Powerback Rehabilitation by Genesis HealthCare. The most important thing people want from a rehabilitation facility is to get home as soon as possible. They want their power back, so that’s what Stealing Share named this new offering. Rather than the soft themes used by competitors, Powerback is all about strength and vitality.
Power in the right direction
Power in the right direction
Know what to do
Know what to do
Why we’re better
Why we’re better
Bold and compelling
Bold and compelling
A complete impression
A complete impression
The “voice” of strength
The "voice" of strength
New business support
New business support
It all works together
It all works together
Top of mind
Top of mind
Fresh and modern
Fresh and Modern
Hardworking color palette
Hardworking color palette
Powerback Rehabilitation was last modified: September 14th, 2014 by Tom Dougherty
How to Get the Most Out of Your HR — By UN-BUNDLING Them
Almost all of us think of one another as individual human beings. This way of thinking about one another is pervasive. Even in business, when we hire people, we think we are hiring individuals.
When we form departments or internal business teams, we do so by putting individuals together. Moreover, this mode of regarding ourselves has been operational from the beginnings of business. However, things have been changing over recent decades, and they have been accelerating recently. Competition has been intensifying.
Accountability has been tightening, and every year, our businesses have had to become more productive. In simple terms, with each coming year, businesses have had to generate more revenues with less investment. There is no indication that the speed of change, the intensity of competition, or the tightening of accountability are likely to stop, or even let up.
Therefore, it may be high time that we ask whether there might be a better, more productive way to get more productivity out of our investment in human resources. One promising way to regard human resources might be to UN-BUNDLE individual humans into the major layers of resources contained in each individual. Human beings are extremely complex entities, each possessing relationships, physical labor, material and financial resources, expertise, and knowledge. (Read about a new model for business management here)
What Would This Look Like?
How would your business management look if instead of looking at it as a single horizontal nexus of people, we UNBUNDLED this single layer in a way that reveals all the resources bundled in each individual as separate layers of resources? When we UN-BUNDLE your human resources in this way, we get a three dimensional cylindrical space full of different kinds of resources, comprising of at least six horizontal layers, five of which are each located vertically at a different height above the original horizontal network of the physical form and might individuals.
(Beginning with bottom most)
Physical Labor and Skills (each one’s physical might in the sense of elbow-grease). This layer can be sub-bundled into different aspects of physical labor, such as stamina, strength and concentration, etc.
Contacts and Relationships (among the individuals that comprise the network). This layer can easily be sub-unbundled according to the basis of contacts and relationships/colleagues, superiors, subordinates, suppliers, customers, family, neighbors, school-mates, work-mates, fellow-believers, etc.
Material Resources (each one’s material and financial possessions). This layer can be sub-unbundled into things, real estate, cash, and credit (borrowing power).
Conceptual Expertise (each one’s familiarity with various ways of thinking). This layer can be sub-unbundled into creative, rational, social, evaluative skills.
Conceptual Convictions (each one’s reliable conceptual content). This layer can be further unbundled into experience, knowledge, and beliefs.
Conceptual Motivations (each one’s agendas). This layer can be further unbundled into intentions, aims, goals, objectives, purposes and missions. When we look at these six layers, we immediately realize that most of the latent energy in the network is to be found in the top-most motivations layer of the cylinder of unbundled human resources, and that the five layers below it are support layers toward the fulfillment of the latent purposes and intentions that are inherent in one’s motivations. Accordingly, this ceiling layer of unbundled MOTIVATIONS comprises the propulsive power of your business. This energy is manifest in the willingness of each individual to expend one’s own resources (including time and effort) in the other layers of resources – toward the fulfillment of purposes or intentions that manifest one’s motivations.
Put The Power to Work
So, the first way to harness all this energy is by aligning the motivation of the business management with all the motivations existing in the unbundled ceiling layer. This means we must show every individual how one’s own motivation to get ahead and be more successful can be fulfilled by adopting the purposes of the business and fulfilling them.
The second way to harness all these unbundled resources is to identify and align those at each level of resources with the businesses’ own primary motivations, so that they can be used and applied in the interest of the business regardless of their respective physical or geographical location. Only the lowest layer of unbundled resources, namely, the physical labor and skills is geographically anchored. In addition, even this can change through travel and relocation.
Most of the other layers of unbundled resources are transferable across space, primarily through information and communications technologies, and are therefore not bound with the physical form in which they appear to be confined. This means that the proper application of information and communications technologies can be used to deploy all the other layers of resources and motivations according to the organizations needs.
Our world changes primarily through the fulfillment of our most intense purposes and intentions, because the emotional energy of these ‘motivations’ can harness the network resources more easily than most other kinds of effort to make things happen. We need to change our internal business teams. To sum up, un-bundling human resources and regarding most of them as resources that are independent of the physical human form in which they appear to be located, and learning to apply information and communications technologies to deploy these geographically liberated resources —might effect a substantial productivity boost to your business and business management.
A CFO is usually tapped to be the catchall when it comes to corporate spending and finance. As the economy shrank, it was the job of the CFO to look for ways to cut costs while attempting to increase revenue.
Now as the economy begins to sputter lethargically back to life, it is your job again to decide which corporate initiatives provide the greatest opportunity of success and are worthy of allocating precious corporate funds.
Your job function flows back and forth between a manager of transactions to that of a strategist and communicator. Your role continues to morph away from the mergers of transactions to the merger of financial strategies because of the ever-increasing pressure being placed on your function from both those within your organization.
Solid financial strategy may be what has enabled your organization to survive through the current financial crisis and it will certainly enable your organization to grow in better times.
Being a CFO today demands that you understand the dynamic nature of your business, more than just in terms of dollars and cents. You must understand IT, Operations, Sales and Marketing, and Human Relations in addition to your native finance duties as well as the strategies of each of these functions and how it relates to the overall corporate strategy. Corporate strategy must be the ultimate arbiter in deciding what projects are funded and which are not. You must understand and be part of the branding process too.
Questions to Ask as a CFO
However, there is a strategy that will enable you and the rest of your executive team to better, more efficiently and decisively manage your corporate strategy: Brand.
Before you dismiss brand as something “they do in marketing,” brand is markedly different than what many have come to know.
Brand building is not a logo or an ad campaign. The branding process itself is not a cost center that goes unmeasured. Brand properly utilized and fulfilled is an agent of change initially and a long-term, complimentary element of sound, revenue building and cost-constraining corporate strategy.
Diligence requires you to be skeptical. Furthermore, you may already believe you have a strong corporate brand. If you do, write down your brand in one sentence on a piece of paper. If you are a bank, is your corporate brand process about service, longevity, or some kind of value proposition (best rates, most locations, etc.)? If you are a manufacturer of packaged goods, is your brand about providing your customers with the best goods you can at a reasonable price? If you are a technology firm, is your brand about service, uptime, innovation, or state of the art?
Then, as objectively as possible, ask yourself if any of your competitors say the same thing. Are you saying you are the best? If your competition is saying the same things as you, and they are not emotionally relevant to your target audience, then your brand is not strong enough to steal market share.
Brand Actually Reduces Expenses
Weak or non-existent brands in organizations end up costing those organizations much more money than brands that resonate. Meaningful brands provide an organization focus and purpose.
Weak or non-existent brands are inefficient and pull organizations away from the center, creating silos and infighting between what is “best” and what is “right.”
Moreover, brand provides an organization with meaning. Meaning is something that humans are always seeking. In the absence of a stated meaning within an organization, audiences (including your own employees) will make up their own meaning, further defocusing the entire organization.
Brand building is an extension of those you wish to influence. That is, it comes from and is part of the emotional makeup of your target audience. It is made up of their aspirations and beliefs. Because it comes from your target audience, especially those who do not already use you, it is not corrupted by internal inefficiencies, politics and tunnel vision of the organization. Brand is not about what you make or do. It is about what your customers believe or aspire to be.
Brand building serves as an objective roadmap to achieve the overall corporate strategy because it is devoid of internal “corporate speak” and personal agenda. Brand aligns and unites divisions. It removes inefficient and wasteful spending on “flavor of the month” advertising and sales promotions, expense in R&D activities that are not brand centric and builds positive corporate culture. It serves as a metric to measure, improves overall productivity and revenue generation, while building an emotionally resonate connection with those you wish to influence.
If marketing wants to spend money on a brand project, make sure you ask them if the promise means improved corporate efficiencies, reduction of wasteful spending in R&D and product development, and a strengthened corporate culture.
If the promise does not, then marketing is searching out the wrong solution to the wrong problem. The way to build an organization is not through a simple logo tweak or corporate image overhaul. If that’s the belief, then you can plan on spending money again while receiving little long-term value from the original investment.
The lack of persuasive and unique brand position is not a simple matter to be resolved with the marketing function. Rather it must come from and be directed by the occupants of the C-suite. A true brand transcends marketing and should be looked at as a long-term corporate investment.
Brand and the CFO. Brand building by the numbers was last modified: May 1st, 2015 by Tom Dougherty
What is the role of the CEO and branding? As the CEO of your company you are responsible for the bottom line. You have departments assigned all sorts of activities from marketing, advertising, brand management, HR, IT, and R&D and at the end of the day, all of them report directly to you. You have the responsibility for market share growth and profits and everything you do is focused on the ethical execution of that goal. You are also responsible for the branding of your company. If you leave it to marketing, you will get new ads.
When brands hire Stealing Share to position them to take market share and grow the business, we can estimate the future success by measuring the involvement of the C level suite. Only when the CEO is intimately involved and championing the process are we ensured of success. Why is that? It is simple really. (Read more on the CEO’s responsibilities towards marketing here)
You Must Refocus and Maybe Rebrand
In an effort to refocus a brand from the processes of the company itself into a vital and irrepressible force in the lives of the customers you wish to influence, a lot more that marketing has to change. This is where the relationship between the CEO and branding comes into play.
At a recent meeting with a company who had just gone through our “rebranding process” a marketer was waxing poetic on some message changes that were needed when the COO interrupted to admonish “this is a lot bigger than a marketing message, this is a cultural change for us.” Bravo. It is no less.
If your brand has not been growing at the rate that you desire, odds are there are a lot of problems beyond just a non-persuasive marketing message. There will be operational issues, corporate focus issues, product and service issues, best practice issues and often structural issues that hinder your growth. Stealing Share looks at all of these as well as areas of strategic control. The changes you need to make will ensure success but they need the leadership of those at the top. (Read more about when to rebrand here)
How to Predict Success
Companies that hire us welcome these changes because they want to win. If the changes that we have permission to make are only in the advertising and marketing realm, well, it simply will not work.
So, here is the 10-point success predictor checklist, the top 10 Success Cues if You Will:
1. Does the C suite embrace the changes necessary to win?
2. Is the company willing to slay any and all sacred cows in the service of winning?
3. Is the company willing to hear criticism of current practices?
4. Does the company foster a culture of candor?
5. Is the company purposive as apposed to processive?
6. Does research carry authority?
7. Is truth saluted at all costs?
8. Is the company willing to invest in what it costs to win?
9. IS the company willing to tear down silos?
10. Is the company willing to abandon “that is the way it has always been done”?
The world in which you compete is changing more rapidly every day and yet best business practices often remain stagnant for years on end. Axioms remain unchallenged and as a result, the infrastructure needed to win often has become cumbersome and unyielding. As a result of all this, opportunity exists for the more nimble companies because they have the ability and more importantly the desire to change. If your competition is an established brand who “wrote the book” on the category that you wish to usurp, all the better. It just means that the very advantages your brand possesses are hindrances to your competitor’s ability to react.
CEO and branding. Be Ruthless
In the quest to grow market share, we preach the importance of cutting off the sacred cows at their knees. Often, this is the hardest hurdle to overcome because it requires companies to rethink old adages and to reassess the needs of the target audience as being more important than your own needs.
The process of stealing share demands vigilance. It requires a focus on excellence and the elimination of all extraneous activity. To that end, there are no benign or neutral actions or messages. Who can afford them? Anything that does not further the brand works against it and absolutely needs to be eliminated.
This is the job of the CEO because brand is not messaging, it is DNA. It is as much who you are as it is who you are for. Anything less is, well, simply marketing.
CEO and branding. Slay all the sacred cows was last modified: May 1st, 2015 by Tom Dougherty
This article is being written to show how the Whole System Model can improve business management. If only because business is the integral institutional instrument with which the Whole System accelerates its own transformation.
Reality is Malleable
We have all grown up regarding Reality as an incomprehensibly fragmented and disorderly collection of different systems, many of which cannot be integrated. This makes for confusion and conflict, among not only us as a species, but also between us and the rest of Nature. Every one of us struggles, throughout our lives, to make sense of the increasing complexity and turbulence that surrounds us. Managing businesses is likewise becoming increasingly difficult. There are ever-larger amounts of information raining upon us ever faster. It is becoming increasingly difficult to process all this information into meaning and clarity for better decisions. (Read how we utilize currents in behavior when branding)
Our deteriorating inability to integrate all this information into a coherent understanding of what is going on both within and outside a business is bewildering. Much of our efforts and investments for business continue to be expended wastefully, simply because our conventional fragmented and scattered knowledge of Reality is not up to the task of enabling us to make sense of everything that is going on around us. It is making it even more difficult to know the surest way to success.
We still make wrong decisions too often, and this results in wasteful expenditures of the limited resources we have. All this disorder, confusion, and waste is tragic, because it need not really happen. Scientists already know that Reality is NOT the way we regard it. They have known, now, for over a century, that Reality is NOT an incomprehensibly fragmented and disorderly collection of different systems, many of which cannot be integrated. On the contrary, Reality is actually a single integrated order of interrelated and interacting subsystems, comprised of components, structures, relationships, dynamics, and processes among them.
All we have to do, in order to make fewer wasteful business decisions, and instead become able to make more effective ones, is to correct the conceptual subsystem with which we interpret our experiences – to be more and more consistent with the systems nature of Reality. All we have to do is to replace our outdated and mistaken fragmented and disorderly conceptual framework – with the Whole System Model – to be consistent with the Whole System Order of Reality.
A Framework for Understanding the Market Reality
The Whole System Model is a conceptual framework for making sense of Reality as the single and integrated system it already is. As business is the primary engine of self-transformation within the Whole System, we must regard business operations as the cutting edge of change and begin to regard, understand, and manage business – with the Whole System Model. The Whole System comprises several domains and has three key feedback loops operating among them.
By getting familiar with these domains and feedback loops, and by understanding how interactions among them generate business, we will become ever less wasteful and ever more effective at business. This article will briefly explore the key domains and feedback loops in the Whole System, and how these work together to accelerate the Whole System’s self-transformation through business. Specifically, the article will provide a sense of the structure, relationships, processes of the Whole System, and our place and functions within it. We will discover that business is primarily about managing pre-existing dynamics in the Whole System, specifically, managing the unbundled domains and feedback loops that comprise the human component in the Whole System. (Read about research methods that are different)
Whole System Development
Before we look into the role of business in the Whole System, let us, for foundation’s sake, consider the development of the Whole System so far. Let us begin with the most familiar component that is matter-energy. Then we can gradually, step by step, layer after layer, overlay the development over matter-energy in order to constitute, first life, then responsive intelligence, and then humanity. We will see how the ‘human’ components and activities relate to, and interact with the base component of matter-energy generate business to accelerate the self-transformation of the Whole System.
The Domain of Matter-Energy – Nature
For some time now, Science has been regarding reality as being made up of matter-energy. The laws of physics, inorganic chemistry, geology, and astronomy all show reality to be a complex and dynamic system. It is comprised of several layers of subsystems, universes made up of galaxies, which are made up of star/solar systems, which are made up of stars and planets, which are made up of gaseous, liquid and solid objects, which are made up of molecules, which are made up of waves/particles, and so on.
Sentience and Basic Life Forms
Then emerged the Sentience function, giving rise to new formations in the Whole System we call basic life forms, which can be mapped with sciences like organic chemistry, botany, biology, and combinations of these with material sciences such as biophysics. Basic life forms are formations of matter/energy that move to the tune of a different drummer than that of Raw Nature. Sentience is the intrinsic capacity of Reality to observe itself. Hence, Sentience may be regarded as Reality’s feedback function. Wherever Sentience is present in the system, there is a formation that is fundamentally different from other formations, feedback in the form of positive or negative experienced content, and motion that is different from the ‘blind’ movement of inanimate matter-energy, by virtue of being driven by the positive and negative responses by the formation.
The positive or negative feedback to any experience is familiar to us as ‘emotion’. Such emotional feedback occurs in a spectrum ranging from extreme attraction to whatever is being experienced through the formation, or extreme repulsion to it, or any point between these two extremes of the spectrum. Hence with the emergence of basic life forms, three additional new orders emerged simultaneously in the Whole System, a) the life forms themselves, b) the Sentience function, and c) the new kind of motion of these life forms. The new kind of motion depended upon whether the feedback was positive (attractive sentient content) or negative (repulsive sentient content), and how much, or little, of either. Basic life forms that move according to such feedback are what we might call responsive complex systems. Because their motions responded according to the quality of their sentient content, their motions were different from the motions of the rest of matter-energy.
Sentience and Smart Life Forms
Then came yet other domains of the Whole System with we call smart life forms, which have been studied with sciences like the zoology of animals. Like basic life forms, smart life forms also involve Sentience. However, instead of merely responding immediately according to the experience that Sentience makes possible, these creatures can also COPY their experiences in an abstract ‘conceptual’ form, and STORE these copies of their experiences, RETRIEVE these as memories, and thus also interpret experiences based on similar earlier experiences, and respond to these interpretations, generating a new kind of motion in matter-energy. Smart Life Forms can respond not just to what is experienced by Sentience through them, but also to the memory of what followed the previous similar experience, even though, the following experience has not yet occurred this time around.
As such, these creatures represent more sophisticated feedback subsystems in the Whole System. Smart life forms therefore move in a way that is different not only from just the natural dynamics of insentient matter-energy forms, but in ways that are also different from the motions of basic life forms that move merely in direct response to what is experienced. Smart life forms go one step beyond and respond according to memories of experiences that followed prior experiences that are similar to the current experience. That makes these smart life forms anticipative complex systems.
The emergence of Anticipative Complex Systems gave rise to a completely new kind of feedback loop. Whenever creatures move in novel ways because of remembering the results of prior movements, they are anticipating (imagining) the possible result from the immediate experience. Finally came yet new part of the Whole System we can call transforming life forms. Transforming life forms which are being studied with sciences like psychology, cognitive science, sociology, politics, and economics.
Transforming life forms also involve Sentience and anticipation based on earlier experiences, but instead of merely being confined to anticipating according to past experience, these creatures can also PROCESS their prior experiences to develop sequential (causal) knowledge and speculative possibilities in the form of ideas. Also importantly, they are also able to transfer their processed memories in the form of both knowledge and ideas among one another via immediate and deferred linguistic media, such as conversations and books, newspapers, magazines, etc. This further enables these forms to organize themselves into various kinds of organizations such as governments, political parties, and businesses.
As such, transforming life forms have a much more sophisticated feedback subsystem in the Whole System than did anticipative life forms such as animals, and basic life forms, such as early life forms and plants. Above all, transforming life forms, i.e., human life forms are able to change their environment proactively by engaging in motions to transform their environment according to their experiences, knowledge, imagination, and communications.
At this time, the human species are the only known life forms that possess high intelligence and comprise instruments of the Whole System that are self-transforming. However, it must be said here that these high-intelligence life forms may eventually include some other life forms on Earth and possible extra-terrestrial life forms as well. In this diagram, for convenience, we have collapsed all non-human life forms with all other non-transforming forms. This enables us to distinguish the salient domains of the Whole System, i.e., the functions through which the Whole System transforms itself.
Overall, this makes for several layers of reality within the Whole System Model. Of course, there is matter/energy, then basic life forms, then anticipative life forms, transformative life forms, and the motions and actions of all these layers of different motions in the matter energy dimension of the Whole System. Then we have the non-matter/energy dimensions or layers of the Whole System. These are Sentience, the Valuation function, the interpretive function, the imagination function, the action function, each of which, both individually, and in concert with other functions, transform all the other layers of the physical (matter-energy) and have even begun to transform the transformative life forms themselves via genetic tinkering, and technology based surgical procedures.
Business involves the organization of human forms in ways that accelerate the self-transforming capability of the Whole System. Over the last couple of hundred years, primarily through business organizations, initially such as the British and Dutch East India Companies, and since through other more recent businesses like Carnegie Steel, Standard Oil, Caterpillar, AT&T, ABB, Bechtel, General Motors, Boeing, IBM, HP, Microsoft and Google, to mention a minuscule few, there has been an accelerating explosion of self-transforming activity in on the planet Earth corner of the Whole System – in the form of the emergence of more and bigger cities, buildings, highways, railways, bridges, tunnels, dams, and all the other technological products and services so many of us take granted. When we regard business from the Whole System perspective, i.e., view IT via sentience and knowledge from within the Whole System; we must wonder what additional feedback functions were added, that made possible.
Building on Business Management
Business is changing. Branding Structure has changed. However the manner in which most organizations conduct business has not changed in many years. How do we look at effective brand management? How to we adjust the accepted brand theory to reflect these changes? To do so, we must first identify the different kinds of motions in the Whole System that arises from each of the different kinds of forms in the system. We will then identify the new domains that arise in the Whole System, and how business is the culminating function of these domains working together.
We have already seen that Reality is a single substance, functioning as a Whole System; and that this Whole System is dynamic, perpetually generating forms of temporary duration, which then dissolve after existing for various durations, only to re-form to generate other forms. We have also seen that the Whole System functions (moves) through six different kinds of forms. We have also learned from the deepest nature of the substance of Reality, quantum mechanics, that consciousness (sentience) is present in it, and influences the movement of quantum particles at this deepest level. However, it must be understood that all the known universes, galaxies, stars, planets, especially the planet earth, their respective moons, the asteroids, all the oceans, seas, lakes, rivers; all the land masses on earth, including mountains, plains, all the life forms, including plants, animals, and humanity, contain just seven kinds of forms, each operating with one or more of six distinct functionalities that make each of these kinds of forms move differently from the others.
1. Inanimate Forms.
By far the largest kind of forms is the one that might be called inanimate. To the best of our current knowledge, almost all of the substance of physical reality, i.e., well over 99% of all of the substance comprising the universe (or universes) – is made up of inanimate forms of different sizes, shapes, and structure. These inanimate forms, although inanimate, are, like the rest of the universe/s in perpetual motion. So the motions that these inanimate forms undergo are entirely mechanical, based on the preexisting momentum and the flows and forces operating in and around them. To the best of our knowledge to date, all the substance that make up the remaining five ANIMATE kinds of forms add up to less than even a single percentage point of the substance of all of Reality. The inanimate forms are not known to be influenced by the presence of sentience in any way.
This is because, even if the sentient function is latent among them, the momentum around and within them so deterministically confines their existing motions, that Sentience could not have influenced their motion in any way. Reacting Animate Forms. On the third planet of the immediate solar system, can be found all the remaining five kinds of forms; i.e., kinds of forms that are animate, because they all move differently from the way that inanimate forms move. Unlike the first and dominant inanimate kind of forms, these five kinds of forms are all influenced by the experiencing function of 2.Sentience.
These five animate kinds of forms are all influenced by the Sentience function; i.e., each of these animate kinds of forms are sentient of the immediate environment surrounding them, and accordingly, move according to the specific kind of experiences that arise from the functioning of Sentience through them. The most elemental of these five are familiar to us as basic life forms. It is interesting to note that the motions of basic life forms are influenced differently via sentience of their immediate environment, according to whether their environment is favorable or unfavorable to their continuing existence, i.e., according to whether they are attracted to, or repulsed by the environment being experienced. This attraction or repulsion may be said to constitute an emotional ‘valuation’ of every kind of experience, or feedback content. Examples of such basic life forms might be single-celled organisms that have not yet developed the ability to store their experiences in genetic content that can be passed on genetically to future generations of replications.
2. Anticipative Life Forms (via genetics).
Then there are the kinds of forms through which Sentience not only experiences their immediate environment, whether attractive or repulsive, but their specific motions are influenced, not just by their immediate experience of their environment, but also via their genetic storage and retrieval of feedback content experienced by previous generations of replication their kind of forms.
This genetic ‘information’ which also includes positive or negative emotional valuation charges, enables these kinds of forms to anticipate experience according to their ‘recognition’ of prospective imminent experiences before the experiences actually occur, and they react, not only react to their immediate experiences, but also to such genetically driven ‘recognition’ of prospective imminent experiences. Examples of these genetically anticipating life forms might be single or multi-cellular organisms like plants that have developed the ability to store transfer experiential content genetically to future generations of replication, but have not developed the ability to store experiential content conceptually, through the same form that had the experience in the first place
3. Proactive Life Forms (via concepts).
Then there are the kinds of form through which Sentience not only experiences their immediate experience through genetic recognition, and directly, but also through recognition. They do this via stored experiences that had occurred earlier, and operate not only genetically, but also conceptually, via abstract copies of earlier experiences that are stored in within the forms of the kind of forms that experienced them earlier.
These future generations of sentient forms through which experiences (feedback content) obtained with Sentience are copied and stored as abstract concepts, enabling them to move according to anticipation of consequences similar to those had with earlier experiences, without having to wait a generation for the earlier experience to become available via storage. This enables these kinds of forms to move differently from inanimate forms, basic life forms, and genetically anticipating life forms. Examples of these conceptually anticipating life forms might be most mobile creatures of nature, such as insects and most animals.
4. Concept-processing Life Forms.
These are the kinds of forms in which experiences obtained with Sentience are not only copied and stored as concepts, but are also processed into inferences (interpretations) and ideas (imaginations). This enables these forms to move not only according to immediate experiences, but also anticipatively via genetics and concepts, but also interpretively and imaginatively, thereby enabling them to move differently in many more ways than the all the other kinds of forms we have discussed so far. Examples of these Concept-processing Life Forms are mostly advanced primate forms, and especially early hominids.
5.Linguistic-Concept-transferring and sharing Life Forms.
These are the kinds of animate life forms that not only possess all the capabilities of the kinds of life forms we have discussed so far, but can also transfer stored and processed concepts among other units of such life forms through the sensory medium of language. Examples of such life forms are human families, tribes, organizations, and the entire species – humanity. For the purposes of convenience, let us collapse all the different kinds of inanimate forms and motions OTHER than the last one, Humanity into just two kinds of physical substance: Insentient and inanimate forms and motions on the one hand, and Humanity’s forms and motions on the other. In addition to these forms and motions, we have also identified four new broad functionalities that emerged, in addition to the physical substance of the Universe, or the Whole System.
These four additional functionalities are: a. Sentience, b. Emotional Valuation, or qualitative feedback content. c. Processed Knowledge, generalities about the way things are; d. Processed Imagination, generalities about possibilities. When we look closely at the two broad kinds of physical forms and motions, and add, to them, the four new domains that emerged, we discover three dynamics that are perpetually operating through every human form, transforming the world in the process:
Perpetual Expansion. This means that to every ‘human’ point of Sentience in the Whole System, there is always new kinds of content accumulating over and above all the kinds of content that have already occurred.
Spiral Influence. This means that there is a perpetual spiral operating among the following four domains: 1. Factual conceptual content – (conceptual substance) 2. Imaginative conceptual content – (conceptual substance) 3. The motions of human forms – (physical substance) 4. Changes among all the remaining five domains – (physical substance). Spiral Influence is a cycle (spiral over time) that flows through both physical and conceptual substance in a single ecology. What is known (conceptual) influences what is imagined (also conceptual). What is imagined influences what is done (physical). What is done influences what changes in the world (physical), what changes influence what is known, what is known influences what is imagined, what is imagined influences what is done, what is done influences what changes in the world, and so on and on and on…
Sentience-based valuation. This is the perpetual assignment of positive or negative value on whatever is experienced by sentience. The attraction or repulsion, and the degree of either dynamic that results from sentience noticing anything, whether it’s something physical or conceptual, whether it’s something known, or something imagined, whether it’s something being done or some change that results. The six domains of the Whole System, Sentience, Emotional Valuation, Knowledge, Imagination, Human Action, and Physical Change in the world, together with the three dynamics, Perpetual Expansion, Spiral Influence, and Sentience-based Valuation, are the means by which the Whole System keeps transforming itself on a continuing basis. It is these six domains and these three dynamics that give rise to more and bigger cities, buildings, highways, railways, bridges, tunnels, dams, and all the other technological products and services so many of us take granted. And what is business? And what is its role in the Whole System? Business is the human organizing principle that accelerates the dynamics. Wherever business is, competing to accomplish things with less waste, and more value, modes of human organization are continuously being created that generate ever more transformation of ever more kinds, in ever quicker ways. This is why business is the organizing principle by which the Whole System keeps transforming itself.
Business Management and A New Model for Effectiveness was last modified: September 26th, 2014 by Tom Dougherty
What bank leaders can learn from Wells Fargo The Wells Fargo cross-selling scandal will affect more than just it and its customers. The scandal will affect the entire banking industry, which means banking leaders must be beware of simmering anger with banks and know what to do going forward.
Logistics – Parcel delivery market study Logistics particularly as it relates to the consumer delivery business is a two horse race. FedEx and UPS have long duked it out, in effect, having a duopoly over an entire category. One might argue that the US Postal Service ...
Population health is an opportunity Population health is a top concern, but it represents an opportunity
The Affordable Care Act has affected everything for hospitals, including the struggle to be financially successful.
Notably, however, it prompted the switch from a fee-for-service reimbursement model to a pay-for-performance one ...
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