<ul><li class="ql-align-justify">Systems thinking addresses multiple problems at the same time.</li><li class="ql-align-justify">As problems develop, they follow certain patterns.</li><li class="ql-align-justify">Tap the power of stocks (holding areas) and flows (movement through a stock) to multisolve.</li><li class="ql-align-justify">Amplify feedback loops that support solutions.</li><li class="ql-align-justify">Rather than trying to control a system, work with it.</li><li class="ql-align-justify">To steer a system, strategically alter its elements.</li><li class="ql-align-justify">Remember the importance of preparation and dissemination.</li><li class="ql-align-justify">To multisolve in turbulent times, engage in systems thinking.</li></ul>

Key Ponders

“Multisolving is the original ‘two for the price of one’ bargain.”Multisolving helps stretch limited resources and satisfy diverse interests. It can enable you to meet current and future goals, advance justice and well-being, and minimize adverse consequences. The approach also promotes appreciation for interconnections, shapes sustainable systems, and puts values into action.

Systems thinking addresses multiple problems at the same time.

“Some problems, whose consequences are extremely dangerous, have well-documented solutions... waiting to be implemented. Biodiversity loss and climate change come to mind…There is a mismatch in power between those working for change and those who resist it, and that delays the response to the crisis.”Some problems worsen when you solve – or ignore – other problems.

As problems develop, they follow certain patterns.

“Changes in flow rates can drastically alter the behavior of systems, making flows enticing targets for multisolving.”To multisolve, consider the system to change. Consider how you influence its stocks and their flows. Flows – particularly those with a single cause – matter in multisolving because you can direct flow changes to meet more than one desired goal, say storing water and irrigating a field. Assess how much each stock holds, how it changes, if it needs updating, and which stocks hold which resources. Resolve obstacles to change, such as inertia, but be aware that change takes time.

Tap the power of stocks (holding areas) and flows (movement through a stock) to multisolve.

“The idea of co-benefits [led] them to form new partnerships and look for win-win-win solutions.”Flows are interrelated, and their pace of change varies. So, consider how starting, restarting, decreasing, or stopping specific flows might help you achieve multiple goals. Keep the big picture in mind, and remember that change can generate discomfort.

“New technologies spread via reinforcing feedback. The more people who install a new technology…the more likely new customers are to give it a try. The more units are manufactured, the more the price falls, leading to more demand and even more manufacturing.”When you plan a multisolving effort, consider how feedback will affect it. Trouble can arise when the processes that dampen reinforcing feedback stop working, such as when cell growth mutates into cancer. Reinforcing feedback does not exist in isolation.

Amplify feedback loops that support solutions.

Because people have differing values, visions, rules, and worldviews, they may guide different parts of a system in different ways, increasing complexity.“While complex systems are impossible [to] predict or control, we can work with them.”

Rather than trying to control a system, work with it.

<ol><li class="ql-align-justify">Recognize the systems’ influences – Use analogies to familiar systems and behavior of unfamiliar ones.</li><li class="ql-align-justify">Engage ethics – Err on the cautious side, and seek consent from those whom the systems affect.</li><li class="ql-align-justify">Learn from outcomes.</li><li class="ql-align-justify">Use computer programs or a collective experience to predict future system behavior.</li><li class="ql-align-justify">Get better at dealing with a lack of certainty.</li><li class="ql-align-justify">Consider time – Consider long- and short-term goals and consequences.</li><li class="ql-align-justify">Consider boundaries – Be strategic about a system’s physical or conceptual space. Expanding it can bring in fresh resources, while limiting it can fire up new approaches.</li></ol>

Hoe to multisolve in complex systems:

To alter a system’s trajectory, change its structure or flows in these ways.<ul><li class="ql-align-justify">Create a vision of a desired future state – Seize opportunities to move your vision toward reality. </li><li class="ql-align-justify">Let values guide the way – Be intentional about which values you pursue.</li><li class="ql-align-justify">Create rules to guide your work, like erring on the safe side or prioritizing well-being over money, can steer systems the right way.</li><li class="ql-align-justify">Value coherence – When something repeats in different places or scales, it can guide change and help it expand.</li><li class="ql-align-justify">Vision, values, and rules have impact – They can influence large systems as influencers use them.</li></ul>

To steer a system, strategically alter its elements.

Think of system change as parts of a dandelion. The roots are the work behind the scenes. The leaves are activities, the blossoms are their result, and the dispersing seeds extend the plant’s impact. Sector-spanners, the moments when opportunities or threats emerge or come into being, often initiate actions. The results depend on doing the necessary background work to identify opportunities and needs and to solidify rules, values, and vision. Cultivate relationships and monitor results. Apply multisolving to support desirable conditions such as economic well-being.

Remember the importance of preparation and dissemination.

“No one has to do everything; we all just have to do something.”Take advantage of fresh opportunities, and preserve your options if new doors open. Make adjustments as needed. Take care of the flows and feedback loops in your organization. Seek stability in how your systems work. Build equity and connections. Recognize that even small actions matter, and hold the long game in mind.

To multisolve in turbulent times, engage in systems thinking.

Creating Systems Change in a Fractured World

For most of Elizabeth Sawin’s career, she was not a multisolver. Instead, she worked on a single, albeit immensely important problem: climate change. Despite tremendous effort—long hours of teaching, attending conferences, publicizing analysis—at the end of the day, she felt like she was chasing her tail. Unless people began to recognize the multitude of unexpected benefits from ratcheting down emissions, climate change would remain a losing political issue. That experience, along with the guidance of leaders in systems thinking and racial justice, convinced her that the world’s thorniest problems may be easier to tackle together than one by one. That’s multisolving: using a single investment of time or money to solve many problems at the same time. (Reduced fossil fuel use = improvements in climate, health, equity, economics, and more.) While the idea of killing two birds with one stone (or “filling two needs with one deed”) is age-old, and the notion of co-benefits in policy-making has been around for years, Multisolving addresses the current mismatch between complex, deeply intertwined societal issues and our siloed approach to them. This unique resource is for local school boards that need revenue for their students but don’t want to overtax low-income seniors. It is for nonprofits working to reduce food waste and combat the root causes of hunger while increasing racial justice. It is for seaside communities that can protect themselves from flooding while also improving biodiversity with a living coastline. It may also be for you: doing the work you know is imperative but that is sometimes overwhelming, a tiny drop in a swirling ocean. Multisolving can’t promise a list of “fifty simple things to make everything OK.” What it does offer are strategies to build solidarity between diverse groups, overcome powerful interests, and create lasting change that benefits us all.

corporateculture

Corporate Culture

teamwork

Teamwork

entrepreneurship

Entrepreneurship

books

Books

leadershipandmanagement

Leadership & Management

Elizabeth Sawin

Multisolving

<ul><li class="ql-align-justify">The supply shocks of the early 2020s illustrate the need for supply-chain resilience.</li><li class="ql-align-justify">Prepare your operations for a range of potential threats.</li><li class="ql-align-justify">Make your suppliers your partners.</li><li class="ql-align-justify">Position customer value as the linchpin of your supply operations strategy.</li><li class="ql-align-justify">Cultivate a resilient workforce.</li><li class="ql-align-justify">Revolutionize your supply chain with cutting-edge technology.</li><li class="ql-align-justify">A sustainability strategy is fundamental to resilience.</li><li class="ql-align-justify">Any future scenario demands resilience.</li></ul>

Key Points

For decades, many companies made cost-cutting a primary component of their supply-chain strategy. Among other steps, that involved outsourcing manufacturing to countries with low labor costs. This strategy can be effective in a stable business environment, and many companies bet that relative stability would persist into the future.“One way to build resilience against the next supply shock is to restructure your brittle supply chains so that they bend instead of breaking.”

The supply shocks of the early 2020s illustrate the need for supply-chain resilience.

“We are experiencing the biggest remaking of the global economy since the end of World War II.”Watch for indicators of change that could affect any stage of your operations, and quickly modify your strategy to contend with new circumstances. The strategic choices you make now will help you build resilient operations. Start with your relationship with your suppliers.

Prepare your operations for a range of potential threats.

Work with your suppliers to establish a relationship that benefits everyone. Rather than concentrating on exacting price concessions from them, refine shared strategies that strengthen both your company and your suppliers. To avoid supply shortages, reduce dependence on single source. Seek out quality alternative suppliers as backups. To facilitate the use of multiple sources, arrive at design decisions that make your product easier to obtain by using specifications several suppliers can meet.“Your suppliers are a source of value, and you need to maximize that value, not minimize the cost.”

Make your suppliers your partners.

“Those capable of rewriting the rules of assortment, allocation, pricing, promotion, and fulfillment will be better able to adapt to whatever the future holds.”To implement this strategy, the fast-fashion companies replaced their cost-conscious globalized supply chains with quick-response operations. For example, instead of outsourcing sewing work to low-cost labor in Asia, Zara prioritized speed and decided to use workers based near its headquarters.

Position customer value as the linchpin of your supply operations strategy.

This involves four strategies:<ol><li class="ql-align-justify">Institute outcome-based work – Pay for results rather than time. Workers increase their skill levels to become more efficient and garner more rewards.</li><li class="ql-align-justify">Leverage global expertise – hire one global operations expert to supervise the entire network.</li><li class="ql-align-justify">Promote perennial learning – When you encourage and enable employees to learn new skills and burnish existing ones, your organization will be more adaptable and resilient.</li><li class="ql-align-justify">Plan for the skills of the future – Determine necessary skills for your company’s success in the future, and create plans for developing them.​​​​</li></ol>

Cultivate a resilient workforce.

“Learning organizations are resilient: They see crises as opportunities to grow, on both the individual and corporate levels.”Apply a mix of artificial and human intelligence to foster a culture of continual learning. Such a culture will give your workers the agility and know-how to handle crises, pivot in response to shifts in customer preferences, and make the most of innovations.

Revolutionize your supply chain with cutting-edge technology.

“Many potential ‘supply shocks’ could be better classified as environmental, social, and governance (ESG) risks.”Sustainability is no longer a purely political concern. Embrace it for strategic advantage. For example, you can frame sustainability as one way of minimizing waste.Consider product design as an aspect of your sustainability effort.

A sustainability strategy is fundamental to resilience.

“Resilience is the ability to withstand risks.”Resilience elements for future challenges:<ul><li class="ql-align-justify">Transparency – Have a full view of your operations throughout the entire value chain.</li><li class="ql-align-justify">Data – Acquiring, sharing, and analyzing data helps maintain transparency, better understand your customers, and make wise investments.</li><li class="ql-align-justify">Customer value – Value for customers can take the form of sustainability and a more agile supply chain.</li><li class="ql-align-justify">A proactive attitude – Don’t wait for change. Continually question everything about your products.</li><li class="ql-align-justify">People – Make sure you have the right people on the job, and empower them with purpose.</li></ul>

Any future scenario demands resilience.

Five Principles for Leaders to Win in a Volatile World

Future-proof your firm’s supply chains with a renewed focus on resilience In Strong Supply Chains Through Resilient Operations: Five Principles for Leaders to Win in a Volatile World, a team of dedicated, veteran operations strategists delivers a practical and hands-on discussion of how to future-proof your company’s supply chains through a relentless focus on resilience. In the book, you’ll discover how to shift your firm’s emphasis from “low-cost” to “low volatility” as you protect your company against the supply and demand shocks associated pandemics, wars, labor disputes, and trade conflicts. You’ll also learn about: <ul> <li>Real-world examples of companies realizing long-term competitive advantage by implementing the shifts advocated by the authors</li> <li>Why seeking to build mutually beneficial, long-term relationships with dependable suppliers is preferable to always choosing the cheapest option</li> <li>How a renewed focus on diversity and new ways of working can create resilient operations teams that pass on value to your customers</li> </ul> An effective and essential discussion of one of the most prominent challenges facing contemporary companies around the world, Strong Supply Chains Through Resilient Operations is a need-to-read book for managers, executives, business leaders, entrepreneurs, operations and supply chain professionals, and anyone else with a stake in the smooth operation of their firm.

productivity

Productivity

Suketu Gandhi

Michael F. Strohmer

Marc Lakner

Tiffany Hickerson

Sherri He

Strong Supply Chains Through Resilient Operations

“The real ‘data science unicorn’ isn’t the person who knows every analytical technique and technology; rather, it’s the one who has expanded their skill set to also participate in a company-wide, business-oriented effort that gets their models deployed.”

Business and data professionals must develop a shared understanding of Machine Learning (ML) opportunities

“All planning is backward planning. You start with a goal and work out how you’re going to get there.”After choosing how to apply your ML, your next step is to get approval from stakeholders with decision-making power at your company. Focus on selling the gains ML can help your team make instead of overly fixating on the “cool technology” you’ll be using.

Step 1: Establish your value-driven deployment goal by leveraging “backward planning.”

“Your mission, should you choose to accept it, is to forge a rare collaboration, enlisting business leaders to weigh in on the caveats and qualifications that determine the prediction goal in all its detailed glory.”If you’re launching a new ML project, consider creating a binary model, or “binary classifier,” that makes predictions by answering yes/no questions. e.g., if you want to target customers more effectively with your advertising, your binary model could answer the question: “Will the customer buy if contacted?”.

Step 2: Business and tech leaders collaborate to specify a prediction goal

“Headlines about machine learning promise godlike predictive power… It’s all a lie.”Focus on metrics such as “lift,” which calculates the ratio by which your model performs better than making guesses without the model, and “cost,” which calculates the price of false negatives (FN) and false positives (FP). The “fatal flaw” of using accuracy models to evaluate your model is that it treats FNs and FPs as equally bad, when in reality, one may be costlier than the other.

Step 3: Use the right evaluation metrics to determine how well your model makes predictions

It doesn’t matter how sophisticated your algorithms are if you don’t use the right data to fuel your predictions, so make sure your data spreadsheet is:Long — You need a lengthy list of entries to ensure your data is representative. Wide — Note pertinent information about each entry in the row connected to the item. Labeled — Humans often need to manually label data to help train ML software to detect negative and positive cases.“Machine learning algorithms may be the fun, sexy part — everyone wants to crash that party — but improving the data is where you usually get the greatest payoff.”

Step 4: Prepare the correct data, or “fuel,” to achieve your desired outcomes

ML algorithms “learn” from your data, deriving functional predictive models. Your model emerges from a “rule” or “pattern” that an algorithm derives from your data and uses to make predictions. While it can be tempting to greenlight a model when it aligns with your human intuition, understanding your model is not typically a straightforward process. “When a newborn model emerges, it absorbs all your attention. Like counting a baby’s fingers and toes, you examine it thoroughly, poking around to see how well it works and why — what makes it tick.”

Step 5: Train your ML model, ensuring it detects patterns in a sensible way

Deploying your model means moving from the experimental phase to leveraging its predictive capabilities in the field to drive your operational decisions. Deployment will require full-stack cooperation and buy-in from team members at every level of your organization. Though your leaders may be the ones approving your model, it’s vital that you overcome any resistance and get buy-in from the staff tasked with deploying it in the field. People naturally fear change, so work to build trust in your model.“ML delivers a rocket, but those in charge still must oversee its launch.”

Step 6: Deploy your ML model, getting full-stack buy-in throughout your organization

“When you launch astronauts into space, you commit yourself to a new job: You’ve got to keep them alive. Likewise, once it’s in play, sustaining a model’s viability moving forward takes maintenance, monitoring, and vigilance.”

Commit to maintaining your model and a strong ethical compass

Mastering the Rare Art of Machine Learning Deployment

technologyandthefuture

Technology & The Future

problemsolving

Problem Solving

computerscience

Computer Science

artificialintelligence

Artificial Intelligence

softwareengineering

Software Engineering

The AI Playbook

Everyone loves success and hopes it will continue, but people sometimes make mistakes or misunderstand their situations, and everything goes awry. People and companies make bad choices, and accidents happen, sometimes with dire consequences. However, you and your company can mitigate and manage your risk, build collaborative risk management into your culture, and even prevent some of those consequences if you understand the underlying causes of bad outcomes.

<ul><li class="ql-align-justify">Sustained success over time is the only way to demonstrate reliability.</li><li class="ql-align-justify">Leaders must recognize and understand risks.</li><li class="ql-align-justify">A system’s design creates the boundaries within which it is reliable. </li><li class="ql-align-justify">People are fallible.</li><li class="ql-align-justify">Achieving organizational reliability requires a combination of human and systemic factors.</li><li class="ql-align-justify">You can predict human and organizational reliability – within limits.</li><li class="ql-align-justify">Today’s global risks can seem overwhelming, but you can meet them.</li><li class="ql-align-justify">People and organizations can achieve reliable sustained success.</li></ul>

If you strive to be reliable, doing something just once in a while is insufficient – even when you do it well.“To be reliable, high performance must be sustainable.”Reliability isn’t perfection. Mistakes and accidents happen. Unexpected and unpredictable circumstances arise. Even performing solidly over time doesn’t guarantee future flawless performance. The risk of failure doesn’t magically disappear. Whether you are analyzing everyday tasks, creating presentations, flying jets, or performing surgery, the risk of failure is always present.

Sustained success over time is the only way to demonstrate reliability.

To manage an organization’s risk, leaders must pay attention to each level of its operations. Risk management first requires perceiving and grasping the presence of a risk. “One of the biggest challenges you face as a business leader is preparing for hidden risks.”A leader wrestling with multiple competing priorities might miss non-obvious risks. Indeed, sometimes the risks a leader recognizes are just the “tip of the iceberg,” and graver risks remain hidden under the surface.

Leaders must recognize and understand risks.

Sometimes systems fail, whether due to human error or technological or systemic flaws. To manage systems and make them reliable, leaders need to understand how they work both when they are functioning properly and when they fail. “How can we predict and manage system performance? The answer begins with understanding what shapes system performance – the influences that determine the results systems produce.”Systems should optimize their core functions, like making calls or sending email messages, while also heeding the functions they may deem less important.

A system’s design creates the boundaries within which it is reliable.

One of the principal socio-technical risks is a simple, unavoidable fact about human beings: they make mistakes. But, as with system failures, organizations can manage and minimize human failures – if their leaders understand how performance works and what motivates and shapes it.“Most days, the socio-technical combinations of system and human performance produce positive results. Ironically, these same combinations also cause disasters.”

People are fallible.

“Highly reliable organizations continuously try to see and understand risk, including internal and external factors influencing their performance.”

Achieving organizational reliability requires a combination of human and systemic factors.

Leaders must manage and understand their organizations, employees, and systems. They can’t predict the future, but they do have several ways to assess future risks, including investigations, audits, inspections, employee reports, and “predictive risk modeling.” “All methods of seeing and understanding risk have systematic limitations and are subject to human interpretation bias.”

You can predict human and organizational reliability – within limits.

The world has changed dramatically over the past 100 years, from the dominance of cars and airline travel to the internet, with all its upsides and downsides. Dangerous forms of nationalism have arisen and could lead to disruption and conflict. Climate change presents tremendous risk. Still, individuals and organizations are not helpless; they can help mitigate these global risks.“We live in a dangerous world. Many of the things you and I do in our everyday lives – fly in an airplane, get treated in a hospital, or drive a vehicle, for example – bring with them inherent risks.”

Today’s global risks can seem overwhelming, but you can meet them.

“If we are to manage risk optimally, we must take a deeper dive into the realities of socio-technical risk and think differently.”

People and organizations can achieve reliable sustained success.

Dealing with risk, from your private life to your industry, requires a systematic, scientific approach.  The best ways to address risk vary depending on the particular risk. The hazards in your personal life aren’t the same as hazards facing your company or industry. Use the Sequence of Reliability as a framework in all instances – by discovering and analyzing risk, and managing your systems and people to prevent harm – while varying your hypotheses, analyses, and solutions to fit the scale and circumstances at hand.

Final Closure

A Proven Method to Build Resilience and Reliability.

Be prepared for the dangerous and largely unknown risks that threaten your business and learn how to survive and thrive when uncertainty hits.Leaders today must navigate their teams and organizations through unprecedented levels of uncertainty. It feels like every year there is some-game changing technology or catastrophe that gives rise to a “new normal” and sends businesses scrambling for how to rethink themselves to operate under these new conditions. In The Leader’s Guide to Managing Risk, K. Scott Griffith, a former airline pilot, socio-technical physicist, and author of the first independently-audited high reliability and just culture model offers practical and proven methods to build processes that will withstand the winds of uncertainty while driving success. By understanding that organizations are people operating within systems, leaders of all kinds will build reliability and resiliency into their culture and set up their business to withstand the next big changes that come their way.<ul><li> Learn a new way of seeing, understanding, and managing risk.</li><li>Understand how people and systems interact in organizations and how to build processes that increase resilience and performance.</li><li>Collaborate with all stakeholders, including employees, to help you foresee dangers and achieve sustainable reliability.</li><li>Implement proven methods from Scott’s award-winning model that is being used in some of the most prestigious healthcare, EMS, and transportation companies in the world.</li><li>Achieve independent validation of success through certification.</li></ul>

strategy

Strategy

business

Business

humanresources

Human Resources

K. Scott Griffith

The Leader's Guide to Managing Risk

<ul><li class="ql-align-justify">Stress and tension can compromise your health and well being.</li><li class="ql-align-justify">Simple - but often overlooked - techniques can help you reduce stress.</li><li class="ql-align-justify">Research shows that laughter really is the best medicine.</li><li class="ql-align-justify">Quiet time can include meditation, breathing, writing and taking a bath.</li><li class="ql-align-justify">Release tension by making noise, such as a loud groan, a good scream, singing and crying.</li></ul>

Takeaways

<ul><li class="ql-align-justify">Moving releases physical and emotional stress, so try exercise, yoga, dance or another physical activity.</li><li class="ql-align-justify">Try the carefree things you did in childhood, such as color, read (or have someone read to you) and play with crafts.</li><li class="ql-align-justify">Talking is an effective release, even if you’re just talking to yourself.</li><li class="ql-align-justify">Escape by going home on time, spending time outdoors or taking a vacation.</li><li class="ql-align-justify">Get enough sleep, quit worrying, get rid of some of your stuff and remember that you have choices.</li></ul>

Feeling stressed? Filled with tension? Like most people, you probably don’t take care of yourself very well. Most folks work too much and feel guilty when they take time off or relax, even for a moment. You can undress your stress with 30 simple and fun tension relievers that are so obvious you’ll wonder why you’ve overlooked them.“Take a snooze, go for a walk, read a trashy book, see a silly movie. Everything will be waiting for you when you resurface. I promise.”

Tiny Tensions

“We are not designed physically to keep up with the technology we are smart enough to invent.”These take their toll. So, what can you do to counteract that tension and stress?-Laughter-Quiet Time-Noisy Time-Move around-Kindergarten Magic-Escape-Stop the Madness

30 Curiously Fun Ways to Take Off Tension

Take off tension and take back your life with a variety of simple techniques that will leave you soothed, stress-free and satisfied. When is the last time you: <ul> <li>Danced around your living room?</li> <li>Screamed at the top of your lungs?</li> <li>Bought a box of crayons for yourself?</li> <li>Took a field trip?</li> </ul> In quick, easy and not-necessarily-orthodox methods, Undress Your Stress will show you how to strip away stress and shed life's pressure.

Lois Levy

Undress Your Stress

<ul><li class="ql-align-justify">Take on “messy challenges.”</li><li class="ql-align-justify">“Ecosystem innovation” connects people, organizations, and technologies to solve big problems.</li><li class="ql-align-justify">Ecosystem innovation relies on specific sources of power.</li><li class="ql-align-justify">The “innovation choreographer” focuses on building solutions, rewarding everyone, and adapting to uncertainty.</li><li class="ql-align-justify">“Set an ambitious goal that aligns actions.”</li><li class="ql-align-justify">Understand your current ecosystem’s challenges and opportunities.</li><li class="ql-align-justify">Design your future ecosystem.</li><li class="ql-align-justify">Plan the shift from your current to your future ecosystem.</li><li class="ql-align-justify">Create your future ecosystem.</li></ul>

Take-Aways

Messy challenges such as poverty and climate change resist the kind of innovation that results in new apps or otherwise fine-tunes the status quo. These challenges demand innovation that takes existing concepts, tools, and expertise and organizes them into new, problem-solving ecosystems.“The big shift in thinking is to see that, in every case, the innovation is the ecosystem.”

Take on “messy challenges.”

Start-ups, nonprofits, and large companies assemble real-world “Lego blocks” — people, organizations, and technology — into cohesive ecosystems. The innovation lies in the unique way these entities combine blocks, not in the individual blocks themselves.“No invention is an island. To succeed, individual inventions must be part of an ecosystem of people, organizations, and technology.”

“Ecosystem innovation” connects people, organizations, and technologies to solve big problems.

The ability of ecosystems such as Airbnb to grow rests on these sources of power:<ol><li class="ql-align-justify">“Lots of building blocks” — Whether it’s people learning new skills, assets being underused, or innovative technologies being developed, more building blocks exist now than at any other time in history.</li><li class="ql-align-justify">“Built-in motivations” — Different motivations and rewards drive people and organizations. Ecosystems leverage this difference to create win-win situations that incentivize everyone to participate, which fuels continued growth.</li></ol>

Ecosystem innovations rely on specific sources of power.

3- “Rule-breaking” — The ability of ecosystems to break or change rules ethically and legally helps them circumvent industry constraints and barriers. 4- “Magical synergies” — Ecosystems combine individual innovations into a powerful system, causing synergies between disparate parts to emerge and create new value and growth. 5- “Adaptive flexibility” — Unlike conventional businesses with rigid rules, ecosystems easily adapt to new challenges by adding or subtracting blocks and connections.

The innovation choreographer is an emerging role. Though essential, they lack recognition, as UX designers did in the early years of online business. Innovation choreographers connect people, organizations, and technologies to achieve sweeping goals. They bring talented people together to turn ambitious visions into reality. Innovation choreographers are usually generalists who understand the big picture of a given challenge, cut across boundaries, strategically break the rules, solve problems adaptively, and tell stories that galvanize support.“We deserve work worthy of our talent.”

The “innovation choreographer” focuses on building solutions, rewarding everyone, and adapting to uncertainty.

<ul><li class="ql-align-justify">Building complete solutions — They arrange the Legos functionally by seeing the big picture of the ecosystem, understanding that connections — not individual components — create the most value, and ensuring that no key pieces are missing.</li><li class="ql-align-justify">Rewarding everyone — They give individuals and organizations tailored rewards that match their unique motivations to generate win-win outcomes that benefit everyone.</li><li class="ql-align-justify">Creatively adapting to uncertainty — They take creative action despite uncertainties.</li></ul>

Innovation choreographers main tasks

Commence ecosystem innovation by setting an ambitious goal that inspires a diverse range of individuals and organizations to work together. For example, in 1961, President John F. Kennedy set the goal of landing a man on the moon by the end of that decade. This aspiration inspired coordinated action from Congress, NASA scientists, and the American public, leading to Neil Armstrong setting foot on the lunar surface in 1969.“Being able to shape the future also makes us responsible for the future we create.”

“Set an ambitious goal that aligns actions.”

“A big view of the current ecosystem — the area you care about — allows you to better explore the real-world messiness that underlies challenges.”

Understand your current ecosystem’s challenges and opportunities.

To craft a bold future vision, start by considering current trends, ideas from other fields, underutilized people and resources, innovative technology, and “unmet needs.” Map out the Lego blocks and connections of your future ecosystem, as you did with your current ecosystem. Test your ecosystem for completeness by seeking out the components that might prevent it from working in the real world.“Remember the trifecta — aim for something that is practical, ambitious, and creates significant value.”

Design your future ecosystem.

“How do you get from the way the world looks today to the ecosystem you want to create for the future?”

Plan to shift from your current to your future ecosystem.

Embrace the “act-learn-adapt cycle” to manage risks in an unpredictable world. Build flexibility into your design so you can pivot or make changes. Use “modular blocks” that you can quickly assemble, reuse, and rearrange. Measure your “success, progress, and performance.” Success is whether your ecosystem works well and creates value for all participants; progress measures how well you move through your thin slices; and performance considers whether your team is efficient and productive.

Create your future ecosystem.

Demonstrate how “ecosystem innovation” brings people, organizations, and technologies together to solve complex problems. Whether you’re a small business or a global organization, their practical guide will help you innovate a “future ecosystem.”

Unleash your potential to do bigger things!   In today’s changing world, where business leaders must navigate industry disruption, entrepreneurs struggle to push beyond initial success, and activists tackle hard challenges like climate change, there is a need for a more powerful way to do innovation. Too many innovators are trapped by the limits of common innovation practices. The way we’ve been taught to create and innovate for the past two decades is failing us.   It’s time for a paradigm shift. To unlock the secrets to doing bigger things, this book introduces the pioneering concept of ecosystem innovation. Drawing on their experience with a wide range of innovators, from Fortune Global 100 companies to local entrepreneurs in Nepal, authors Dan McClure and Jennifer Wilde present remarkable stories and actionable insights for achieving more with innovation.   With this step-by-step guide, you’ll acquire the big-picture mindset and capabilities you need to outmaneuver fast-moving competitors and break through the ceiling on innovation impact. Do Bigger Things offers a practical way to set bolder goals, understand harder challenges, and design more powerful solutions.   Shatter the notion that game-changing endeavors are beyond your reach, your organization’s capabilities, or your community’s grasp. The time to do bigger things is now.

motivationandinspiration

Motivation & Inspiration

creativity

Creativity

Dan McClure

Jennifer Wilde

Do Bigger Things

<ul><li class="ql-align-justify">You only have one life, so make every second count by “playing to win” every day.</li><li class="ql-align-justify">Take ownership of your game and relentlessly pursue excellence in four steps.</li><li class="ql-align-justify">Prepare mentally, physically and emotionally to “play the long game.”</li><li class="ql-align-justify">Work toward your goals relentlessly each day with the “one-percent mentality.” </li><li class="ql-align-justify">Choose your team wisely on your journey toward success.</li><li class="ql-align-justify">Don’t let stress prevent you from excelling. Control it by following three rules.</li><li class="ql-align-justify">Reframe your view of failure. Look at it as a component of success.</li><li class="ql-align-justify">“Trust the process” and share your authentic gifts with the world.</li></ul>

The saying, “Time flies when you’re having fun,” might ring true sometimes. The outcome is the same whenever you choose to live your life passively instead of proactively: regret.Pause and reflect on your past year: How much time did you spend embodying your life’s purpose? How much time did you waste on unproductive meetings, unnecessary activities and inefficient processes? Are you content with your career path? Are you truly happy in your personal life? Do you wish you had prioritized what matters to you? Remember, you only have one life and are responsible for making it count.

You only have one life, so make every second count by “playing to win” every day.

The journey of greatness requires these 4 steps:<ol><li class="ql-align-justify">“Own your game” – Take ownership of your life and avoid “playing the victim” when things don’t go as planned.</li><li class="ql-align-justify">“Be 100% all-in” – Commit to your game on an emotional, mental and physical level. Without commitment, you can’t create a workable strategy or achieve results – you’re just hoping something good happens.</li><li class="ql-align-justify">“Trust yourself enough to take risks without second-guessing your decisions.</li><li class="ql-align-justify">“Make hating to lose a priority” – Cultivate the discipline, dedication and “hate-to-lose mentality” required to be truly accountable to yourself and your goals. </li></ol>

Take ownership of your game and relentlessly pursue excellence in four steps.

Preparation is vital when playing to win.Preparing to play also means prioritizing your physical and mental health. You can’t achieve your goals or show up for others if you feel exhausted and depleted. Call a “timeout” if you need time to reset and re-energize. After your break, refocus by reminding yourself of your goals and priorities and adjusting your plans as needed. When you invest in building mental, emotional and physical strength, you develop the toughness and resiliency required to achieve, even when other people respond pessimistically to them.

Prepare mentally, physically and emotionally to “play the long game.”

In theory, it’s easy to understand the importance of healthy habits, yet 99% of people fail to make the changes needed to put the right habits into place. Reflect on your daily patterns: Are you taking intentional action toward your goals, or are you just relying on what feels familiar as you attempt to get through another day? Write down your daily habits.As James Clear explains in Atomic Habits, you may not see results overnight, but over time, small changes “compound into remarkable results.”

Work toward your goals relentlessly each day with the “one-percent mentality.”

Surround yourself with the right people by following these rules:<ul><li class="ql-align-justify">Choose a team with the “It Factor” – Decide what success looks like to you, who are winning on your terms and inspire you to be your best every day.</li><li class="ql-align-justify">Get sponsors and mentors – Connect with sponsors – professionals who’ve achieved higher levels of success than you.</li><li class="ql-align-justify">Build a robust social network – Continually assess your social network and look for ways to expand it.</li><li class="ql-align-justify">Identify cheerleaders and supporters – Not all your connections need to be the living embodiment of the kind of success you’re pursuing. </li><li class="ql-align-justify">Know when to ask for support. </li></ul>

Choose your team wisely on your journey toward success.

<ul><li class="ql-align-justify">When you experience stress at chronic, harmful levels, it can trigger serious health issues, such as high blood pressure – or even trigger a heart attack. Get your stress levels under control by doing three things: </li><li class="ql-align-justify">“Decide not to be stressed” – Have you ever noticed that some people get stressed out when faced with a challenging situation, while others don’t? </li><li class="ql-align-justify">Focus on what you can change – Don’t overly fixate on things you can’t control, including past failures or missed opportunities. </li><li class="ql-align-justify">Breathe – Your breathing tends to speed up when you’re stressed, so take some long, deep breaths. </li></ul>

Don’t let stress prevent you from excelling. Control it by following three rules.

Failure can be discouraging, but remember that every successful leader, athlete and entrepreneur has failed. The secret is to “fail forward”: Learn from situations that don’t go as you’d hoped and keep pursuing your goal. Think back to when you were a child: You learned how to walk by falling repeatedly. The same rule applies in adulthood. “Successful players in the game realize they must learn from situations so they can effectively navigate through it every time the situation pops up.”While you should become comfortable with failure, this doesn’t mean you should be comfortable with losses.

Reframe your view of failure. Look at it as a component of success.

When you commit to unleashing your full potential and living authentically, you do the world a service: You position yourself to share your talents and gifts with others. Take inspiration from Academy and Grammy Award-winning actor Denzel Washington and take the necessary risks to align with your purpose. “When you don’t care about what other people say, and you have let go of that fear of judgment, you have reached a dangerously amazing level of freedom.”

“Trust the process” and share your authentic gifts with the world.

Dominate The Game will mentally prepare you to show up the right way each day, motivate you to take the shots that others won't take, and then help you to elevate, separate, and dominate your game. The principles discussed will challenge you, pushing you to become confident in your ability to conquer any situation you may face in pursuit of your goals, ambitions, and dreams. The pain of regret is far greater than the pain of discipline; remember, life waits for no one. If you want to achieve greatness, you need to take charge and make plays happen. It all starts with you. Dominate the Game is a complementary book to Jennifer A. Garrett's book, Move the Ball, a personal growth book that has been recognized across the globe. Move the Ball is a book focused on preparing vision, strategies, playbooks, blueprints, and game plans to accomplish your goals and priorities in business, in your career, and in life. Dominate the Game focuses on elevation, playing to win, a mindset of zero limits, acceleration, stretching oneself, next level, exponential growth and going against the grain to not just "move the ball", but to dominate your game. ﻿﻿﻿Tomorrow is never promised, so today is the day for you to suit up, to show up, and to move the ball.

habits

Habits

mentalhealth

Mental Health

timemanagement

Time Management

Jennifer A. Garrett

Dominate The Game

<ul><li class="ql-align-justify">Don't try to be the perfect coach; instead, focus on being fully present for your client.</li><li class="ql-align-justify">Harness your emotions.</li><li class="ql-align-justify">Keep your focus on clients and help them solve their own problems.</li><li class="ql-align-justify">Encourage your clients to reflect on emotional experiences.</li><li class="ql-align-justify">Help your client uncover clear, attainable goals.</li><li class="ql-align-justify">Adapt your communication style to your client's needs.</li><li class="ql-align-justify">Help your client discern habits and behaviors that impede growth.</li><li class="ql-align-justify">Identify your client's social needs and core values to help them build a healthy life.</li><li class="ql-align-justify">Have your clients verbalize new insights and help them commit to real change.</li></ul>

A safe, open environment is a prerequisite for meaningful dialogue. Your ability to create such an environment hinges on embodying a coaching mindset: being fully present and attentive to clients. To be fully present, you must embrace “unselfing”: practicing humility and letting go of the belief you must be a “perfect” coach to help people. When you practice being present as you use your coaching skills, you will, inevitably, grow in your craft. “You must let go of being the perfect coach.﻿”

Don’t try to be the perfect coach; instead, focus on being fully present for your client.

To “unself” and become more present, work to set aside your personal needs, expectations and judgments in coaching relationships. Foster an open, non-directive mindset that prioritizes the client’s experiences and perspectives. Cultivate the mental habits of being a “self-less witness” to the client’s journey, maintaining a calm, curious, compassionate presence and believing in the client’s inherent strength and capability to grow.

Maintaining a calm and compassionate coaching presence requires tuning into your emotional responses. Relying solely on cognitive awareness in coaching – interpreting and analyzing based on your experiences – can hinder genuine understanding of a client’s unique perspective and feelings. Instead, blend cognitive and sensory awareness, opening up to emotional and physical reactions that arise during conversation and offering interpretations as invitations for further exploration.

Harness your emotions.

Use non-reactive empathy to recognize and validate clients’ emotions without absorbing them. Use phrases like, “When you mention this… it seems to bring up feelings of….” This approach allows you to cultivate awareness of your emotional responses during conversations, discern whether these emotions are yours or your client’s and offer perceptions for the client’s confirmation – as opposed to trying to fix their problems or interjecting your own experiences.“Your job isn’t making people feel better. You coach them to see better.”

Coaching that focuses on listening to your client and asking them open-ended questions to challenge their existing perceptions and beliefs can unlock creative insights. By refraining from offering advice or direct solutions, you can boost the client’s problem-solving skills and personal growth.  “Coaching is a spontaneous interaction that often leads to greater self-awareness more than goal achievement, but you keep the end in mind to make sure they are addressing what is hindering their evolution.”

Keep your focus on clients and help them solve their own problems.

Reflecting on emotional experiences allows clients to uncover their truths and motivations. This process enhances self-awareness and enables more confident decision-making by illuminating the underlying emotional drivers behind their actions and perceptions.“Unpleasant feelings are just as crucial as the enjoyable ones in helping make sense of the choices we make.”

Encourage your clients to reflect on emotional experiences.

A clear goal provides a specific direction for coaching conversations. It lets your client focus on overcoming resistance and achieving transformative changes rather than making superficial adjustments.Don’t predefine the outcome based on your understanding of someone’s situation or hurry into problem-solving mode. Premature action plans might bypass the client’s deeper insights or personal desires. “To open the window to blind spots, we need someone else to summarize our thoughts so we can objectively see them and then ask questions we can’t comfortably ask ourselves.”

Help your client uncover clear, attainable goals.

Tools and techniques needed to guide your clients toward the kinds of “light bulb moments” that lead to significant breakthroughs in thinking and behavior.

Light bulb moments in coaching are the creative insights that change minds and lives. A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery. Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever. Read Breakthrough Coaching to unlock access to: <ul><li>5 Modules of learning and discovery</li><li>19 Resource Tools and 5 Practice Exercises</li><li>Coaching case studies and examples</li><li>And so much more</li></ul>No longer will you worry "can I really say that?" or "should I have said more?" Instead, you'll be able to reveal deep desires and dreams, shine a light on blind spots and mental blocks, and open your client's minds to new perspectives that change their stories ripe with new possibilities-in less than an hour of your time together.

Multisolving

Strong Supply Chains Through Resilient Operations

The AI Playbook

The Leader's Guide to Managing Risk

Undress Your Stress

instructor Hood