Global Mindset - Manfred Jantzen

bonesworshipΤεχνίτη Νοημοσύνη και Ρομποτική

14 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

50 εμφανίσεις


C
HAPTER
2


Why
w
e must Learn Complex Thinking

Complex Thinking

The Human Enterprise
-

A Complex Adaptive System Environment
*



A.



Global Mindset

Cutting
-
Edge Thinkers with a
Mind
-
scope


B.



Complex Dynamic System Behavior

A Complexity Science Perspective



Complex Dynamic Systems

The World of Energy, Matter and Information



Disequilibrium Dynamics

Four Primary Forces
-
COCA



Self
-
Similarity of Complex
Dynamic Systems

Fractal Scaling


C.



Complex Adaptive System Environment
(CASE)

The Human Enterprise Model

Growth and Maintenance Feedback


D.



Complex Thinking



Types of Thinking

Critical, Creative, Strategic and Complex Thinking



Complex Thinking Processes

Tipping Point Decisions



Complex Thinking Assessment









S
ECTION
I






I
NFORMATION
F
RONTIER

M
ANFRED
D.

J
ANTZEN
,

PH.D
.









-

18
-



C
HAPTER
2

C
OMPLEX
T
HINKING

The Human Enterprise
-

Complex Adaptive System Environment


Key Concepts

1.

Global Mindset

2.

Cutting
-
Edge Thinkers

3.

Mind
-
scope

4.

Complexity Science

5.

Quantum Physical
Reality

6.

Chaos Theory

7.

Complex Dynamic System Behavior

8.

World of Energy, Matter and Information

9.

Primary Forces


COCA

10.

Disequilibrium Dynamics

11.

Dissipative Structures

12.

Emergence

13.

Self
-
Directed Systems

14.

Self
-
Similarity

15.

Fractal Scaling

16.

Complex Adaptive System
Environment (CASE)

17.

Human Enterprise Model

18.

Growth and Maintenance Feedback

19.

Types of Thinking

20.

Complex Thinking

21.

Complex Thinking Processes

22.

Tipping Point Decisions



Solution Leadership

Discussion

1.

Why should Solution Leaders have a Global Mindset?

2.

Why must
we learn Complex Thinking?

3.

What are the characteristics of Complex Thinking?

4.

Assess your Complex Thinking potential

5.

What are the characteristics of a Complex Adaptive System?

6.

What are the key components of the Human Enterprise Model?

7.

What are Tipping Point

Decisions?






S
OLUTION
L
EADERSHIP

M
ANFRED
D.

J
ANTZEN
,

PH.D
.








-

19
-


A.


Global Mindset

Cutting
-
Edge Thinkers with a Mindscope




The New Philosophers

Who are the cutting
-
edge thinkers of today?
The scientists are the philosophers of the
21
st

century. They are
thinkers in complexity
. Their science
-
based thinking challenges
us in the same way that the philosophers
of the old use to. They deal with the
ultimate questions about the universal reality


matter, energy, life and consciousness


as well as the quality of life on this planet.


John Brockman in his work,
The New Humanists
, discusses an emerging third
culture.
1

The first two cultures were that of the literary intellectual and that of the
scientist. He defines this new culture, consisting of scientists and other thinkers in the
empirical world replacing the traditional intellectualism exploring and rendering
visi
ble the deeper meanings of our lives, redefining who and what we are.

This new culture deals with critical scientific issues that impact all of us. These
include revolutionary

developments in molecu
lar biology, genetic engineering,
nanotechnology, artifi
cial
intelligence, artificial life, chaos theory, massive parallelism,
neural nets, the inflationary universe, fractals, complex adap
tive systems, linguistics,
superstrings, biodiversity, the hu
man genome, expert systems, punctuated
Human Enterprise
Model
-
System Perception & Behavior
Global Mindset
Consequences
-
System Feedback
Universal Reality
Complex (Dynamic) Adaptive System Environment
Actuality
-
Real World
Global Change Framework
Global Knowledge
Scan
-
System Intelligence
Global Market
Actions
-
System Work
Einsteinian
Energy
Information
Quantum Physical Behavior
System
Unpredictable
Change
Newtonian
Matter
Physical Behavior
System
Predictable
Change
Multidisciplinary System Approach
System
Adjustment
Maintenance
System
Alignment
Growth
31
Manfred D. Jantzen, Ph.D.
Figure
1

Global Change Framework:
Reality, Knowledge
, Enterprise, Market and Mindset

S
ECTION
I






I
NFORMATION
F
RONTIER

M
ANFRED
D.

J
ANTZEN
,

PH.D
.









-

20
-


equilibrium, cellular

automata, fuzzy logic, virtual reality, cyberspace, and teraflop
machines among others.

Unfortunately, despite all the recent advances, the dominant ‘intellectual mindset’
was neither science
-
based nor science influenced. Brockman claims that while
the
tw
entieth century was a period of great scientific advancement, but instead of having
science and technology at the centre of the intellectual world and having a unity in
which scholarship included science and technology along with literature and art, the
of
ficial and formal culture kicked them out. Traditional humanities scholars were
powerful enough to maintain the old by looking at science and technology as some
sort of technical special product. Brockman assets that elite universities nudged
science out o
f the liberal arts undergraduate curriculum
-
and out of the minds of many
young people, who, as the new academic establishment, so marginalized themselves,
that they are no longer within shouting distance of the action.

However, Brockman now sees encouragin
g signs that the
third culture

is
spreading, which includes scholars in the humanities who think the way scientists do.
Like their colleagues in the sciences, they believe there is a real world and their job is
to understand it and explain it.

In short, so
mething radically new is in the air: New ways of understanding
physical systems, new ways of thinking about thinking that call into question many of
our basic assumptions. A realistic biology of the mind, advances in physics,
information technology, genet
ics, neurobiology, engineering, the chemistry of
materials
-

all are challenging basic assumptions of who and what we are, of what it
means to be human. The arts and the sciences are again joining as one culture
-

the
third culture.

Those involved in this
effort on either side of the old divide are at the centre of
today’s intellectual action. They are the new humanists who see the world through
new paradigm shifting lenses. The new frontier world has emerged.


Mind
-
scope

As we have discussed previously,

i
nformation

has become the dominant wealth
-
generating resource and is driving an emerging new global order. The challenges of
the speed, depth and spread of information that drive the global rates of change
demand a new leadership and management paradigm. T
o stay healthy, all human
systems must learn to adapt to the dramatically changing environments.

There is an on
-
going
global information tectonic
s, a shifting of global civilization

and societal plates that causes local violent eruptions of unparalleled proportions.
This worldwide upheaval changes all existing political, economic and social
configurations, effects the spiritual values and well
-
being of all human communities
on our pl
anet.

We explored the challenges of the global rates of change and their challenge to
thinking and learning, leading and managing.

The
Solution Leader

must also develop
S
OLUTION
L
EADERSHIP

M
ANFRED
D.

J
ANTZEN
,

PH.D
.








-

21
-


a
global mindset

to understand the global information dynamics that deals with the
uncertainty and complexity of the emerging global order.

Solution Leaders

must recognize the need to develop a global mindset

to solve
local problems; and at the sam
e time not applying a local mindset to global problems.
Warning! Leaders are warned that traditional linear thinking may be dangerous in a
non
-
linear complex reality. Traditional linear thinking may provoke global chaos.

Traditional
logical linear thinkin
g

cannot solve local or global problems involving
change. Linear thinking and acting may provoke
global chaos
, although we locally act
with the best intention. It is not sufficient to have good intentions without
considering the nonlinear effects of single

decisions. Leaders must develop a global
mindset
, a mindset like a ‘
scope
’ that can scan the global information ‘landscape’ to
search meaningful landmarks to guide their respective communities forward.

Leaders must accept that to s
olve global
-
local human system problems requires a
multidisciplinary and integrated approach
to problem solving. The healthy human
enterprise adapts itself both within and outside of itself to the constantly changing
network of relationships that constitut
e its environments. Imagine we could use a
mind
-
scop
e


a mental construct that would increase our range in exploring reality and
particularly our global environment.

The
telescope
placed us
macro
-
cosmically in the
universe, and
microscope
opened
up the microscopic universe,
otherwise invisible to the
normal sight. Even our particle
accelerators are a kind of
scope, which gives us access to
the subatomic level. The
computer

used as an
instrument, as a scope, opened
up the view of the complex
dynamic system’s world. The
computer
-
scope
helps us with our virtual cosmos, giving us access to virtual realities and
mind
-
expanding possibilities.

The mind itself is a scope, properly
understood and focused it opens up the
universe of mind and consciousness, and imagination powered energy and
information, a universe of unlimited creativity.

Scientists have always used the mind
-
scope in the form of disciplined
imagination and creativity.

So have all other disciplines and particularly artists. Proper
use of the
mind
-
scope
allows us to view life and provide the instrumentality to
create our
future.
If our mind is properly focused, it allows us to explore the universe of
imagination, a unive
rse of virtual reality. A properly tuned
mind
-
scope
, a consciously
focused mindset, using an integrated system approach increases the power of the

TeleScope

Macro Cosmic Universe

The Beginning


MicroScop
e

Micro Cosmic Universe

Subatomic Level

ComputerScop
e

Virtual
Reality

Dynamic Systems Behavior

MindScope

Consciousness

Thinking in Complexity

The Mind
-
Scope

A Global Mindset Conceptual Tool

Figure
2

The Mind
-
Scope
-

Four Scopes to view Reality

S
ECTION
I






I
NFORMATION
F
RONTIER

M
ANFRED
D.

J
ANTZEN
,

PH.D
.









-

22
-


mind itself a thousand fold to process energy and information with a purpose. In this
universe of virtual inf
ormation reality, we create value to achieve the quality of life we
seek.

The telescope does not change the universe, but without it, we could not see the
mountains of the moon, the canals of Mars or Saturn’s rings. The analysis phase of a
life conscious s
ystem approach does not change a thing by itself, but when it is put
into practice, and we get a larger perspective and acquire greater understanding, we
are changing things. Our minds and our actions ultimately create our reality. Any time
we form relatio
nships


mental or physical, we change reality. Every time we discover
something, it adds to our understanding of reality.

By employing our minds, we can change reality.

We are so interconnected, none of us will ever be
the same after we have chosen and i
ntervened on our own behalf.
Our action, our behavior
affects others even if we are not aware of it. As devices that create virtual reality, our
minds possess some tremendously powerful capabilities. We can reinterpret our past
to reinvent ourselves. What
we thought were devastating events, we can review as
opportunities for the development of other dimensions of ourselves. We can create
our future. For perhaps the first time in our history, we can and are consciously
influencing our own evolutionary future
. We need a perspective and a framework to
help us through this period. We have become active partners in our own evolution,
and by connection, with the evolution of the universe. This is no longer mystical.




*

Sections of this chapter are contained in Chapter 1, Paradigm Power,
One World Information Dynamics,

in Winston Dookeran’s,
Power, Politics & Performance
,
A Partnership Approach to Development,
Ian
Randle Publishers, Miami (2012).


1
John Brockman (2003)
The New Humanists: Science at the Edge,
Sterling Publishing.