Dimensional thinking and doing
Chapter 1 - Worldview
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Welcome to the 'dimensional thinking and doing' page
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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.
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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.
- Interest, the active dimension, spans
- from autonomy
- to participation.
- Values, the second one, spans
- from coherence
- to connectedness.
- In turn, the layers they create, constructs a third dimension we can use to create new layers from (= emergence)
- competencies
- to our relevant goals.
How this works is best explained by the theory of constructed emotions.
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Action is the result of:
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- 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!
supported by
- Trustworthy behaviour (contains and includes)
- autonomy
- connectedness
- competencies
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- Social interests
- Why is there an opportunity to invent / advance / ...?
- How will we make it work?
- What drives the use?
supported by
- Responsible behaviour (contains and includes)
- participation
- coherence
- relevance
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In the light of your context.
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Deep dive
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(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.
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Contextual
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Why | How | What | |
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Interests | Values | Goals | |
Active dimension | Evaluative dimension | Potential dimension | |
From
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From
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From
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CONTEXTUAL | |||
Bio-Sphere | Social-Sphere | Techno-Sphere | |
Michael Muthukrishna | Genes | Culture | Context |
Specialisation | Cooperation | Competition | |
Possibility | Desirability | Feasability | |
BIOLOGICAL | |||
Autopoiesis | Allostasis | Homeostasis | |
A systems-theory concept describing living organisms as self-producing, self-maintainingentities. It focuses on the autonomy of a system to continuously regenerate its components and organisation (e.g., cellular repair, metabolism). | Achieves stability through proactive adjustments of physiological set points in response to stressors (e.g., cortisol release during stress). It emphasizes adaptability and anticipatory regulation to meet changing demands. | Maintains stability by regulating internal conditions (e.g., body temperature, pH) within narrow ranges through reactive, negative feedback loops. It prioritizes equilibrium and resists deviations from set points. | |
Primary goal | Sustain self-organisation | Adapt to stressors | Maintain equilibrium |
Mechanism | Self-referential processes | Predictive regulation | Reactive feedback loops |
Temporal focus | Long-term organisational integrity | Medium-term adaptation | Immediate stability |
Ensures the system’s ongoing capacity to perform both by maintaining its organisational boundaries and functions. | Adjusts core variables dynamically | Stabilises core variables | |
CULTURAL | |||
Pace
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Dynamics
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Depth:
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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) |
SCARF | COMPASS | ||
Sː STATUS: Our importance to others and feeling like we matter | Cː Collective brain thinking | ||
Cː CERTAINTY: Our ability to understand expectations and calculate the future | Oː Off the beaten path | ||
Aː AUTONOMY: Our sense of control, freedom and personal power | Mː Magpie strategy – steal like a magpie with a prepared mind and intellectual arbitrage | ||
Rː RELATEDNESS: Our safety and connection with others, friend or foe | Pː Paradox of diversity | ||
Fː FAIRNESSː Clear expectations in all situations | Aː Adjacent possibilities | ||
Sː Social beats smart | |||
Sː Sharing is critical | |||
SOCIETY | |||
Politics | Ethics | Economics | |
Politics | Power | Thruth | Knowledge |
Max Weber | Power | Status | Economical class |
Why is there an opportunity to invent / advance / ...? | How will we make it work? | What drives the use? | |
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Personal
Why | How | What | |
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Interests | Values | Goals | |
Active dimension | Evaluative dimension | Potential dimension | |
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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 | Biological | 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 |
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Organisational
Why | How | What | |
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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 |
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