Questions Anyone Can Ask
1. Decision-Making and Solution Design: All Industries, Fields and Challenges
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 Homepage and Manifesto Tutorials 1, 2, 3.2, and 3.3.
Additional laws (no mathematics required): Manifesto+OS / 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
Additional Information
Health Law: See homepage and menu option Manifesto+OS / 12 Laws of Nature
3.
Can you (or we) do a Law-of-Nature-based Health Check and report back?
No interest in the Health Check?
Why accepting a high risk of forseable failure when a small effort could prevent it?
Additional Information
See menu option Manifesto+OS / Health Check
4.
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 LoN Manifesto+OS (Operating System):
5a.
Will Core Human Values and Essential Behaviours improve or worsen?
Additional Information
See Manifesto Intervention 7 and the related extension.
5b.
What is the Value Case?
Missing?
Why do we accept (a high risk of) foreseeable failure?
6.
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:
Why are yet more solution attempts of the same kind being made when more of the same …
What solution possibilities does Tipping Point Law of Nature provide for …
In our (or your) initiative, movement, organisation, or institution, who is responsible for:
Does this person have the skillset for solving complex problems, or, if not, is the person coached by someone who does?
Additional Information
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 and the Gaps and Conflicts in particular.
Our response to this question is the LoN Manifesto+OS.
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
1.
Where is the One-Word Policy to reduce bureaucracy, complexity, and failure rates at their most damaging root cause?
Additional Information
Failure rates can be related to: strategy, best practices, models, legislations, initiatives, projects, innovations, and so forth
Introductions: Tutorials 1 and 2
The One-Word Policy: Tutorials 3.2 and 3.3
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: 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?
Additional Information
When simplification projects create more damage than value: Tutorial 3
1.
Where is the research based on …
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
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.
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
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:
For Authentic Listening: see Manifesto Intervention 7.B
For Systemic Listening: see examples and the CES Framework proposal in Tutorial 3.4.2.
1.
Your common sense may be triggered by patterns such as
You can introduce the guiding question below by engaging the communicator with the following:
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
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
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?
OR
Additional Information
The Manifesto and its Tutorials, in particular, Tutorials 1 to 3.3
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:
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:
In an environment that was highly complex, questions like ‘Is the person’s attitude in line with …’ led to:
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:
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:
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 …
Additional Information
See the Homepage, Gaps and Conflicts, and the Tutorials — and Manifesto Intervention 4.B for the fundamental principles of science
5. Skill Needs for Solving 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
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
1.
Have decision-makers, experts, and researchers been educated on how to apply fundamental principles of science …
Seeking the truth?
Applying relevant Laws of Nature when they cannot be expressed in exact ways
Applying the Einstein–Newton–Darwin 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
1.
Have the most damaging root causes at the system level been identified?
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.
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
1.
When substantial improvements are needed in any of these areas:
How can any organization or system be productive, healthy and competitive when …
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
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:
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:
All other Tutorials
1.
What is your school, university, institution, or company doing to foster the skill set for solving complex problems?
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
1.
With focus on:
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:
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:
Additional Information
The CES-Framework: see Tutorial 3.4.2
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
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
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
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
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