20 to 30 minutes

Those who want to know where and how to intervene

2 hours only

Those designing and executing transformation projects

2:30 hours only

Introduction & The Tipping Point Law of Nature

In just 10 minutes, no mathematics required …

More Information

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
What is the Tipping Point Law of Nature in one sentence?
How can we together get started in our own environments to solve these matters?

And

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 questions everybody can ask to guide decision-makers, their advisors and experts

The Capacity Bottleneck Law of Nature

In just 10 minutes, no mathematics required …

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 Capacity Bottleneck Law of Nature applied for the road system, but not for organizations and mental matters such as ADHD, autism and dyslexia?

And

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

References (download)

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

In just 5 minutes…

Answers to:

Why do simplification projects in a box often 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?

And

The structure of the Law of Nature Manifesto’s Guidance Package
Hard-to-ignore guiding questions you can ask when attempts are made to solve complex problems

3.1

Practices Which Break Trust Versus Practices Which BUILD Trust

In just 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

A guiding question you can apply yourself to get people on board

Results of relevant Manifesto elements having been applied

White paper

Deutsch

3.2

Intervention Points of the Highest Impact

In just 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

Plus

A guiding question you can apply to get people on board

And

Hard-to-ignore guiding questions you can ask when decisions are to be made

3.3

One Word to Make Better Decisions and Reduce Bureaucracy Drastically

In just 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

Hard-to-ignore guiding questions you can ask when decisions are to be made

Guidance for an interactive session or workshop:

3.4

How Simple Solutions to Highly Complex Problems Can Be Found

In just 5 minutes…

Answers to:

What is the Manifesto’s foundation for solving complex problems?
What are the practices for finding simple solutions and getting them through the system?
→ Only five fundamental elements are needed.

And

Hard-to-ignore guiding questions you can ask when decisions are to be made

3.4.1

The Complexity Navigator

In just 7 minutes…

Answers to:

How can the most-damaging root causes of complex problems be found at the system levels?
How can solvable root causes hiding behind the identified root causes be found?
Why don’t we need to worry about countless 2nd/3rd-level root causes and symptoms?
How can we identifying the desired future situation with little effort?

And

Guiding questions you can ask when decisions are to be made

3.4.2

From Solution Possibilities to Executable Solution Frameworks

In just 26 minutes…

Answers to:

What led to Executable Solution Frameworks and needed results where our long-standing solution attempts failed us?
→ Explained through two examples from the field.
Could it be there is a new complication undermining our solution efforts to complex matters?
→ Yes.
→ What can be done about it.
What was the framework used to create Executable Solution Frameworks?
→ It was based on impactful elements of two old methods, and the following:
- Integrating relevant Laws of Nature
- Listening to what is really needed in the groups involved and impacted
- What has delivered needed results where our long-standing solution attempts failed us

And

Guiding questions you can ask when decisions are to be made

Extended information about the examples provided during this tutorial:

Example 1 (former blog post, Dutch language): ‘Hoe de sector de aardappelziekte onder controle kreeg‘

Example 2 (white paper): Enabling the value of corporate strategy

Charles de Monchy’s collection of tools: ‘Collaboration in Networks, a toolbook for First Movers’. Downloadable via Luminspino.

3.4.3

A Skill Set for Solving Complex Problems

In just 19 minutes…

This video tutorial explores one of the most urgently needed — yet widely overlooked — skill sets of our time: the Skill Set for Solving Complex Problems

It is a compelling business case as well.

The tutorial provides answers to:

Why do our hiring and job-advancement processes exclude indiviuals with the Skill Set for Solving Complex Problems?
What does the ideal Skill Set for Solving Complex Problems look like?

→ This skill set has been known for a long time

Which groups are more likely than others to possess or develop some of these skills?

→ Examples include those with Neurodiversity and many of our children — until the educational system moves them into the exact skill set

What obstacles must be overcome to (re-)introduce this skill set into today’s hiring practices?

And

Guiding Questions you can ask when important decisions need to be made

3.4.4

A Complementary Innovation Process for High-To-Highest Impact Innovations

In just 10 minutes…

Answers to:

Why do our high-to-highest impact innovations get stuck in the system by default?
Why is it so difficult to get non-technical innovations through the system?
How should innovation processes be adapted to get impactful innovations through the system (including non-technical innovations)?

And

Guiding questions you can ask when decisions are to be made

3.4.5

A Law-of-Nature-Based Research Model for Complex Matters

In just 16 minutes…

Answers to:

Why are new research models needed?
→ See Tutorial 2 above
→ Please do the experiment at the beginning of this tutorial
How could such a model look like?
→ A Law-of-Nature-based research AND treatment model in one

And

Guiding questions you can ask when decisions are to be made