Dimensional thinking and doing

Chapter 1 - Worldview

---

Previous page: Hidden layers - Dimensional thinking and doing - Next page: Context

---

Back to Book content or directly to Main Page or Worldview

---

.

Thinking and doing

Welcome to the 'dimensional thinking and doing' page

.

It is only here that everything comes together. Continues triangulation (between action, evaluation and what is possible) is the best way not to fall into the biased thinking trap.

.

Summary of the creation of experiential layers by core dimensions and the creation of the third dimension

We create layers of experiences from what is important (interests - why) and valuable (values - how) to us at every moment of our lives.

They are the two primary dimensions.

1. Interest, the active dimension, spans
   1. from autonomy
   2. to participation.
2. Values, the second one, spans
   1. from coherence
   2. to connectedness.
3. In turn, the layers they create, constructs a third dimension we can use to create new layers from (= emergence)
   1. competencies
   2. to our relevant goals.

How this works is best explained by the theory of constructed emotions.

.

Core ideas

.

The (third) potention dimension (created by the layers)

Imagining your third dimension

The first two dimensions, action and evaluation, create hidden layers, which form a third potential dimension between competence and relevance in relation to your context.

.

From "My competences" (COMPETENCES) to "The relevance of actions for the bigger situation" (RELEVANCE).

.

(From "My competences") COMPETENCES

Competence refers to the ability to do something well or effectively. It can refer to a specific skill or knowledge, working well in a team, or solving problems. Competencies are essential because they allow people to perform tasks effectively and achieve goals. It can also help people to be more confident in their abilities and to feel more capable of taking on new challenges. People can develop many different types of competencies, which can vary depending on a person's interests, goals, and the requirements of their job or role in society. For example, competencies might include technical and personal skills, such as communicating effectively or working well with others. To develop competencies, people can engage in activities that challenge them and help them to learn new things, seek out opportunities to practice and improve their skills, and seek out education and training to help them learn new things

.

(To "The relevance of actions for the bigger situation") RELEVANCE
Relevance refers to the relationship or connection between something and the context in which it is being considered. Something relevant is related or applicable to the situation or problem at hand and is, therefore, essential or valuable to consider. Relevance is essential because it helps people focus on the information or ideas most meaningful or valuable to them in a given context. It can he

.

Deep dive

.

Key take-aways from the deep dive

Action is the result of:

• Personal interests
  • How did I become who I am?
  • What's the matter with the world? (What's going on around me?)
  • How do we solve it? It's solvable!

---

• Trustworthy behaviour (contains and includes)
  • autonomy
  • connectedness
  • competencies
• Responsible behaviour (contains and includes)
  • participation
  • coherence
  • relevance

---

• Social interests
  • Why is there an opportunity to invent / advance / ...?
  • How will we make it work?
  • What drives the use?

In the light of context.

.

---

.

Brief overview

The grids hereafter only depicts a tiny part of the vast amount of layers you, and we together, create throughout our life.

In most cases, when we are focused on a specific topic, we are (only) aware of the horizontal connections in the grid. Still, we are unaware of the vast vertical consequences connected to the case.

.

Contextual

.

	Why	How	What
	Interests	Values	Goals
	Active dimension	Evaluative dimension	Potential dimension
	From what is important for me to what is important for us.	From what has meaning to me to what is the meaning for us	From my competencies to the relevance of actions for the bigger situation
CONTEXTUAL
	Bio-Sphere	Social-Sphere	Techno-Sphere
Michael Muthukrishna	Genes	Culture	Context
	Specialisation	Cooperation	Competition
		SCARF	COMPASS
CULTURAL
	Pace e.g. in musicː slow <> fast e.g. in lifeː reaction speed to the environment	Dynamics e.g. in musicː soft <> loud e.g. in lifeː impact size compared to the environment	Depth: e.g. in musicː simple <> virtuoso e.g. in lifeːrelevance compared to the environment
Jan Terlauw	How did I become who I am?	What's the matter with the world?(What's going on around me?)	How do we solve it? It's solvable!
William MacAskill	Contingencyː If the intended action had not occurred, how short-lived would the world have been in this state (if at all)? (Contingency represents the extent to which a state depends on a small number of specific actions.)	Persistenceː How long will this condition last once it is established? (How long does the condition last once it has been established?	Significanceː What is the average added value of achieving a certain state? (The average value added by bringing about a given state)
		SːSTATUS: Our importance to others and feeling like we matter - Cː CERTAINTY: Our ability to understand expectations and calculate the future - Aː AUTONOMY: Our sense of control, freedom and personal power - RːRELATEDNESS: Our safety and connection with others, friend or foe - Fː FAIRNESSː Clear expectations in all situations	Cː Collective brain thinking - Oː Off the beaten path - Mː Magpie strategy – steal like a magpie with a prepared mind and intellectual arbitrage - Pː Paradox of diversity - Aː Adjacent possibilities - Sː Social beats smart - Sː Sharing is critical
SOCIETY
	Politics	Ethics	Economics
Max Weber	Power	Status	Economical class
	Why is there an opportunity to invent / advance / ...?	How will we make it work?	What drives the use?

.

Personal

	Why	How	What
	Interests	Values	Goals
	Active dimension	Evaluative dimension	Potential dimension
	From what is important for me to what is important for us.	From what has meaning to me to what is the meaning for us	From my competencies to the relevance of actions for the bigger situation
PERSONAL
Inner focus
Temperament	Prestige	Pleasure	Payment
Temp. - Trust	Autonomy	Connectedness	Competencies
Temp. - Responsibility	Participation	Coherence	Relevance
Emotions	Worries and concerns. What stands in your way?	Resources and skills. What would be the best way for you to contribute ?	Hopes and goals. What do you want to accomplish?
Cognition	Defence	Diplomacy	Development
Cognition	Principles	Patterns	Processes
Other focus
Integrity	Medical	Psychological	Legal
Behaviour	Courage	Compassion	Curiosity
Psychology	Cognitive dissonance	Fundamental attribution error	Base-rate neglect
Philosophy (Ernst Fehr)	Beliefs	Preferences	Constraints
Philosophy - Brain	Striking and beautiful	Right and good	Correct
Outer focus
Experiential	Self-conscious	Socially aware	Environmentally aware
Experiential	Self confidence	Self appreciation	Selfknowledge
Experiential	Insight	Lucidity	Perspective
Cultural embedding - History	Fire	Campfire. Joint meals	Culture transfer. Formation of groups and societies

.

---

.

Organisational

	Why	How	What
	Interests	Values	Goals
	Active dimension	Evaluative dimension	Potential dimension
	Why is there an opportunity to invent / advance / ...?	How will we make it work?	What drives the use?
ORGANISATIONAL
Action	Strategy - Corporate futuring	Organisational futuring	Market awareness - Innovation awareness - Customer experience
The telegraph	The battery	The electromagnet	Cables
Railroad	The steam engin	High-strength steel	The telegraph, essential for coordinating operations
Car	Petroleum refining	The gasoline engine	The assembly line
Shopping centre	Centralized cost-effective manufacturing that provide low-cost (instead of craft-made) products	Railroads that enabled low-cost distribution of goods	Mass production of pulp paper enabling massive volumes of catalogs to be produced and distributed at low cost
Air conditioning	The electric motor	The centrifugal compressor	The distribution of cheap electricity
IBM computer	The silicon transistor	The magnetic tape	Computer logic (software)
Cellphone technology	The lithium battery	Microprocessors	LCD screen
Amazon	The internet	Data centres	The smartphone
Logistic chain	Platform economy	WWW, AI, 5G	Need for predictable, transparant and efficiënt supply chains

.