Hard-to-Ignore Questions Guiding to Impactful Solutions
Questions Anyone Can Ask
- No prior knowledge of this Manifesto or expert background is required
- After asking, you can simply guide those who want to know more to where they can find additional information
- Just select the situation closest to what you want a hard-to-ignore or guiding question for
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 practices do they demand?
Additional Information
When environments or solutions are complex, the Tipping Point and Capacity Bottleneck Laws are almost certain to occur. They require certain practices. See Manifesto Tutorials 1, 2, 3.2, and 3.3.
Additional laws (no mathematics required): Menu option Manifesto ++ / 12 Laws of Nature.
Even a small number of such laws can 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: See menu option Manifesto ++ / 12 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 these methods, frameworks, and tools has not been able to deliver 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, the highest-impact intervention points, 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 related extension.
4b.
What is the Value Case?
Missing?
Why do we accept (a high risk of) foreseeable failure?
5.
For more than two decades, our long-standing solution approaches have 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-up and grow
- Evidence-based decisions
- Jumping to opposite approaches such as 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 kind being made when more of the same …
- Won’t make a difference?
- Will waste even more time and resources?
- Will worsen already full agendas and overstretched 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, or institution, who is responsible for:
- Stopping this waste of time and resources?
- Guiding toward what worked well where our long-standing solution attempts failed us?
- Ensuring the skillset for solving complex problems is present?
Does this person have the skillset for solving complex problems, or, if not, is the person coached by someone who does?
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, and so forth.
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 (a 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 Economic 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.
Are the decision-makers and experts educated in the Laws of Nature relevant to their fields—when these Laws 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 ++ / 12 Laws of Nature.
3.
How are in-the-box simplification projects prevented from creating more damage outside the box than value inside the box?
- Especially when bureaucracy or complexity is to 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 applied by Einstein, Newton, and Darwin?
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 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 answers are needed
Manifesto Extension 4.A: FOCUS on HIGHEST IMPACT: Fundamental principles of science requiring (re-)integration in decision-making, in organisations and institutions
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 used by 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-standing research models are not fit for purpose (see Tutorial 2). Research models suited for complex situations are urgently needed. 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 of the organization itself?
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, Trust & Integrity
4.1 Fixed Ways of Thinking Need to Be Opened
1.
Have the working practices exercise from Manifesto Tutorial 3.3, together with 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
To create a substantially better learning effect than possible through a video tutorial, the following approach is recommended:
- 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 that guide participants to discover new insights themselves
- When participants’ own knowledge is exhausted, external insights can be contributed.
- The one word’s alignment with scientific models, is provided.
For Authentic Listening: see Manifesto Intervention 7.B
For 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.
Your common sense may be triggered by patterns such as
- Insufficient listening to lessons learned or needs
- More of the same old thinking
- Control practices not executable
- One-way communication
- High failure rates
You can introduce the guiding question below by engaging the communicator with the following:
- Please recall a situation where someone wanted you to follow their 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
The approach explained in Tutorial 3.1 at 7:10 minutes
Core Human Values and Essential Behaviours: Manifesto Intervention 7, and Extension 7a, 7b, and 7c.
All Tutorials, in particular 1 to 3.3
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. want to get a target audience on board for doing something:
Please put yourself in 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.
The approach explained in Tutorial 3.1 at 7:10
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 manager, project manager, initiative owner, or in a similar role
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
- As someone who 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
4.5 Attitude & Learning from Failure
1.
You want a team or organisation that solves problems at their root causes and continuously strives to ensure the organization remains healthy, employees stay motivated, and clients are satisfied?
Starting Position
In complex environments, every situation can or will be different. Failure is almost guaranteed to happen.
Is the person’s (or organisation’s) attitude in line with:
- Preventing the same problems from reoccurring?
- Learning from failure?
- Relevant Core Human Values and Essential Behaviours?
- Value Cases beyond money
- Relevant Laws of Nature?
When problems re-occur: What are you (or the organisation) going to do to prevent this failure from occurring again? — Preferably asked in a group setting.
When the root cause is outside the sphere of influence: What is our organisation going to do to contribute to solving it — at reasonable cost and effort?
Additional Information
Learning from failure
For situations beyond the Level-1 Tipping Point of complexity, the following patterns can be observed:
- Exact approaches such as those of Quality Management have failed us
- Blaming and firing those responsible led to their successors falling into the same trap
- We have lost the ability to learn from failure once the Level-1 Tipping Point is crossed
In an environment that was highly complex, questions like ‘Is the person’s attitude in line with …’ led to:
- Identifying and solving the root causes of complex problems
- Building an attitude of proactively preventing problems and failures to the extent possible — at acceptable effort and costs
Case Example: EDS (Electronic Data Systems)
The once-prospering IT services provider EDS became a troubled company when best practices were implemented, and compliance with exact methods became more important than solving solvable root causes, motivating employees, and satisfying clients. The trouble patterns from back then can now be seen all around us.
More information:
4.6 Trust and Integrity
1.
In today’s world — environments can and do change faster than promises, commitments and the like can be delivered. We need an integrity that can cope with this reality. Such an integrity has been identified as a Law of Nature:
Integrity: Without it nothing works
People, objects (organisations, products, services, etc.), and systems are IN or OUT of INTEGRITY
We call its practice Adaptive Integrity:
We give our word — a promise, commitment, contract — when we have sufficient confidence that we can keep our word. As soon as we know that we cannot keep our word:
- We inform all parties counting on us
- Take responsibility AND
- Clean up any mess that we caused in their lives
Is the person, object (organisation, product, service, etc.), or system IN or OUT of integrity?
Out?
Is Adaptive Integrity applied?
Additional Information
The Integrity Law of Nature (inclusive references)
and Adaptive Integrity as an Essential Behaviour at Manifesto Intervention 7.B
2
How can trust be restored when …
- The gaps and conflicts identified by the Law of Nature Manifesto — and the associated solution possibilities — remain out of scope?
- Fundamental principles of science are not applied when dealing with complex matters?
Additional Information
See the Homepage and the Tutorials for the gaps, conflicts, and solvable root causes — and Manifesto Intervention 4.B for the fundamental principles of science
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, and 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 practices
- That is: their non-mathematical practices
Additional Information
Reactions received in fields such as business administration, economics, 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 must be done for the specific environment
Have the solvable root causes been identified?
Additional Information
The Complexity Navigator: Tutorial 3.4.1
Common root causes of the highest damage — and highest impact — are available throughout the Manifesto webpage and its Tutorials, in particular Tutorials 3.2, 3.3, and 3.4 to 3.4.5 . 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: see 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 levels of management / headquarters and local operations is broken?
Additional Information
See all of the Manifesto — 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.
Across 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, including the extensions
- The Laws of Nature identified by this Manifesto
- 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 the Laws of Nature — especially when they cannot be expressed in exact ways
Applying the non-mathematical practices that guided Einstein, Newton and Darwin to their discoveries
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, including the extensions
- The Laws of Nature identified by this Manifesto
- 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 applied by Einstein, Newton, and Darwin
Additional Information
Polymath skills and groups more likely than others to solve complex problems: Tutorial 3.4.3
Tutorials: 1, 2, 3.2, 3.3, 3.4.4, 3.4.5
The Manifesto, its extensions 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 substantially higher value at a lower cost and risk?
Additional Information
See the whole of the Manifesto and in particular:
- Tutorials 3, 3.2, 3.3 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 applied?
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 3.3
- Manifesto Extensions to Interventions 4 and 7
8.3 Medium and Long-Term Executability
1.
In today’s world, what worked earlier can fail or slowly disintegrate — while the solution itself remains unchanged. This happens when the environment moves beyond the Tipping Point for which the solution was originally designed.
Is a health check of the solution with the CES-Framework or a similar approach done every X months or years (see previous section)?
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)?
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 3.3
- Manifesto Extensions to Interventions 4 and 7
9.2 Scale-up of Agile Frameworks or Self-Organisation
1.
With agility expected to be the ability to make agile yet reliable decisions at all levels:
Can employees, managers, and executives quickly find concise, reliable, and reasonably 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 into 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
2.
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 Success Rates
1.
Have funders separate innovation budgets?
One for the exact innovation process
One for the open innovation process
Additional Information
Please note that this open innovation process differs from the Open Innovation Model.
See Tutorial 3.4.4 for the difference between the two processes types