Laws of Nature

Laws of Nature of the Highest Impact

Manifesto Positions

1. Laws of Nature

Global warming

Are present or occur in a system

Are expressed via exact practices when possible, like Mathematics, Temperature and the Periodic System

Many cannot be expressed in exact ways; for example Darwin’s rule

2. What Qualifies as a Law of Nature

Somehow, there appears to be no consistently used expression as to what constitutes as a Law of Nature. For ease of communication with large groups, we use the following:

When something cannot be changed or overruled by human-made constructs, it qualifies as a Law of Nature*

* Human-made constructs: Methods, theories, paradigms, laws, strategies, processes, IT apps, fixed ways of thinking, technology and so forth


3. We are undeniably all part of Nature, because we are borne by it


We identify and apply Laws of Nature for the betterment of humankind 

We ARE Nature

Yet, we treat Nature as something different

Nature does not allow ignoring, changing or overruling relevant Laws of Nature.

These include those Laws of Nature that remain to be identified.

4. Selection Criteria for the Laws of Nature listed below

Provide the highest impact at the lowest costs and risks across areas, fields and subjects

May create a common direction

Make top-down and bottom-up solutions complement each other

Enable both, bottom-up and top-down solutions of high-to-highest impact to get through the system with reliability 

Enable projects to get over the Tipping Points where they become practical, executable and their solutions durable (Tipping Point Law of Nature applied) 

Highest-Impact Laws of Nature

The following Laws of Nature are expected to be relevant to:







When a Tipping Point is crossed, something fundamental changes

Experiences, Examples and Add-ons 

Missing this law prevented us from applying various Laws of Nature from physics, engineering, chemistry, mathematics and the like when a first level of complexity was crossed. 

This became a standard situation in fields supposed to resolve the colossal problems we face now. 

Alternative expressions for Tipping Points are

  • Inflection Points
  • Phase shifts


Laws of Nature from physics, engineering mathematics, chemistry and the like becoming executable beyond the Level-1 Tipping Point of complexity

Enabling solution seekers in societal, managerial, organizational and health areas to identify and apply Laws of Nature beyond the Level-1 Tipping Point of complexity 

When the demand for a resource exceeds its capacity, a tipping point is crossed. Queues build up.

Experiences, Examples and Add-ons 

Missing this law beyond the Level 1 Tipping Point of complexity prevented us from recognizing overloaded agendas and information, waiting lists, bureaucratic processes and much more as capacity bottlenecks. 

Practices working well before this Tipping Point turned into practices worsening these bottlenecks for 2+ decades. 

Available practices

  • One word to choose the correct practices
  • Natural process flows
  • Alternative routes 
  • Roundabouts for processes
  • Flight paths to leave bureaucracy and complexity


Applying this law when the bottleneck cannot be calculated mathematically

Recognizing, reducing and/or solving hidden capacity bottlenecks with reliable practices like natural process flows and a simple policy people can remember and apply 

For more information, see Manifesto Parts 3.2 and 3.3

Nature thrives when the environment is healthy

Over time and even with disturbances like meteors and viruses, Nature develops towards healthy and balanced systems

Experiences, Examples and Add-ons 

The environments, organizations and systems we live and work in are all part of Nature

The health of

  • People
  • Organizations
  • Initiatives and projects
  • Environments
  • Planet


Closing a structural gap in decision-making processes

That is the gap where exact practices like those of mathematics fail as they cannot create reliable outcomes. This is typically the case for situation beyond the Level 1 Tipping Point of complexity.

Survival level 1

Survival of the fittest (Darwin) or

Survival by natural selection (Herbert Spencer, used by Darwin as well) 

Survival level 2

Survival by merit and intelligence 

Survival level 3

Survival by intelligence being in harmony with Nature

Experiences, Examples and Add-ons 

In recent years, Darwin and his survival law have been criticized. We believe this is partially due to missing the Tipping Point Law of Nature. It allows us to add survival levels 2 and 3.

Tipping Point from Survival level 1 to 2: 

When intelligence led to the ability to create tools and the tools changed our environments via building houses and early farming

Tipping Point from Survival level 2 to 3: 

When intelligence achieves harmony with Nature

Right now, humanity is at the crossroad where it is forced to decide which path to take: 

The path of denying the existential threats

Moving on to Survival Level 3


Moving huge funds and resources away from further fueling the colossal problems we face and to enabling Survival Level 2 


  • Reducing the unnecessary bureaucracy and complexity drastically through applying the Tipping Point, Capacity Bottleneck and Health Laws of Nature
  • Requiring improvement, innovation and research projects to
    • Be in line with relevant Laws of Nature
    • Apply the practices suited for the position against the Tipping Point Law of Nature 
  • Making non-technical solutions for managerial, organizational, societal, and psychological matters part of innovation programs  
  • Creating complementary innovation and research tracks for high-to-highest impact innovations and solutions addressing situations beyond Level-1 Tipping Points; these tracks being based on
    • Value creation over procedures and traditional ways of thinking
    • Einstein-Newton-Darwin practices and practices of other individuals like Rabindranath Tagore and Steve Jobs (smartphone)
  • Getting innovation and research projects as well as supporting programs in line with the deadlines set by Nature

In Nature, there is no indefinite growth

Experiences, Examples and Add-ons 

Our economic systems are based on

  • Endless growth
  • Practices designed for situations prior to the Level 1 Tipping Point of complexity

and demonstrate increasing patterns of Darwin’s Survival Level 1 only

A Level-1 Tipping Point was crossed when the resources we consumed started to exceed what our planet can recreate

With droughts, increasingly violent protests, divided populations and war spreading, we are at the Level 2 Tipping Point of complexity


An economic system based on being in harmony with Nature 

By this model:

  • Applying
    • Relevant Laws of Nature and in particular the Tipping Point, Capacity Bottleneck and Health laws
    • Core Human Values & Essential Behaviours (Manifesto part 3.5)
  • Cascading development funding towards social and institutional upgrades such as public health, transport system and education
  • Tapping into indigenous knowledge systems to create indigenous economic systems which respond to the local dynamics

Breaking challenges into parts works well when

  • all the parts, 
  • their dependencies and
  • the implications of changes 

are understood and addressed accordingly. 

When complex problems are broken into parts, they cannot be understood to the level required to solve the whole of a complex problem 

Specifically problems involving situations or environments beyond the Level 1 Tipping Point of complexity

Experiences, Examples and Add-ons 

A living being cannot be divided into its parts, put together again, and expected to be alive again

The same or something close applies when the environment or problem is beyond the Level-1 Tipping Point of complexity

Complexity as experienced by people in the middle of a complex environment:

  • Implications of a change cannot be foreseen
  • The dependencies between parts cannot be fully understood
  • Solved problems re-open
  • The ‘unexpected unexpected’ keeps popping up despite extensive efforts to prevent it (a discovery from project management)
  • Environments change quicker than traditional documentation, processes and IT-apps can be updated
  • Nobody feels responsible for addressing the tough parts, root causes located outside the addressed parts or the whole of a complex problem. Too many obstacles remain unresolved. 


Solving many if not most complex problems by switching to

  • (Re-)learning how to apply relevant Laws of Nature beyond the Level 1 Tipping Point
  • System-level approaches via The Einstein-Newton-Darwin practices (see Manifesto parts 1 and 2, as well as related recordings under Fresh Thinking at this webpage’s menu)
  • Rapid whole-system changes by intervening where the high-to-highest impact can be made at the system level and by keeping costs and risks low 

Various wicked problems becoming solvable

Creating highly effective solutions and far-reaching spin-off effects by making break-into-parts and the Manifesto’s system approach complement each other  

Example: The Law of Nature Manifesto

When a problem or challenge is complex, the effective solution may need to be amazingly simple. However, a package of (simple) solutions complementing each other may be required.  

The package must be designed to get over the Tipping Point where it becomes practical, executable and durable.

A simplification activity in a box easily creates more damage at the system level than the simplification’s value inside the box. 

Experiences, Examples and Add-ons 

Examples of simple solutions versus standard practices

  • The attentiveness created through the 17 SDGs – Partnership For the Goals versus ‘not my problem’
  • Two Laws of Nature (Tipping Points and Capacity Bottlenecks) led to the treatments that delivered the needed results after Health Services had given up: See also Manifesto videos parts 1 and 2

With simplification pressures, people inside the box argue “We focus on what matters to our box or on what is proven”. Consequences observed:

  • The box stopped delivering what groups outside the box needed to make better decisions or do their jobs
  • Practices and solutions working well but unprovable via exact practices were stopped
  • Those outside the box had to initiate corrective actions. Different groups made different decisions. In our connected world, this fueled the exponential growth of non-productive work, bureaucracy, and complexity. 
  • Alternative but effective treatments for health matters (physical, mental, organizational, etc.) disappeared or remained excluded from insurance packages and organizations


Creating system-wide simplification by way of the Einstein-Newton-Darwin practices and the Manifesto 

For every action, there is an equal and opposite reaction

Complexity Extension

When the Level-1 Tipping Point of complexity is crossed, the opposite reaction may differ and it may take time for it to unfold. From some point onwards, it may grow exponentially

Experiences, Examples and Add-ons 

The propulsion of the rocket takes place by burning fuel. This creates a push on the front of the rocket, generating an equal and opposite push on the exhaust gas backwards (Source: Smithsonian National Air and Space Museum)

In organizations and society, we are bombarded by information, bureaucracy and complexity demanding high levels of energy to process and respond. We experience how practices and actions that worked well earlier now fuel opposite reactions like lack of interest, opposition, violent protest, divided populations and conflict. Sadly, we have lost the ability to build the ‘rocket’ that works for complex matters


A ‘rocket-like’ approach that responds to the negative and positive outcomes with equal focus to incrementally solve situational challenges


  • The Law of Nature Manifesto
  • The United Nations SDGs

An “attractor” is a unifying trend to which a dynamic system evolves over time and then stays there, regardless of any outside disturbance

Experiences, Examples and Add-ons 

From the perspective of solving complex problems with countless disturbances created across the globe1, we observe the following patterns:

  • The systems stayed where they were or collapsed to levels we thought to have left behind us
  • Disturbance created towards different and even opposite directions fueled confusion, disbelief, shame and blame, opposition, and downward spirals 

1 Marginal improvements, in-the-box solutions, movements, ‘follow the science’ while science-based solutions are too many years away or others may have effective solutions, and so forth


Choosing to be in unity with Nature is a powerful attractor to move us away from problem-fueling into problem-solving activities, decisions and projects

By starting from the Laws of Nature providing the high-to-highest impact at the lowest costs and risks

In Nature, there is an indefinite number of possibilities as to how life can develop


Since the colossal problems we have created are part of Nature, countless solution possibilities can be expected to surface

Experiences, Examples and Add-ons 

Sadly, the systems we created and fixed ways of thinking prevent us from exploring the high and highest-impact solution possibilities available today.  


Unleashing the solution possibilities by

  • Letting go of the thinking that created the colossal problems
  • Creating complementary research and innovation tracks based on relevant Laws of Nature, the Einstein-Newton-Darwin practices, Core Human Values and Essential Behaviours


  • Societal, psychological, managerial, organizational and systemic health innovation 
  • High(est) value creation at lowest costs and risks over bureaucratic processes and fixed ways of thinking

Information in a system is infinite. The abilities to access information and make sense of it are limited.

Experiences, Examples and Add-ons 

We have countless tools to share and access information. However, …

When people need to make decisions or do their jobs, the following patterns emerged as standard situations in medium and large organizations and beyond:

  • Information that should be available within a few mouse clicks cannot be found (on the Intranet)
  • When it is found, there is a good chance it is outdated or conflicting with other information 
  • Important information is hidden in an overload of content and conflicting advice
  • While users expect information tools to be user-friendly, tool providers expect users to learn how their tools work. Users get blamed when they do not adjust.


  • Lessons learned are re-learned again and again
  • The wheel is reinvented again and again
  • So-called management mistakes with far-reaching consequences have become common occurrences
  • Ongoing stress and burnout  
  • Competitive weakness


Agile yet reliable decision-making at all levels

Guided Self-Organization: As much guidance and direction as needed, as little as possible to act as a single entity

Created by human and digital systems providing 

  • High-to-highest impact collaboration
  • Quick and reliable access to up-to-date and concise  guidance, strategies, directions and lessons learned of high(est) impact for
    • Making better decisions
    • Enabling employees  to do their jobs as expected

Reduced domain-specific skill shortages

Through skilled people being freed from the burdens of

  • Unnecessary bureaucracy
  • Unnecessary complexity
  • Relearning lessons learned
  • Reinventing the wheel
  • Projects failing for the same reasons as those before

And much more 

Given that the practices which could solve this have been lost, and we could not find (agile) movements making this matter a priority: 

A white paper on how the above was made possible in a highly complex and bureaucratic environment