With the growing acceptance that our long-standing solution approaches have failed us, may we invite you — for just a few minutes — to…
Let go of the practices and thinking we have come to rely on?
Listen to questions nobody appears to be addressing?
A New World Has Emerged
Our long-standing practices, ways of thinking, models, best practices, frameworks, and IT tools, — once designed to solve problems and provide efficiency — were created for a world gone by
In today’s world, they tend to cross Tipping Points — beyond those Tipping Points, what once worked does not work anymore
Questions Nobody Appears to Ask
1. What do decision-makers and initiative owners REALLY NEED …
To make the problem-solving decisions?
&
Get the impactful solutions through the system?
2. Where is the bridge between …
Theoretical models of science lacking executability
… when the challenge is complex — which is the default situation with the colossal problems we face
&
The requirement for solutions being executable, scalable, and durable at the system levels?
3. Where are our leaders — in organisations and in science — who take on…
The responsibility for turning the devastating roadblock consequences of these questions into system-level breakthroughs?
Fundamental Gaps and Conflicts
The above questions and the following gaps and associated conflicts prevent us from recognizing and unleashing the vast potential of available solutions
Gap 1:
What needs to be done DIFFERENTLY to unleash the enormous solution potential available today?
Gap 2:
Nobody found working on what's REALLY NEEDED to solve complex problems
We have not found people or entities working on or willing to address the gaps in this box to the required levels for executability, scalability, and durability in TODAY’s WORLD
What do decision-makers and their advisors REALLY NEED to make the problem-solving decisions?
What do initiative owners, innovators, experts, and project managers REALLY NEED to make their solutions executable, scalable, and durable at the SYSTEM LEVEL?
What delivered the needed results where our long-standing solutions failed us?
What delivered the HIGHEST IMPACT at the LOWEST COSTS and RISKS at the SYSTEM LEVEL?
Where are our leaders and influencers who take on the responsibility to get these questions answered to the levels required and give solution attempts a fair chance?
Gap 3:
Popular expressions communicate “too much of what’s been tried before—won’t work“
New patterns observed
To solve complex problems, multiple groups need to work together. But the same expressions and practices — that get people on board within one’s own group — trigger people in other groups to conclude” this won’t work.” Consequences are a lack of support, resistance, and getting stuck.
As multiple groups must work together, adjusting communications and practices to fit each group’s expectations does not work anymore
Question for top-down and bottom-up initiatives and projects:
Why communicate “my initiative won’t deliver the promised results or will fail” when this can be prevented?
Gap 4:
Demands and Calls to Action lack executability in TODAYS's world
High-level demands and calls from movements, initiatives, and institutions
versus
Decision-makers, their advisors and experts missing the education, experience and knowledge to resolve gaps identified here
Where are the demands and calls that address what decision-makers, advisors, and experts actually need to make problem-solving decisions?
Gap 5:
We have a Polycrisis: Where Is the Polymath Approach?
Today’s typical approach to go about complex problems like those at the top of this page is to break them into parts
The following patterns emerged:
Solvable root causes of the highest damage and impactful solutions are missed, as they lie outside the addressed parts
Individuals with the skills and experiences to solve complex problems (Polymaths, neurodiverse, etc.) have been excluded by vacancy criteria and job advancement processes for more than two decades
How can complex problems – let alone the Polycrisis – be solved while these patterns appear to be the standard situation in organizations?