DRAFT
For 2+ Decades
Available solutions with high to highest impact get stuck in the system by default
Today
Our long-standing approaches to solving the growing problems we face have failed us
Future
Bureaucracy and fixed ways of thinking prevent us from solving the problems
Possibility
An enormous solution potential is waiting to be unleashed
A Fresh Approach is Required — But What Could Work?
With hands-on experience in
what worked where our long-standing solution approaches failed,
co-creators of this Manifesto initiative applied a practice that seems to have been lost: asking Leadership Questions such as …
What do Decision-Makers REALLY NEED to make the problem-solving decisions?
What do Initiatives REALLY NEED to get their impactful solutions through the systems?
Where is the LISTENING TO what delivered needed results where our long-standing solution approaches failed?
What can Employees, Patients, and Citizens DO to get impactful solutions accepted for themselves, at work, in their environment, and beyond?
Leadership Questions
When asked, they …
Guide to where highest-impact intervention possibilities and solutions can be found
Communicate a problem-solving and trust-restoring possibility
In group settings, they …
Become hard-to-ignore
When missed, negotiated away, or overruled, they …
Communicate “too much of the same thinking. Won’t work.”
Re-occurrence leads to:
Violent opposition
Opposition
Resistance
Lack of support
Lack of interest
Co-creators of this initiative found no one in an influential or decision-making position who responded to such Leadership Questions at the level required
Not in Public Services
Not in Business
Not in Science
These and more Leadership Questions guided to solvable root causes, and to solutions with high-to-highest impact
Wondering how this could help …
You and your family?
The organization you work for?
The initiative or movement you support?
The environments we all depend on?
Please select the groups of interest in the next section
To see what you can do — at the level that feels right — see the Call to Contribute section further down
Possibilities for Different Groups
— When the Challenge, Problem, Project, or Environment Is Complex —
The following groups experience the consequences differently,
yet each has intervention possibilities that strengthen those of the others
Compare this with today’s chaos of guidance and directions versus …
… each group’s intervention possibilities strengthening those of the other groups
… stress, burnout, or the removal of productive positions?
… more of the same cost-savings projects and reorganizations that:
… common yet solvable root causes of these situations remain unaddressed?
Together with your colleagues, you can ask this and other Leadership Questions, and provide the accompanying information indicating where more details can be found
More in the Call to Contribute section below
… unnecessary symptom treatment and suffering for complex physical and mental health matters when effective treatments are available today?
… ever-increasing Health Services bills?
… paying twice: through your insurance for treatments failing to deliver needed results, and a second time for unsupported treatments delivering the needed results?
… unsupported treatment(s) delivered needed results after supported treatments had delivered insufficient or no results — often at (far) lower suffering and cost
… for your treatment decision, the statement “there is no proof for such treatment” was given — while the following information wasn’t provided:
Despite strong patterns of treatments delivering needed results, research attempts were rejected or required to be conducted with research models unsuited for complex health matters.
For your treatment decisions on complex health matters, you can ask for and require a list of therapies with the research status of accepted therapies and of therapies that delivered needed results where the accepted treatments delivered insufficient results.
More information: see the Health Services Call to Action (when released), Tutorials 1 and 2, and the first 5 minutes of Tutorial 3.4.5
Let’s further ask: What are the charities and research funders doing to get the result-delivering therapies researched with models suited for complex health matters?
More in the Call to Contribute section below
… the consequences of unsolved problems being offloaded to the weakest,
and this giving negative developments — which we thought were a matter of the past — the space to rise again?
… quite often, simple solutions of the highest-impact are waiting to be unleashed?
You could ask one or the other Leadership Question to get root-cause treatment going in your environment — no further knowledge required
and invite others to do the same
More in the Call to Contribute section below.
… extensive fire fighting?
… ongoing stress and burnout?
… getting stuck in the system?
… friction with clients, colleagues, executives, and funders?
… much of this can be prevented EARLY ON?
By doing this Health Check — the Health Check containing only 17 intervention possibilities grounded in common, solvable root causes typically hidden deep in the systems
By creating Executable Solution Frameworks EARLY ON (explained in Tutorial 3.4.2)
By complementing today’s innovation paths — typically designed for engineering-type solutions and, hence, stable situations — with a complementary innovation path designed for solutions to complex and dynamic situations (more in Tutorial 3.4.4)
… lack of interest, resistance, and opposition in target audiences through …
continued use of best practices, frameworks, models, trends, and ways of thinking that work well for stable environments like factories, but …
have failed — for more than two decades — to solve complex problems?
Typically missing:
… listening to what worked where our long-standing approaches failed could provide the breakthrough guidance?
The co-created knowledge base from what worked where our long-standing solutions failed is now available through this Law of Nature Manifesto and its complementary Operating System
… reporting at the surface?
… repeating narratives that treat symptoms?
… more of the same that missed getting to the root causes and the available solutions of our colossal problems?
… the real story may be that the solvable root causes of our colossal problems — and the impactful solutions they lead to — have been missed for decades.
They may be waiting to be unlocked, simply because our long-standing models, decision-making, and solution approaches were designed for stable situations and, hence, are unable to handle solutions designed for today’s complex and constantly changing realities.
To begin unlocking what has been missed for decades, just sign up for our Calls to Action (under development) through our Newsletter and/or our YouTube Channel
Don’t want to wait?
You can familiarize yourself right away with this homepage, the Fundamental Level of the Manifesto, and the complementary Operating System
… costly fire fighting,
… expensive corrections,
… foreseeable failure?
… much of this can be prevented and success rates increased substantially with small efforts early on
… executable Solution Frameworks can be identified through a few workshops early on
By asking to verify the project against this Health Check — the Health Check containing only 17 check points grounded in common, solvable root causes typically hidden deep in the systems
By complementing today’s innovation processes — typically designed for engineering-type solutions and, hence, stable situation — with a complementary innovation process designed for complex and dynamic situations (more in Tutorial 3.4.4)
By requiring Executable Solution Frameworks EARLY ON (explained in Tutorial 3.4.2)
… what used to be state-of-the-art efficiency-improvement, cost-saving, and re-organization approaches — yet have failed for more than two decades to deliver the needed results in complex environments?
AND
… the damage created now provides the highest-impact intervention possibilities for efficiency improvements, and competitive advantage through:
You could instruct your advisors and experts to do quick Health Checks — only 17 check points grounded in common, solvable root causes typically hidden deep in the systems
You could create a position with the goals to stop this waste of budgets and resources, and to enable impactful solutions to get through the system again
… any of the following through expressions, actions, priorities, or decisions?
… their root causes — located outside the boundaries of the long-standing approaches — can actually be resolved
… listening to what is REALLY NEEDED is on its way to becoming the benchmark for effective communication
… there is a trust-restoring possibility
… a simple policy — based on a single word:
You could ask projects and decisions to be verified against this this Health Check — the Health Check containing only 17 intervention possibilities grounded in common, solvable root causes typically hidden deep in the systems
You could demand today’s innovation processes and associated rules — typically designed for engineering-type innovations and, hence, unsuited for complex and quickly changing situations — to be complemented with an innovation process designed for complex and dynamic situations (more in Tutorial 3.4.4)
To restore trust quickly, you could — in combination with solutions to the most-damaging root causes — apply Adaptive Integrity of Manifesto intervention 7.B
… waste resources trying to retain volunteers and make a declining support base grow again?
… use practices and communication techniques that signal “more of the same that has been tried before”?
… demonstrate helplessness or engage in disturbing activities?
… demand that decision-makers make the problem-solving decisions when they do not know how:
… get stuck in the system?
… there is an “easy” way to guide decision-makers and their advisors to:
… when the “easy” way reduces the mountains of obstacles standing in the way of their work — and of your Initiative or Movement
… your Initiative or Movement could be designed for executability, scalability, and value realization at the desired system level — and aligned with today’s realities
By inviting your supporters, associated initiatives and movements to bring Leadership Questions directly into the decision-making of organizations. For more information, see Levels 1 & 2 in the Call to Contribute section below.
By doing this Health Check for your initiative or movement — a Health Check containing only 17 checkpoints grounded in common, solvable root causes typically hidden deep in the systems
By creating Executable Solution Frameworks EARLY ON, or when you need to get out of troubled situations (explained in Tutorial 3.4.2)
… the competitive position through the exponential growth of non-productive matters such as:
… impactful solutions to all these matters are available today
… you are free to use solution elements from this Manifesto initiative, your own, or those of third parties
The package of this Manifesto and Operating System offers complementary solution elements to all these matters
The package designed to
… capacity bottlenecks ‘everywhere’?
… high project failure rates?
… a crippling bureaucracy and overwhelming complexity?
… Individuals with the skill set your organization may need for solving complex problems being excluded by hiring and job-advancement processes?
… impactful solutions and innovations being excluded by processes and rules designed for stable situations — while the environment is complex and changes quickly?
… impactful solutions to all these matters are available today — including a simple directive for root-cause treatment of unnecessary bureaucracy, complexity, and high project failure rates
… and this freeing up resources and budget for the tasks public services are expected to provide
While you are free to use your own or third party solution elements:
The package of this Manifesto and Operating System providing complementary solution elements of high-to-highest impact to all these matters
The package designed to
… ever-increasing cost savings pressures,
… structural Capacity Bottlenecks ‘everywhere?’
… medical positions being reduced to finance unnecessary bureaucracy,
… giving up on patients when research into therapies with strong patterns of delivering needed results — where accepted treatments failed — is rejected by the research system through:
… patients paying twice: through their insurances for treatments failing to deliver needed results, and a second time for unsupported treatments delivering the needed results,
… the indirect suffering and the enormous costs of unnecessary mental matters — from productivity loss at work up to vandalism, crime, and imprisonment?
… two huge sources to
for all these matters are waiting to be unlocked through:
By applying relevant practices of the Tipping Point and Capacity Bottleneck Laws of Nature, as outlined further down, and in Tutorials 1 to 3.3.
By responding to the Health Call to Action (when available): an example of extreme treatment costs, extreme suffering, and long-term treatment — versus the patient fully recovered within months and having to pay for that treatment himself.
By developing research models suited for complex matters through applying the overruled principles of science.
For a model proposal see Tutorial 3.4.5 and for the missing principles Manifesto intervention 4.A
1 Michael Fitzgerald. Psychiatry and Einstein-Newton-Darwin researcher. Trinity College. Dublin. Retired. In Manifesto Tutorial 2.
2 See Tutorials 1, 2 and 3.4.5
… through:
1.
Theoretical models, having failed1 for more than two decades on complex matters, to
2.
Fundamental principles of science2 being overruled when the problem to solve involves complex matters?
3.
Scientists demanding that scientific facts be adhered to in this very situation?
… while this combination continues to undermine the credibility of science at large?
… lost trust can be restored
By solving points 1 to 3:
Through
Adaptive Integrity
1 Failure of models:
2 Fundamental principles of science:
Call to Contribute — At Any Level That Feels Right
Let’s create an irresistible force by bringing
Leadership Questions directly into decision-making in your environment
Through
Simply sharing Calls to Action providing Leadership Questions anyone can ask
Up to
Co-creation of impactful solution packages
You can simply:
Want to know how missing the Tipping Point Law may impact your life? Watch Tutorials 1 and 2
In addition to Level 1, you can simply:
Example questions to prevent costly mistakes and foreseeable failure:
Optional
At this level, the door to fresh thinking is opened. In your environment, you ask relevant Leadership Questions that guide decision-makers, advisors, and experts toward fresh insights and highest-impact solutions — while sparking meaningful dialogue. You might want to make it visible by doing the exercise in Tutorial 3.3.
You are free to use your own approaches, practices, and tools, or those of third parties. However, there are a few requirements:
A personal goal could be:
Direct links …
At Level 4, an Executable Solution Framework is co-created for a specific task or project. This can be done by yourself or together with individuals who have the necessary experience and skills.
In addition to Level 3, the following applies:
Requirements:
Your goals could be
Direct links …
Why accepting:
1.
Invest 2–4 hours to explore this homepage, the intervention and solution possibilities under the menu options Manifesto and Manifesto ++ / OS, and watch the tutorials that may be relevant
2.
Get somebody with the mindset of “what worked where our long-standing solution attempts failed us” into a leading position, and take on the responsibility to:
Or become this person yourself.
3.
This person has the skill set to solve complex problems — or is coached by someone who does
Direct links…
Why Our Long-Standing Solution Approaches Failed Us
Most damaging — yet solvable — Root Causes remain unresolved
The one-word policy to solve the crippling bureaucracy at its most damaging root cause is missing
By publishing the word and its implications as a top-level policy, bureaucracy itself can be used to bring it into decision-making at all levels — and to drastically reduce bureaucracy to healthy levels.
Before the word can be made available, its context needs to be established. This is provided through the Manifesto’s tutorials.
Popular expressions trigger:
Same Thinking — Won’t Work
These expressions may still work for the own group, but trigger “won’t work” when used with other groups.
As soon as three or more groups have to work together, adjusting the expressions to each target group no longer works.
Example groups
What works in small environments gets stuck when scaled up.
Solutions, models, best practices, and IT tools are typically designed for a few parts of a complex problem — and miss the mountains of obstacles that appear when scaled up.
The same root causes
across industries, fields, and subjects
Quite often, simple solution possibilities
are waiting to be used
Universally applicable — when a part or the whole is COMPLEX
And more
And more
And more
Needed: A Reliable Foundation to Create a Common Path
A Manifesto
Providing the highest-impact intervention possibilities
An Operating System
Like Windows, Android, or iOS — but enabling healthy societal, organizational, and planetary systems
Based on …
Something powerful enough that it cannot be rejected
Intervening where …
The highest impact can be made at the lowest costs and risks — at the system level
Complete enough …
To turn today’s chaos of guidance and directions into a common path
Enabling decision-makers and initiative owners to …
Make the problem-solving decisions
Get impactful solutions through the systems with high speed and reliability
Emile van Essen, Founding Chair of World Sustainability Fund:
As far as I know, this is the only initiative worldwide responding to the following at the level required:
Nature’s Guidance
.
We Are All Part of Nature
So are the organizations we work for, the environments around us, and the systems we have created
Nature thrives when the environment is healthy
Nature’s Laws are present or occur
Nature’s Laws cannot be overruled, ignored, negotiated away, or changed by human will
It does not matter whether these Laws still need to be identified, require adjustment to the latest findings, or are expressed in exact, verbal, or illustrative ways — they are present or occur
No mathematics is needed for the main Laws
guiding us out of the Polycrisis
.
A few Laws of Nature — overruled, denied, or overlooked — guide us out of the devastating situation
.
The only solution left and powerful enough to solve the existential threats we face may be:
The (re-)integration of Relevant Laws of Nature
in Decision-Making
Before Nature’s guidance can be used
Action Paths
Three Solvable Root Causes of Devastating Consequences
When mainstream decision-making changed to decision-making by hard numbers, money, and linear practices ‘only’, information of critical importance — that could not be expressed this way — became invisible and treated as irrelevant
Alongside high failure rates, stress, and burnout, this created so-called management failures — while decision-makers and their advising experts believed they were applying state-of-the-art practices.
Solvable Root Causes: see root causes 2 and 3
These mainstream practices are hereafter referenced as exact practices
In the wake of Root Cause 1, we lost the ability to apply two groups of Laws that match the above criteria for Laws of Nature:
Solvable Root Causes
In the wake of Root Cause 1 …
This has led to few — or no — individuals in influential and decision-making positions with the ability to see highly effective solutions and get them through the systems. More to this in Manifesto Tutorial 3.4.3.
Example
One Law of Nature Stands Out Above All Others
With water — and in countless other situations — we apply this Law without realizing it is, in fact, a Law of Nature.
The Tipping Point Law:
“When a Tipping Point is crossed, something fundamental changes”
How we apply this Law in organizations
We adjust our practices according to the state — solid, liquid, or gas. The same applies to other substances
Further Tipping Points:
Other expressions for Tipping Points:
Beyond the Tipping Points of increasing Complexity, the Tipping Point Law demands different practices.
Until about the turn of the century, switching to the suited practices happened automatically. It happened through practices that used to be integral to decision-making when exact practices could not provide reliable outcomes. These practices were called Common (Business) Sense and Intuition.
Applying exact practices beyond the Level 1 and even Level 2 Tipping Points became common. This happened because the Tipping Point Law was not identified as a Law of Nature — let alone for complexity.
This led to the new trends of agility and self-organization, with their open and non-linear practices. However, those approaches also missed the Tipping Points. They are now criticized just as much as the traditional best practices and models.
The systems — within which the problems at the top of this page must be solved — are now beyond the Level-2 Tipping Point.
Beyond this Tipping Point, the systems …
Patterns of systems and organizations being beyond the Level-2 Tipping Point:
Effort and cost consequences & Solution Possibility
The Tipping Point and Capacity Bottleneck Laws of Nature provide the practices needed to get this solved. A single word tells when a switch from exact / linear practices to open practices is needed — and when the reverse applies.
The Law of Nature Manifesto & Operating System
Various practices to open fixed ways of thinking
Some visible, others emerging through the interactions between Manifesto and OS elements
A knowledge base of concise yet highest-impact insights and solutions
Natural process flows, Core Human Values, Essential Behaviours, etc.
Select what is relevant for the situation at hand — ignore the rest
Available from this webpage for immediate use
Free use —including free commercial use (Creative Commons licenses apply) 1
The LoN Manifesto+OS in only 30 minutes to 5 hours 1
(The 5 hours for implementation experts)
The Law of Nature ManifestoTM + 2 Extensions
8 + 7 Intervention Possibilities of the Highest Impact
Core Human Values & Essential Behaviours
1 The pages under these menu options: Home, Calls to Action, Manifesto, and Manifesto+OS, including short tutorials.
Extra time may be needed for the calls to Action and downloadable add-ons.
A group of independent individuals with extensive experience in what delivered needed results where our long-standing solution approaches failed us.
When they could not find anyone in businesses, public services, or universities responding at the levels required — for making impactful solutions executable, scalable, and durable at the system levels — they took on the challenge. It led to the LoN Manifesto + Operating System.
Netherlands, Germany
Polymath
Initiator and main Analyst of the Manifesto
Consultant, Inventor
Arti Ahluwalia
India
Polymath
Coordinator of Publications UN Commons Cluster NGO Major Group
Ecocivilisation Country Chair India
Director at Dimex India
Stephanie Barnes
Canada
Creativity for doing things differently
Sharon Bowes
Canada
Life of Meaning Strategist
Nature’s Wisdom Strategist
Margie Charpentier
Netherlands
Background support and out-of-the-box contributions
Emma de Klerk
Netherlands
Translater
Creative Illustrator
Jennifer Fiedler
United States
Coach
Catalyst
Filmmaking Mentor
James N. Rose
United States
Biologist (retired)
General Systems Analyst
Developer of Integrity Paradigm
Elly Rijnierse
Netherlands
Senior Advisor
Civic Leadership and democratisation in Integrated Area Development
Ukpeme Okon
United States, Nigeria
Barrister
Ambassador for Peace
Catherine Schoendorff
Germany, France
C-Suite Coach
Former CEO
John Scholtz
Netherlands
Program Manager
Passion for sustainability
Serene Seng
Singapore
Executive Coach
Speaker
Dr. Mahendra Shah
Indonesia
Director
Co-author UN-IIASA climate change report 2002
Former IIASA scientist
Adina Tarry
United Kingdom
Polymath
Organisation & Leadership Development, HRM Strategy, Quality & Process management, Business & Consumer Psychologist, Mentor, Master Coach & Supervisor, Lecturer, Author, Speaker
Marion van den Eijnden
Netherlands
Avatar Master
Former Occupational Therapist
Harry van der Velde
Netherlands
Holistic analysis and visualization of organizational issues
Owner, ZICHT Visie en Verbeelding
Emile (Glans) Van Essen
Netherlands
Founding Chair WORLD SUSTAINABILITY FUND
Polymath
Many sustainability projects across the globe have received (large) funds. Emile became a co-creator when he discovered that the Law of Nature Manifesto was addressing many of the obstacles undermining the projects funded and he didn’t see anyone else doing this.
