If only I could…

If only I could? It is a disparaging thing when a profound thought comes to mind and is wasted away by excessive rationalization of all the impossibilities and challenges it presents and then barely notices its death through ultimate neglect. What could have been accomplished or discovered if the “Receiver” of this overwhelming prospect had only believed and pursued the idea to its fullest potential. History is full of individuals who did indeed follow through on their ideas and did in fact make fantastic discoveries that we all profit from today and all these wonderful things originated from an invisible place – a thought. But I wager the number of those who did not move on those exiting ideas far outweigh the ones that did. I am interested in discovering why people never moved beyond those momentary ideas that come and go which excited them so much until they began contemplating the “what if’s” and the “only if I could” syndrome. Make a plan my friend!

Quad – Defining!©

  “Discovering the truth of a matter”

By: Robert Robinson

 

 

The Strategy of Cause®

 

He is not passive, but pro-active and He energizes all things. Heb: 4:12

 

 The Needed Premise

That Strategic Planning is important and that a thorough and objective evaluation of the existing condition needed, and an action plan for future development required.

 

 The Process

The process outline listed below defines the method of creation and invention which are the forerunners of true research and development leading to demonstration and models (paradigms) and is parent to dynamic change.

 

 Foreknowledge or Prescience– Knowledge of actions or events before they occur. It is foresight, knowing beforehand or being visionary.

Thought– the act, process, or power of thinking, a body of ideas. It is introspective in nature. Thoughts move in a circular motion, they come to you and unless captured move on, man calls it a recurring thought. If these thoughts are not captured and acted upon they drift away perhaps never to return.

Idea/s– These are the concepts, images or picturing of the vision. Concept is the Centrex or core of a thing, circumstance, or situation. There is an essence or life to it. It is the place of problem solving.

Desire-To long for, want, a request or petition, a craving. It is needs analysis and focusing on vision. Desire creates the logos which is desire spoken and the work or action required to develop a plan of action.

 Logos– Action verb of creation. It is your words describing the object of your desire. Words have power and you speak of creation when describing the vision and acting upon it. It is the action needed to develop the plan.

Work– Narrowing choices and drawing conclusions which are precursors to establishing goals and objectives and developing a working plan of action. It is the action of bringing the unseen to the position of being seen by function.

Manifestation– The vision has become apparent and a present reality that is in-place and functioning to be observed or obtained.

 

Conception

 Gestation is required. The appointed time to conceive and during the gestation period nothing is seen but there is growth nevertheless. It is the hidden thing to be revealed. The minute something is conceived it has life. There is need for intercourse (interaction) to make a conception. There is no conception until the right two things have become united. Nothing can be birthed unless that union has transpired and conception begins. During this process a roll-over (inversion) occurs and the head of the concept is no longer hidden. There is no birth without labor. It is the receipt of hidden things hoped for. 

Wisdom is birthed by and through knowledge. This knowledge is an accumulation of facts. When the facts are assembled into a structure understanding occurs. The newly planned structure gives one the ability to perceive and comprehend the plan. Once the framework of understanding is constructed the interrelationships of data will be found and will appear like a jigsaw puzzle with some pieces missing or like a matrix with only some of the points filled in. Studying this matrix, new insights will materialize from the previously obscure.  A notion is an elusive idea awaiting expression at the proper time. It starts as a tiny thing calling forth energy and the concept pours into being through the matrix or womb the birth-place of a new creation. You must be able to clearly see the concept to ignite the energy to the start point. This will also define the true function of your purpose. In the steps of creation the word logos was used. Logos has been translated into 25 different English words. Logos means the expression of thought, the embodying of a conception or idea. It also encompasses the work required to bring the idea to fruition.

There are two creation approaches:

  1. To utilize that which exists which can be disassembled and restructured or folded to form a new more complex entity or
  2. To construct from scratch, developing needed components or sub-entities that can be merged together to the core or main function making sure all sub-entities are absolutely necessary and cost effective. This is accomplished by analyzing or scanning the organization to provide a factual portrayal or image of the existing entity which provides the information to identify the core or heart of the organization and its appendages, developing the tools needed to synthesize outputs while concurrently creating the circumstances which may lead to a more complex organizational nucleus. Additional functions are added as time passes and can be justified. This process also provides for small growth through increased activity generated by corresponding needs arising from the increased functions. It is important to keep in mind that growth can change the original core function radically and change the organization’s image and methodology. It is also possible that the reconstructed or new organization could absorb multiple functions of other components previously independent reducing costs of doing business. These may include personnel and space requirements and other ongoing costs by creating affiliations, divisions and other forms of ownership that can become profit feeders back to the core organization and its function. The new paradigm is not to become large and complex but designed to maintain a “small box” mentality able to effectively respond to the creation or action desired and in accordance to the prescribed manner of need. The desired result is however, to maintain integrity and only add on additional functions as pressure caused reactions are shown. This “Strategy of Cause” formula allows control of the organizations output as well as internal inputs and will achieve results in a highly measurable and cost effective manner while maintaining all efficiency. Will power, discipline and motivation are absolute requirements. The absolute minimum core must be agreed upon and the foundation poured if a “Quad-Defined” organization is to be constructed on a molecular basis adding only those components that facilitate the mission and purpose of the organization. This exercise will identify the womb of birthing a new entity having the desired structure required to maximize effectiveness and cost efficiency. It is the tiny speck of pure energy.

 

 “Piercing the Veil”!

 Living at the point of the Spear!

 In law there is a term called “piercing the veil” and although the meaning is geared more towards holding individual shareholders liable for corporate obligations, some corporate structures can shield shareholders from liability and it is said that there is a “veil” between the corporation and its shareholders such that creditors cannot hold shareholders liable for corporate financial liabilities.  In our case we shall use the phrase to mean piercing the organization’s age-old tradition and fixation on stagnation. Those persons that are the catalysts for change or invention will find themselves in a very uncomfortable place at being at the point of the spear. The spear being an instrument to penetrate current structure and the point is the tip of invasion to assess and evaluate  current conditions and come to a consensus that change must occur and why. When this evaluation begins know that you will encounter friction but you must look directly at the point or matrix of action because this is that tiny speck to creation. When fully prepared to begin the assault, attack in overwhelming force establishing credibility for your actions by well thought out remedies and an action plan to achieve your newly stated goals and objectives and the required strategies to carry them out. People do not often appreciate change as they do not wish to leave their comfort zones and begin something that to them is perceived as unknown and frightening. To circumvent some of this uneasiness make them a part of the planning process and assure them that their inputs are valued and wanted. 

 You’re Action Plan! 

What Was?   Though old information may approximate some truth, truth perhaps held for decades, those very same truths or theories become inadequate or flawed when they are extrapolated to the extreme and into the future. This creates the basis for entirely new models to emerge when researched and may provide the impetus or foundation of new thought. Thus from entirely new or expanded thought comes new laws and fresh predictions. When old assumptions are eradicated a revocation of accepted theories are possible and those same concepts expanded or revolutionized being built upon new theory or thought. This then, creates new laws or suppositions for experimentation and testing.

All organizations or entities had a foundational reason for being formed in the beginning and no doubt there remain critical aspects of the founding purpose that are viable today and those founding principles should remain in the new plan. There are, however, aspects of the beginning that are no longer viable and these should be dropped or reformulated to more accurately reflect current situations and circumstance. Keeping the old because it is tradition or the “way we have always done things” is not an adequate answer to the present needs of the organization and its resources, neither is change simply for the sake of change prudent. “What Was” describes the original concept and functions of the existing organization from the known origins. Abstract and keep the good and list them.

 What Is? This is the organization as it exists today. Some of the current conditions are desirable some are not. Describe the differences listed from the “What Was” as compared to the “What Is” and list these differences. What are the major changes that have occurred and why? Has the organization lost sight of its original mission or is that mission still intact and of primary importance? What new or different functions have been added over the years and what is the impact to the overall purpose of the organization?

 What Should Be? This is a synopsis of changes that need to occur to advance the organization’s purpose and mission. This information involves opinions from those employees present who were a part of the past and if possible from both “what was” and “what is” eras as to more fully know the issues and of changes that should occur. A working meeting is scheduled allowing for free thinking about issues as they now exist. This is precursor to strategic work sessions combining knowledge of the present circumstance and new ideas to be exchanged. It is the discovery what everyone involved knows or believes. Outside input should be sought as well including those who are the customers of the product or service you provide. A creative work session is called to gather all sources of input to be evaluated and gleaned for feasibility and organizational purpose and compliance.

 What is to come? This involves compilation and analysis of all data acquired and a prioritizing exercise to determine who we are versus what we want to become. This data is categorized and ranked according to the new organization vision pursued and strategized into the goals and objectives required for the new action plan for the future.

 “Strategy of Cause”has at least the following important elements.

  1. Realization
  2. Understanding
  3. Knowing
  4. Experiencing
  5. Becoming/Doing

 “Strategy of Analysis”Required:  objectivity, discipline, willpower, and motivation.

  1. Action
  2. Approach
  3. Blueprint
  4. Design
  5. Maneuvering
  6. Program
  7. Tactics

 How? ≥ Taking that which exists which can be disassembled and restructured to form a new more complex company. To construct the idea stage developing needed components or sub-entities that can be merged together to a core or main function making sure all sub-entities are absolutely needed and effective. This strategy will allow for control of circumstances and will achieve results in a measurable way.

 To Demonstrate Something Requires:

Purposeful activity

Task or objective

Field of endeavor

Commerce

Industry / trade

Means of livelihood

Distribution of funds.

Gain, work, diligence

Business of overcoming in one’s own organization.

“Seven Steps to Creating a “NEW” Company”

 Foreknowledge or Vision: ≥ Imagination is the eye. This is the place of focus to find the picture of the vision

Thought: ≥ Introspection, mulling over various thoughts. Thoughts are preparatory and deeds are product. 

 Idea:Concepts, images, and picturing. Imaging is paramount to creating. We see beforehand what it is we are creating as an organization.

 Desire: ≥ Needs analysis – focus. All business addresses need, want, desire or problems. Desire and Want become the Will.

 Word Speaking Plan: Action Verb of Creation – A person in action is really his or her word in action.

 Work: ≥ Goals/Objectives acted upon. (Working Plan) It takes work to energize a thing.

 Manifestation: ≥ The idea dimension becoming visible (operational) it is the demonstration of the visible form of what began as invisible. It is the fourth dimension of a thing Quad-Defined.

 

 BRAINSTORMING

 Creative thinking requires tools such as the brainstorm and the affinity diagram. Brainstorming is simply listing all ideas put forth by a group in response to a given problem or question. In 1939, a team led by advertising executive Alex Osborn coined the term “brainstorm.” According to Osborn, “Brainstorm means using the brain to storm a creative problem and to do so” in commando fashion, each brainstormer audaciously attacking the same objective.” Creativity is encouraged by not allowing ideas to be evaluated or discussed until everyone has run dry. Any and all ideas are considered legitimate and often the most far-fetched are the most fertile. Structured brainstorming produces numerous creative ideas about any given “central question”. Done right, it taps the human brain’s capacity for lateral thinking and free association.

 A brainstorm starts with a clear question, and ends with a raw list of ideas. That’s what it does well – give you a raw list of ideas. Some will be good, and some won’t. But, if you try to analyze ideas in the brainstorming session, you will ruin the session. Wait. Later, you can analyze the results of a brainstorm with other quality improvement tools. In particular, affinity diagramming is designed to sort a raw list, using “gut feel” to begin to categorize the raw ideas. It is most often the next step beyond brainstorming.

 Before beginning any effective brainstorming session, ground rules must be set. This doesn’t mean that boundaries are set so tightly that you can’t have fun or be creative. It does mean that a code of conduct for person to person interactions has been set. It’s when this code of conduct is breached that people stop being creative.

 The best way to have meaningful ground rules is to have the team create their own. Try performing a mini-brainstorming session around creating brainstorming ground rules. It should provide a nice opportunity to practice the skills necessary for an effective brainstorming session. This also allows the team to take ownership of acceptable and unacceptable behaviors. Only if the team hasn’t addressed the key ground rules should you (as the facilitator) add to the list. Once the ground rules list is generated be sure to gain consensus that the session will be conducted according to them, and post them in a highly visible location in the room.

 BRAINSTORMS HELP ANSWER SPECIFIC QUESTIONS SUCH AS:

 What opportunities face us this year?

What factors are constraining performances in Department X?

What could be causing problem Y?

What can we do to solve problem Z?

 However, a brainstorm cannot help you positively identify causes of problems, rank ideas in a meaningful order, select important ideas, or check solutions. To conduct a successful brainstorm:

 Make sure everyone understands and is satisfied with the central question before you open up for ideas.

You may want to give everyone a few seconds to jot down a few ideas before getting started.

Begin by going around the table or room, giving everyone a chance to voice their ideas or pass. After a few rounds, open the floor.

More ideas are better. Encourage radical ideas and piggybacking.

Suspend judgment of all ideas.

Record exactly what is said. Clarify only after everyone is out of ideas.

Don’t stop until ideas become sparse. Allow for late-coming ideas.

Eliminate duplicates and ideas that aren’t relevant to the topic.

 

KEY GROUNDRULES THAT ARE USEFUL WHEN CONDUCTING A BRAINSTORMING SESSION:

 Sharpen the focus

Start with a well-honed statement of the problem at hand. Edgy is better than fuzzy. The best topic statements focus outward on a specific problem rather than inward on some organizational goal. There are no dumb ideas. Period. It’s a brainstorming session, not a serious matter that requires only serious solutions. Remember, this is one of the more fun tools of quality, so keep the entire team involved!

 Write playful rules

“Defer judgment” and “One conversation at a time” are primary rules. Other rules include, “Go for quantity,” “Be visual,” and “Encourage wild ideas.”


Number your ideas

Numbered lists create goals to motivate participants. You can say, ‘Let’s try to get to 100 ideas.’ Also, lists provide a reference point if you want to jump back and forth between ideas.

Build and jump

Most brainstorming sessions follow a power curve: They start out slowly, build to a crescendo, and then start to plateau. The best facilitators nurture the conversation in its early stages, step out of the way as the ideas start to flow, and then jump in again when energy starts to peter out.

Make the space remember

Good facilitators should also write ideas down on an accessible surface such as a board or a wall.


Stretch your mental muscles

Brainstorming, like marathon running, should begin with warm-up exercises. So start it easy and go deeper in the subject as participants are getting involved!

Get physical

Bring examples of competitors’ products, objects that relate to the problem, or elegant solutions from other fields as springboards for ideas. Also keeps materials on hand to build crude models of a concept.

 Don’t criticize other people’s ideas

This isn’t a debate, discussion or forum for one person to display superiority over another.

 Build on other people’s ideas

Often an idea suggested by one person can trigger a bigger and/or better idea by another person. Or a variation of an idea could be the next “Big thing”. It is this building of ideas that leads to out of the box thinking and fantastic ideas.

 Reverse the thought of quality over quantity Here we want quantity; the more creative ideas the better. You can even make it a challenge to come up with as many ideas as possible and compare performance to the last brainstorming session you conducted.

OTHER BRAINSTORMING PREPARATION QUESTIONS:

 Who will lead or facilitate the brainstorming session?

Who will participate in the brainstorming session?

Who can write very quickly to record the brainstormed ideas without slowing down the group?

Where will storming session be held?

What materials are needed for brainstorming (easel, paper, white board, pens, etc.)?

What is my brainstorming session desired outcome?

 

 THE Business WHEEL OF FUNCTION

 

The wheel of business function depicts the place of the conception of ideas and strategies that govern the affairs of a dynamic organization. The wheel rims are full of eyes denoting intelligence and the point of both internal and external throughputs. It is the organization’s point of contact to the marketplace and the public at large. If a wheel were to be placed within a wheel the organization could travel in any direction as called for. It is the war camp where gathered counsel is forged into battle plans for the future. The spokes of the core are those functions within the organization that exist in the form of goods or services. They can also be categorized as profit centers and possibly spun off as a separate entities or affiliates, divisions or franchises.

Light!

“You cannot turn a light on that is already on and you cannot turn a light off that is already off. Therefore, turn the light on where it is dark and keep the light on so that darkness (confusion) never appears again”.  Robinson

 SMART CONFUSION:

Romans: 1:22 “Claiming to be wise, they became fools [professing to be smart, they made simpletons of themselves]”. Ecc: 5:3 “For a dream comes through a multitude of business and a fool’s voice is known by a multitude of words”.

 The Vision

Write the vision and make it plain upon tablets, that he/she may run that reads it. A wo/man perishes for lack of a vision. Though it tarry – wait for it, for it shall surely come – it has an appointed time. Hab: 2:1-3

 A Vision is a statement about what your organization wants to become. It should resonate with all members of the organization and help them to feel proud and excited and a part of something much bigger than themselves. A vision should stretch the organizations current capabilities and image of itself. It will give shape and direction to the organization’s future. Both people and organizations need to establish a strategic plan of action for significant success. This plan should include a vision for your future, a mission that defines what you are doing, values that shape your actions, strategies that zero in on your key successes and goals through your Quad-Defined action plan. A vision statement might sound a little like Our purpose is to improve the quality of life to the clients of our organization by providing high quality products and services that promote self-sufficiency, well being and lead to efficient growth potentials”. A cloudy vision statement will not inspire people and without a strategic plan people will not know where the organization is going and what it is trying to achieve. To energize employees to work toward the organization’s goals and objectives there should more than a sign on the wall or flowery language published in annual reports or to be placed in the reception area. Executives and managers must live them, be seen living them and constantly communicating them to employees and others.

 A Mission Statement is to describe what your values are, what you do, and who you serve. A mission statement is not a slogan. Its principle is not to sound catchy, but to let people in and outside of the organization know what your purpose is and to guide decision- making. The first step is to collaborate with staff, your board members and others to get necessary inputs form each to establish a consensus of identification of your present organization. Establish your values and identify your target audience. Determine the absolute core product or service of your organization and their unique attributes and list them. Now that inputs have been gathered the next step is to make a cohesive list of ideas presented in a written form. Weed out those ideas that do not describe your core entity and integrate like concepts into a succinct statement. You must be able to see beyond the time horizon and see a changed organization doing the things you envisioned. Create the image for “The Things to Come”. A mission statement may read something like: “The mission of the Bio-Life Company is to preserve the plants, habitat and natural communities that represent the diversity of life on earth by protecting the lands and waters they need to survive”. Now that you have defined the new vision and mission statement the next step is begin the process of establishing the goals and objectives required to carry out your new “Quad-Defined Action Plan”.

 

Goals/Objectives/Action Steps

  “What is to Come” is the focus or the eye of creation when planning for the “new” organization’s future. A goal describes future expected outcomes and provides for programmatic direction. A goal statement agrees with the new vision of the organization and it sees the future but does not explain how to get there. Objectives on the other hand are clear, concise, measurable, and time sensitive. It is the action plan that explains how, when completed, that the organization is moving toward the goal. There are outcome objectives which address the ends to be obtained and there are process objectives which specify the means to achieve the outcome objective. We will call the process objectives “action steps”.  Action steps follow each objective stated in the following order:

 1. Goal Statement: Goals should be stated first and should be general.

2. Objective: Objectives should be written for each goal because they specify how the goal will be accomplished.

3. Action Steps:  Action steps are the actual direct steps taken to accomplish the objective and an actual date for completion for each step is required and very important.

4. Barriers: What are the possible circumstances or events that could block achievement of the laid out goals and objectives?

5. Evaluation and Modification: 

An example of the process:

 1. The goal: to define and redefine our organization to more fully meet our customers needs.

 2. Objective #1: To have an 95% customer satisfaction rating on our services by 2020.

 3. Action step #1: To survey a significant number of our internal and external customers to determine current opinion of our organization and its services by _________

 Action step #2: To compile, analyze, and evaluate all data inputs and synthesize the information and ideas into a prioritized planning format by _________

 *Continue with as many action steps as may be necessary to complete the objective.

 4. Barriers: Listing potential barriers to objective completion is a vital exercise that forces a complete analysis of the objective being proposed. What are the potential problems that may arise causing achievement failure? Do we have adequate resources, or trained personnel in house to carry out the mission or will additional hires be necessary?  

 

 

 Useful Verbs for Writing Goals and Objectives

 

Knowledge Comprehension Application Analysis Synthesis Evaluation
Define Choose Apply Analyze Arrange Appraise
Identify Cite examples of Demonstrate Appraise Assemble Assess
List Demonstrate use of Dramatize Calculate Collect Choose
Name Describe Employ Categorize Compose Compare
Recall Determine Generalize Compare Construct Critique
Recognize Differentiate between Illustrate Conclude Create Estimate
Record Log Findings Interpret Contrast Design Evaluate
Relate Discriminate Operate Correlate Develop Judge
Repeat Discuss Operationalize Criticize Formulate Measure
Underline Explain Practice Deduce Manage Rate
Express Relate Debate Modify Revise
Give in own words Schedule Detect Organize Score
Identify Shop Determine Plan Select
Interpret Use Develop Prepare Validate
Locate Utilize Diagram Produce Value
Pick Initiate Differences Propose Test

 

 Can Time be managed?

 Time is the fourth dimension of the created realm it is a thing “Quad-Defined.” It is where all things are measured by length, width, height, and age. For practical purposes, time has a beginning and extends in a straight line and in a single direction. Time is a linear scale that arranges all physical and spiritual events into an ordered sequence. Like a one-way tunnel, time is a discretion that surrounds the created realm, aligning every action, single file, to its proper place.

 Everything in creation is organized by time. The affairs of history are understood by their order of occurrence. All created beings draw their sense of purpose from their position in time. Even the significance of today was prepared by yesterday, and this forms the foundation for tomorrow.

       Man is born into the peculiar environment of time and labors all his life within its bounds. Always suffering from a deficiency of time, man is “result” oriented being. This means that getting to the end of a task is far more satisfying than the process that achieves it. Fast food, a fast buck, and a short marriage, seem to compliment his brief existence, while he scuttles for quick and easy solutions. A scarcity of time and craving for conclusion are symptoms of created beings.

       Man is governed by an awareness of time, and derives meaning from an ordered sequence of events. People are always late for one thing or early for the next, and there is always more to do than can be done. Hours bulge with priorities, becoming days pregnant with obligation, and the end of each week seems always laden with the undone.

       As adolescence slips away, life quickly evolves into a time-eating monster that munches down days and gobbles up years. Like a train hurtling through a tube, time is a one-way ride with no stops. Decades fly by and are gone, counted by the stars and commemorated in the hoary head as a monument to the purpose of God.  

       The “Created Realm,” by definition, is that area enclosed by the boundaries of time. This domain includes the observable universe and all physical and spirit beings. Within this realm all things live a fleeting existence of perpetual decay. 

       Because of this, the Created Realm is the dominion of “death.” Created beings are not independent sources of life. Men, angels, and stars must be sustained by their Creator. Their lives are limited, and their continued existence is subject to his constant review.  

       Time is understood by the stars. A year is known by a planet’s circuit around the sun. A month is observed as the moon revolves about the earth. A day is a single rotation of a planet on its axis. The seasons rise and fall as the earth moves in orbit about the sun. Even your birthday was marked by the stars and is commemorated by the travels of earth. By the astral bodies time is discerned and measured, they are its progenitors. From the stars, time flows to the Created Realm.

       As the stars course through space and move from place to place, time moves with it. Time is thus a function of position. This can be observed in the time zones of earth. When it is three o’clock in Seattle, it is six o’clock in Boston. When it is Saturday in the United States it is Sunday in Australia. Even the units of time’s measurement are valid only to a particular location. One “day” on Venus is 243 days on earth.

       Your position in the galaxy defines your position in time, and influences its interpretation. Since the stars are very far away, their light takes a long time to get to you. Viewing them on a clear night without a telescope, you are seeing the stars exactly as they existed, up to two million years ago.

       As you look at the stars, you enter the past. If you could suddenly travel to the far side of the galaxy, you would change your position in time. Thus time is local in character and valid only for a specific site.

Because it is a function of position, time is a limitation only for those that must live in a fixed place. If you could be in two places at once, you would exist in two different times. This is easily accomplished by increasing your size. If you could grow until you reached three thousand miles long, you could lay down on the United States with your head in Seattle and your toes in Boston. Your head in Boston would exist in time that is three hours older than your toes in Seattle, your head then is three hours into the future. You would exist in more than one place, and therefore you would exist in more than one time. While planning time is a factor for measurement when stating goals and objectives, it must not be the rule when considering “What is to Come”. A valid new creation will go on long after most of us are gone but if nurtured properly, it could live on forever. It becomes your “Legacy” so to speak. I submit time cannot be managed but it can be prioritized.

It is not easy to change or to create something new and it will be absolutely necessary to apply courage and determination in accomplishing the newly designed “Quad-Defined Organization.

 “Discovering the truth of a matter”

By: Robert Robinson

 The Strategy of Cause®

 He is not passive, but pro-active and He energizes all things. Heb: 4:12

 The Needed Premise

 That Strategic Planning is important and that a thorough and objective evaluation of the existing condition needed, and an action plan for future development required.

 The Process

 The process outline listed below defines the method of creation and invention which are the forerunners of true research and development leading to demonstration and models (paradigms) and is parent to dynamic change.

 Foreknowledge or Prescience– Knowledge of actions or events before they occur. It is foresight, knowing beforehand or being visionary.

  Thought– the act, process, or power of thinking, a body of ideas. It is                                introspective in nature. Thoughts move in a circular motion, they come to you and unless captured move on, man calls it a recurring thought. If these thoughts are not captured and acted upon they drift away perhaps never to return.

 Idea/s– These are the concepts, images or picturing of the vision. Concept is the Centrex or core of a thing, circumstance, or situation. There is an essence or life to it. It is the place of problem solving.

 Desire-To long for, want, a request or petition, a craving. It is needs analysis and focusing on vision. Desire creates the logos which is desire spoken and the work or action required to develop a plan of action.

 Logos– Action verb of creation. It is your words describing the object of your desire. Words have power and you speak of creation when describing the vision and acting upon it. It is the action needed to develop the plan.

 Work– Narrowing choices and drawing conclusions which are precursors to establishing goals and objectives and developing a working plan of action. It is the action of bringing the unseen to the position of being seen by function.

 Manifestation– The vision has become apparent and a present reality that is in-place and functioning to be observed or obtained.

 Conception

Gestation is required. The appointed time to conceive and during the gestation period nothing is seen but there is growth nevertheless. It is the hidden thing to be revealed. The minute something is conceived it has life. There is need for intercourse (interaction) to make a conception. There is no conception until the right two things have become united. Nothing can be birthed unless that union has transpired and conception begins. During this process a roll-over (inversion) occurs and the head of the concept is no longer hidden. There is no birth without labor. It is the receipt of hidden things hoped for. 

Wisdom is birthed by and through knowledge. This knowledge is an accumulation of facts. When the facts are assembled into a structure understanding occurs. The newly planned structure gives one the ability to perceive and comprehend the plan. Once the framework of understanding is constructed the interrelationships of data will be found and will appear like a jigsaw puzzle with some pieces missing or like a matrix with only some of the points filled in. Studying this matrix, new insights will materialize from the previously obscure.  A notion is an elusive idea awaiting expression at the proper time. It starts as a tiny thing calling forth energy and the concept pours into being through the matrix or womb the birth-place of a new creation. You must be able to clearly see the concept to ignite the energy to the start point. This will also define the true function of your purpose. In the steps of creation the word logos was used. Logos has been translated into 25 different English words. Logos means the expression of thought, the embodying of a conception or idea. It also encompasses the work required to bring the idea to fruition.

There are two creation approaches:

  1. To utilize that which exists which can be disassembled and restructured or folded to form a new more complex entity or
  2. To construct from scratch, developing needed components or sub-entities that can be merged together to the core or main function making sure all sub-entities are absolutely necessary and cost effective. This is accomplished by analyzing or scanning the organization to provide a factual portrayal or image of the existing entity which provides the information to identify the core or heart of the organization and its appendages, developing the tools needed to synthesize outputs while concurrently creating the circumstances which may lead to a more complex organizational nucleus. Additional functions are added as time passes and can be justified. This process also provides for small growth through increased activity generated by corresponding needs arising from the increased functions. It is important to keep in mind that growth can change the original core function radically and change the organization’s image and methodology. It is also possible that the reconstructed or new organization could absorb multiple functions of other components previously independent reducing costs of doing business. These may include personnel and space requirements and other ongoing costs by creating affiliations, divisions and other forms of ownership that can become profit feeders back to the core organization and its function. The new paradigm is not to become large and complex but designed to maintain a “small box” mentality able to effectively respond to the creation or action desired and in accordance to the prescribed manner of need. The desired result is however, to maintain integrity and only add on additional functions as pressure caused reactions are shown. This “Strategy of Cause” formula allows control of the organizations output as well as internal inputs and will achieve results in a highly measurable and cost effective manner while maintaining all efficiency. Will power, discipline and motivation are absolute requirements. The absolute minimum core must be agreed upon and the foundation poured if a “Quad-Defined” organization is to be constructed on a molecular basis adding only those components that facilitate the mission and purpose of the organization. This exercise will identify the womb of birthing a new entity having the desired structure required to maximize effectiveness and cost efficiency. It is the tiny speck of pure energy.

 “Piercing the Veil”!

 Living at the point of the Spear!

 In law there is a term called “piercing the veil” and although the meaning is geared more towards holding individual shareholders liable for corporate obligations, some corporate structures can shield shareholders from liability and it is said that there is a “veil” between the corporation and its shareholders such that creditors cannot hold shareholders liable for corporate financial liabilities.  In our case we shall use the phrase to mean piercing the organization’s age-old tradition and fixation on stagnation. Those persons that are the catalysts for change or invention will find themselves in a very uncomfortable place at being at the point of the spear. The spear being an instrument to penetrate current structure and the point is the tip of invasion to assess and evaluate  current conditions and come to a consensus that change must occur and why. When this evaluation begins know that you will encounter friction but you must look directly at the point or matrix of action because this is that tiny speck to creation. When fully prepared to begin the assault, attack in overwhelming force establishing credibility for your actions by well thought out remedies and an action plan to achieve your newly stated goals and objectives and the required strategies to carry them out. People do not often appreciate change as they do not wish to leave their comfort zones and begin something that to them is perceived as unknown and frightening. To circumvent some of this uneasiness make them a part of the planning process and assure them that their inputs are valued and wanted. 

 You’re Action Plan! 

 What Was?   Though old information may approximate some truth, truth perhaps held for decades, those very same truths or theories become inadequate or flawed when they are extrapolated to the extreme and into the future. This creates the basis for entirely new models to emerge when researched and may provide the impetus or foundation of new thought. Thus from entirely new or expanded thought comes new laws and fresh predictions. When old assumptions are eradicated a revocation of accepted theories are possible and those same concepts expanded or revolutionized being built upon new theory or thought. This then, creates new laws or suppositions for experimentation and testing.

All organizations or entities had a foundational reason for being formed in the beginning and no doubt there remain critical aspects of the founding purpose that are viable today and those founding principles should remain in the new plan. There are, however, aspects of the beginning that are no longer viable and these should be dropped or reformulated to more accurately reflect current situations and circumstance. Keeping the old because it is tradition or the “way we have always done things” is not an adequate answer to the present needs of the organization and its resources, neither is change simply for the sake of change prudent. “What Was” describes the original concept and functions of the existing organization from the known origins. Abstract and keep the good and list them.

 What Is? This is the organization as it exists today. Some of the current conditions are desirable some are not. Describe the differences listed from the “What Was” as compared to the “What Is” and list these differences. What are the major changes that have occurred and why? Has the organization lost sight of its original mission or is that mission still intact and of primary importance? What new or different functions have been added over the years and what is the impact to the overall purpose of the organization?

 What Should Be? This is a synopsis of changes that need to occur to advance the organization’s purpose and mission. This information involves opinions from those employees present who were a part of the past and if possible from both “what was” and “what is” eras as to more fully know the issues and of changes that should occur. A working meeting is scheduled allowing for free thinking about issues as they now exist. This is precursor to strategic work sessions combining knowledge of the present circumstance and new ideas to be exchanged. It is the discovery what everyone involved knows or believes. Outside input should be sought as well including those who are the customers of the product or service you provide. A creative work session is called to gather all sources of input to be evaluated and gleaned for feasibility and organizational purpose and compliance.

 What is to come? This involves compilation and analysis of all data acquired and a prioritizing exercise to determine who we are versus what we want to become. This data is categorized and ranked according to the new organization vision pursued and strategized into the goals and objectives required for the new action plan for the future.

  “Strategy of Cause”has at least the following important elements.

  1. Realization
  2. Understanding
  3. Knowing
  4. Experiencing
  5. Becoming/Doing

 “Strategy of Analysis”Required:  objectivity, discipline, willpower, and motivation.

  1. Action
  2. Approach
  3. Blueprint
  4. Design
  5. Maneuvering
  6. Program
  7. Tactics

 How? ≥ Taking that which exists which can be disassembled and restructured to form a new more complex company. To construct the idea stage developing needed components or sub-entities that can be merged together to a core or main function making sure all sub-entities are absolutely needed and effective. This strategy will allow for control of circumstances and will achieve results in a measurable way.

 To Demonstrate Something Requires:

  • Purposeful activity
  • Task or objective
  • Field of endeavor
  • Commerce
  • Industry / trade
  • Means of livelihood
  • Distribution of funds.
  • Gain, work, diligence
  • Business of overcoming in one’s own organization.

 “Seven Steps to Creating a “NEW” Company”

 Foreknowledge or Vision: ≥ Imagination is the eye. This is the place of focus to find the picture of the vision

Thought: ≥ Introspection, mulling over various thoughts. Thoughts are preparatory and deeds are product. 

 Idea:Concepts, images, and picturing. Imaging is paramount to creating. We see beforehand what it is we are creating as an organization.

 Desire: ≥ Needs analysis – focus. All business addresses need, want, desire or problems. Desire and Want become the Will.

 Word Speaking Plan: Action Verb of Creation – A person in action is really his or her word in action.

 Work: ≥ Goals/Objectives acted upon. (Working Plan) It takes work to energize a thing.

 Manifestation: ≥ The idea dimension becoming visible (operational) it is the demonstration of the visible form of what began as invisible. It is the fourth dimension of a thing Quad-Defined.

 BRAINSTORMING

 Creative thinking requires tools such as the brainstorm and the affinity diagram. Brainstorming is simply listing all ideas put forth by a group in response to a given problem or question. In 1939, a team led by advertising executive Alex Osborn coined the term “brainstorm.” According to Osborn, “Brainstorm means using the brain to storm a creative problem and to do so” in commando fashion, each brainstormer audaciously attacking the same objective.” Creativity is encouraged by not allowing ideas to be evaluated or discussed until everyone has run dry. Any and all ideas are considered legitimate and often the most far-fetched are the most fertile. Structured brainstorming produces numerous creative ideas about any given “central question”. Done right, it taps the human brain’s capacity for lateral thinking and free association.

 A brainstorm starts with a clear question, and ends with a raw list of ideas. That’s what it does well – give you a raw list of ideas. Some will be good, and some won’t. But, if you try to analyze ideas in the brainstorming session, you will ruin the session. Wait. Later, you can analyze the results of a brainstorm with other quality improvement tools. In particular, affinity diagramming is designed to sort a raw list, using “gut feel” to begin to categorize the raw ideas. It is most often the next step beyond brainstorming.

 Before beginning any effective brainstorming session, ground rules must be set. This doesn’t mean that boundaries are set so tightly that you can’t have fun or be creative. It does mean that a code of conduct for person to person interactions has been set. It’s when this code of conduct is breached that people stop being creative.

 The best way to have meaningful ground rules is to have the team create their own. Try performing a mini-brainstorming session around creating brainstorming ground rules. It should provide a nice opportunity to practice the skills necessary for an effective brainstorming session. This also allows the team to take ownership of acceptable and unacceptable behaviors. Only if the team hasn’t addressed the key ground rules should you (as the facilitator) add to the list. Once the ground rules list is generated be sure to gain consensus that the session will be conducted according to them, and post them in a highly visible location in the room.

 BRAINSTORMS HELP ANSWER SPECIFIC QUESTIONS SUCH AS:

 What opportunities face us this year?

What factors are constraining performances in Department X?

What could be causing problem Y?

What can we do to solve problem Z?

 However, a brainstorm cannot help you positively identify causes of problems, rank ideas in a meaningful order, select important ideas, or check solutions. To conduct a successful brainstorm:  Make sure everyone understands and is satisfied with the central question before you open up for ideas. You may want to give everyone a few seconds to jot down a few ideas before getting started. Begin by going around the table or room, giving everyone a chance to voice their ideas or pass. After a few rounds, open the floor. More ideas are better. Encourage radical ideas and piggybacking. Suspend judgment of all ideas. Record exactly what is said. Clarify only after everyone is out of ideas. Don’t stop until ideas become sparse. Allow for late-coming ideas. Eliminate duplicates and ideas that aren’t relevant to the topic.

 KEY GROUNDRULES THAT ARE USEFUL WHEN CONDUCTING A BRAINSTORMING SESSION:

 Sharpen the focus

Start with a well-honed statement of the problem at hand. Edgy is better than fuzzy. The best topic statements focus outward on a specific problem rather than inward on some organizational goal. There are no dumb ideas. Period. It’s a brainstorming session, not a serious matter that requires only serious solutions. Remember, this is one of the more fun tools of quality, so keep the entire team involved!

 Write playful rules

“Defer judgment” and “One conversation at a time” are primary rules. Other rules include, “Go for quantity,” “Be visual,” and “Encourage wild ideas.”


Number your ideas

Numbered lists create goals to motivate participants. You can say, ‘Let’s try to get to 100 ideas.’ Also, lists provide a reference point if you want to jump back and forth between ideas.

Build and jump

Most brainstorming sessions follow a power curve: They start out slowly, build to a crescendo, and then start to plateau. The best facilitators nurture the conversation in its early stages, step out of the way as the ideas start to flow, and then jump in again when energy starts to peter out.

Make the space remember

Good facilitators should also write ideas down on an accessible surface such as a board or a wall.

Stretch your mental muscles

Brainstorming, like marathon running, should begin with warm-up exercises. So start it easy and go deeper in the subject as participants are getting involved!

Get physical

Bring examples of competitors’ products, objects that relate to the problem, or elegant solutions from other fields as springboards for ideas. Also keeps materials on hand to build crude models of a concept.

 Don’t criticize other people’s ideas

This isn’t a debate, discussion or forum for one person to display superiority over another.

 Build on other people’s ideas

Often an idea suggested by one person can trigger a bigger and/or better idea by another person. Or a variation of an idea could be the next “Big thing”. It is this building of ideas that leads to out of the box thinking and fantastic ideas.

 Reverse the thought of quality over quantity Here we want quantity; the more creative ideas the better. You can even make it a challenge to come up with as many ideas as possible and compare performance to the last brainstorming session you conducted.

OTHER BRAINSTORMING PREPARATION QUESTIONS:

 Who will lead or facilitate the brainstorming session?

Who will participate in the brainstorming session?

Who can write very quickly to record the brainstormed ideas without slowing down the group?

Where will storming session be held?

What materials are needed for brainstorming (easel, paper, white board, pens, etc.)?

What is my brainstorming session desired outcome?

 

 THE Business WHEEL OF FUNCTION

 

 

The wheel of business function depicts the place of the conception of ideas and strategies that govern the affairs of a dynamic organization. The wheel rims are full of eyes denoting intelligence and the point of both internal and external throughputs. It is the organization’s point of contact to the marketplace and the public at large. If a wheel were to be placed within a wheel the organization could travel in any direction as called for. It is the war camp where gathered counsel is forged into battle plans for the future. The spokes of the core are those functions within the organization that exist in the form of goods or services. They can also be categorized as profit centers and possibly spun off as a separate entities or affiliates, divisions or franchises.

Light!

“You cannot turn a light on that is already on and you cannot turn a light off that is already off. Therefore, turn the light on where it is dark and keep the light on so that darkness (confusion) never appears again”.  Robinson

Smart Confusion

Romans: 1:22 “Claiming to be wise, they became fools [professing to be smart, they made simpletons of themselves]”. Ecc: 5:3 “For a dream comes through a multitude of business and a fool’s voice is known by a multitude of words”.

 The Vision

 Write the vision and make it plain upon tablets, that he/she may run that reads it. A wo/man perishes for lack of a vision. Though it tarry – wait for it, for it shall surely come – it has an appointed time. Hab: 2:1-3

 A Vision is a statement about what your organization wants to become. It should resonate with all members of the organization and help them to feel proud and excited and a part of something much bigger than themselves. A vision should stretch the organizations current capabilities and image of itself. It will give shape and direction to the organization’s future. Both people and organizations need to establish a strategic plan of action for significant success. This plan should include a vision for your future, a mission that defines what you are doing, values that shape your actions, strategies that zero in on your key successes and goals through your Quad-Defined action plan. A vision statement might sound a little like Our purpose is to improve the quality of life to the clients of our organization by providing high quality products and services that promote self-sufficiency, well being and lead to efficient growth potentials”. A cloudy vision statement will not inspire people and without a strategic plan people will not know where the organization is going and what it is trying to achieve. To energize employees to work toward the organization’s goals and objectives there should more than a sign on the wall or flowery language published in annual reports or to be placed in the reception area. Executives and managers must live them, be seen living them and constantly communicating them to employees and others.

 A Mission Statement is to describe what your values are, what you do, and who you serve. A mission statement is not a slogan. Its principle is not to sound catchy, but to let people in and outside of the organization know what your purpose is and to guide decision- making. The first step is to collaborate with staff, your board members and others to get necessary inputs form each to establish a consensus of identification of your present organization. Establish your values and identify your target audience. Determine the absolute core product or service of your organization and their unique attributes and list them. Now that inputs have been gathered the next step is to make a cohesive list of ideas presented in a written form. Weed out those ideas that do not describe your core entity and integrate like concepts into a succinct statement. You must be able to see beyond the time horizon and see a changed organization doing the things you envisioned. Create the image for “The Things to Come”. A mission statement may read something like: “The mission of the Bio-Life Company is to preserve the plants, habitat and natural communities that represent the diversity of life on earth by protecting the lands and waters they need to survive”. Now that you have defined the new vision and mission statement the next step is begin the process of establishing the goals and objectives required to carry out your new “Quad-Defined Action Plan”.

 Goals/Objectives/Action Steps

 “What is to Come” is the focus or the eye of creation when planning for the “new” organization’s future. A goal describes future expected outcomes and provides for programmatic direction. A goal statement agrees with the new vision of the organization and it sees the future but does not explain how to get there. Objectives on the other hand are clear, concise, measurable, and time sensitive. It is the action plan that explains how, when completed, that the organization is moving toward the goal. There are outcome objectives which address the ends to be obtained and there are process objectives which specify the means to achieve the outcome objective. We will call the process objectives “action steps”.  Action steps follow each objective stated in the following order:

 1. Goal Statement: Goals should be stated first and should be general.

 2. Objective: Objectives should be written for each goal because they specify how the goal will be accomplished.

 3. Action Steps: Action steps are the actual direct steps taken to accomplish the objective and an actual date for completion for each step is required and very important.

  4. Barriers: What are the possible circumstances or events that could block achievement of the laid out goals and objectives?

 5. Evaluation and Modification:

 An example of the process:

 1. The goal: to define and redefine our organization to more fully meet our customers needs.

 2. Objective #1: To have an 95% customer satisfaction rating on our services by 2020.

 3. Action step #1: To survey a significant number of our internal and external customers to determine current opinion of our organization and its services by _________

 Action step #2: To compile, analyze, and evaluate all data inputs and synthesize the information and ideas into a prioritized planning format by _________

 *Continue with as many action steps as may be necessary to complete the objective.

4. Barriers: Listing potential barriers to objective completion is a vital exercise that forces a complete analysis of the objective being proposed. What are the potential problems that may arise causing achievement failure? Do we have adequate resources, or trained personnel in house to carry out the mission or will additional hires be necessary?  

 Useful Verbs for Writing Goals and Objectives 

Knowledge Comprehension Application Analysis Synthesis Evaluation
Define Choose Apply Analyze Arrange Appraise
Identify Cite examples of Demonstrate Appraise Assemble Assess
List Demonstrate use of Dramatize Calculate Collect Choose
Name Describe Employ Categorize Compose Compare
Recall Determine Generalize Compare Construct Critique
Recognize Differentiate between Illustrate Conclude Create Estimate
Record Log Findings Interpret Contrast Design Evaluate
Relate Discriminate Operate Correlate Develop Judge
Repeat Discuss Operationalize Criticize Formulate Measure
Underline Explain Practice Deduce Manage Rate
  Express Relate Debate Modify Revise
  Give in own words Schedule Detect Organize Score
  Identify Shop Determine Plan Select
  Interpret Use Develop Prepare Validate
  Locate Utilize Diagram Produce Value
  Pick Initiate Differences Propose Test

 

 Can Time be managed?

 Time is the fourth dimension of the created realm it is a thing “Quad-Defined.” It is where all things are measured by length, width, height, and age. For practical purposes, time has a beginning and extends in a straight line and in a single direction. Time is a linear scale that arranges all physical and spiritual events into an ordered sequence. Like a one-way tunnel, time is a discretion that surrounds the created realm, aligning every action, single file, to its proper place.

Everything in creation is organized by time. The affairs of history are understood by their order of occurrence. All created beings draw their sense of purpose from their position in time. Even the significance of today was prepared by yesterday, and this forms the foundation for tomorrow.  Man is born into the peculiar environment of time and labors all his life within its bounds. Always suffering from a deficiency of time, man is “result” oriented being. This means that getting to the end of a task is far more satisfying than the process that achieves it. Fast food, a fast buck, and a short marriage, seem to compliment his brief existence, while he scuttles for quick and easy solutions. A scarcity of time and craving for conclusion are symptoms of created beings. Man is governed by an awareness of time, and derives meaning from an ordered sequence of events. People are always late for one thing or early for the next, and there is always more to do than can be done. Hours bulge with priorities, becoming days pregnant with obligation, and the end of each week seems always laden with the undone. As adolescence slips away, life quickly evolves into a time-eating monster that munches down days and gobbles up years. Like a train hurtling through a tube, time is a one-way ride with no stops. Decades fly by and are gone, counted by the stars and commemorated in the hoary head as a monument to the purpose of God.  The “Created Realm,” by definition, is that area enclosed by the boundaries of time. This domain includes the observable universe and all physical and spirit beings. Within this realm all things live a fleeting existence of perpetual decay.  Because of this, the Created Realm is the dominion of “death.” Created beings are not independent sources of life. Men, angels, and stars must be sustained by their Creator. Their lives are limited, and their continued existence is subject to his constant review.  Time is understood by the stars. A year is known by a planet’s circuit around the sun. A month is observed as the moon revolves about the earth. A day is a single rotation of a planet on its axis. The seasons rise and fall as the earth moves in orbit about the sun. Even your birthday was marked by the stars and is commemorated by the travels of earth. By the astral bodies time is discerned and measured, they are its progenitors. From the stars, time flows to the Created Realm.  As the stars course through space and move from place to place, time moves with it. Time is thus a function of position. This can be observed in the time zones of earth. When it is three o’clock in Seattle, it is six o’clock in Boston. When it is Saturday in the United States it is Sunday in Australia. Even the units of time’s measurement are valid only to a particular location. One “day” on Venus is 243 days on earth. Your position in the galaxy defines your position in time, and influences its interpretation. Since the stars are very far away, their light takes a long time to get to you. Viewing them on a clear night without a telescope, you are seeing the stars exactly as they existed, up to two million years ago. As you look at the stars, you enter the past. If you could suddenly travel to the far side of the galaxy, you would change your position in time. Thus time is local in character and valid only for a specific site.

Because it is a function of position, time is a limitation only for those that must live in a fixed place. If you could be in two places at once, you would exist in two different times. This is easily accomplished by increasing your size. If you could grow until you reached three thousand miles long, you could lay down on the United States with your head in Seattle and your toes in Boston. Your head in Boston would exist in time that is three hours older than your toes in Seattle, your head then is three hours into the future. You would exist in more than one place, and therefore you would exist in more than one time. While planning time is a factor for measurement when stating goals and objectives, it must not be the rule when considering “What is to Come”. A valid new creation will go on long after most of us are gone but if nurtured properly, it could live on forever. It becomes your “Legacy” so to speak. I submit time cannot be managed but it can be prioritized. It is not easy to change or to create something new and it will be absolutely necessary to apply courage and determination in accomplishing the newly designed “Quad-Defined Organization.

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