Version 1.1     

Because of the far-reaching solution potential, it was decided to release a Version 1 ‘as is.’ Co-creation of Version 2 is underway.

Heads-up for what’s to come with V2

Climate change, degrading Health Services, social unrest and so much more. 

The problems we face continue to grow.

Why do solution attempts fail us today


What would Einstein, Newton and Darwin do

How did the Laws of Nature disappear from decision making

How can we together get started in our own environments to solve this

All of this in less than 10 minutes

1. Why the Manifesto?

To solve the problems organizations, societies, and the planet face, we need to let go of the thinking that created them and adopt a new way of thinking 


Applying Einstein

1.1 The decision-maker’s dilemma 

Today, nobody knows what the new thinking should be.

This leaves decision-makers with problems that are seemingly impossible to solve.

Yet, many decision-makers, from team leaders to CEOs and politicians, are expected to solve those problems or risk losing their jobs. 1

1 Managers, executives, politicians, their advisors, experts, project managers, initiative owners, innovators

1.2 Meanwhile, solution possibilities of the highest impact are waiting to be unlocked

Play Video about Law of Nature Hiding Behind #FlattenTheCurve

Where other attempts had failed to reduce bureaucracy drastically, Flatten the Curve had succeeded. 

A Law of Nature for management and social areas has been re-discovered: The capacity bottleneck Law of Nature. 

Various treatments that have delivered exceptional results for mental matters, such as ADHD, dyslexia and autism, demonstrate patterns of applying Flatten-the-Curve practices and, hence, applying the capacity bottleneck Law of Nature.

To solve the problems we face, people with extraordinary skills are needed. Such skills are typically available from people with polymath abilities and the talents that often come with ADHD, dyslexia, autism, and the like. 

1.3 Why are such solution possibilities missing in priority lists?

2. An Astonishing Discovery

Human-made constructs1 overrule Laws of Nature

Play Video about An Astonishing Discovery: Human-Made Constructs Overrule Laws of Nature

In the complex world of decision making, initiatives and organizations: 

When tipping points of complexity are crossed, human-made constructs overrule Laws of Nature by default.

Large groups of people have learned to intuitively recognize when decisions, regulations, projects, and the like conflict with the Laws of Nature and act accordingly.

In combination with Core Values and Behavioural Essentials, applying Laws of Nature provides a highest-impact yet lowest-cost possibility to get people on board and solve the problems we face. 

1 Best practices; standards and regulations; processes; IT applications, popular ways of thinking; etc.

3. Solution Possibility

Applying relevant Laws of Nature, Core Human Values, and Behavioural Essentials provides a new way of thinking to solve many if not most of the problems we face

Instead of breaking the challenge into parts, the Manifesto’s co-creators started the task by asking these questions:

1. Where can the highest impact be made at the lowest costs and risks?

2. What does the foundation package have to contain to be executable? 

3. How do we know the Manifesto is executable in and beyond organizations (part of the co-creation for V2)? 

The answers developed into the following package:   

3.1 Einstein


The mathematical Einstein

Many associate Einstein with mathematics, but there is more

Bringing the creative Einstein into organizations as well


The creative Einstein

His creative thinking enabled his achievements

With the contributions of an Einstein-Newton-Darwin expert: Prof. Michael Fitzgerald  

3.2 Practices

Re-positioning the popular practices 

To where they are highly effective


Re-establishing the lost practices 


3.3 Decision Making by Laws of Nature

Decision making by

1. Laws of Natures first1

2. Laws of Nature and human-made constructs complementing each other

3.4 Core Values and Behaviour

Generally applicable guidance

Core Human Values and Behavioural Essentials

3.5 Checklists

Checklists for alignment verification

Organizations  |  Innovation  |  Health Services  |  Journalism | Education  |  Science

1 Situations can occur in which it can make sense to prefer human-made constructs. When such situations occur, decision-makers should provide reasons that make sense to people impacted.

4. Co-creation and Support

Co-creators and signatories

4.1 Co-Creators: The Core Team

Eugen Oetringer
Netherlands, Germany
Bridgebuilder, Analyst, Inventor

Arti Ahluwalia
Ecocivilisation Country Chair India
Director at Dimex India 

Jean-Paul Close
Former CEO
Sustainocracy author

Geert Degrande
Founder of Re-Story

Prof. Michael Fitzgerald
Einstein-Newton-Darwin Researcher
Child and Adolescent Psychiatry (retired)

Ukpeme Okon
United States, Nigeria
Ambassador for Peace, Barrister

Catherine Schoendorff
Germany, France
Former CEO, C-Suite Coach

John Scholtz
Program Manager
Passion for sustainability

Serene Seng
Executive Coach, Speaker

Dr. Mahendra Shah
Director, former IIASA scientist
Co-author UN-IIASA climate change report 2002

Marion van den Eijnden
Avatar Master
Former Occupational Therapist

4.2 Contributing Co-creators

Individuals whose contributions led to significant improvements of the Manifesto

Stephanie Barnes
Germany, Canada
Creativity for doing things differently

James N. Rose
United States
Biologist, General Systems Analyst
Developer of Integrity Paradigm

Harry van der Velde
Holistic analysis and visualization of organizational issues

Please let us know if you believe you have made a significant contribution, but you are not listed here.

4.3 Signatories of the first hour

Rob Adank

Stephanie Barnes
Germany, Canada

Prof. Manuel Casanova
United States (retired)

Jean-Paul Close

Prof. Michael Fitzgerald
Ireland (retired)

Eugen Oetringer
Netherlands, Germany

James N. Rose
United States

Catherine Schoendorff
Germany, France

John Scholtz

Serene Seng

5. Getting Started

You can start right away

5.1 Ask Guiding Questions when decisions are to be made 

That is questions hard to ignore 

Do Laws of Nature apply?

Are their practices applied?

Are the decision-makers and their advisors educated in recognizing relevant Laws of Nature and associated phenomena?

Does the team have people trained in applying the Laws of Nature and associated phenomena?

Will the decision improve or worsen core values?

Is adaptive integrity applied?

For more information, please see the videos above. 

5.2 Explore new ways of thinking

What the creative Einstein would do

Einstein for Organizations

With Prof. Michael Fitzgerald 

Surprising characteristics got Einstein to solve what others could not

5.4 Solution possibilities waiting to be explored

#FlattenTheCurve of negative developments 

Exponential Growth possibilities

Includes external sources

Across Areas

How Focus on Core Human Values and Co-creation Led to New Thinking, AiREAS and Flatten the Curve

Through this interview with Jean-Paul Close, the inventor of a new thinking, important aspects of Co-creation, the Core Human Values, and the applied Flatten-the-Curve practices are made available.

A High-Speed Innovation Track for High-Impact Innovations

From independent innovators, entrepreneurs, and analysts


The Law of Nature Hiding Behind #FlattenTheCurve

© 2024 by the Core Team

With the following exceptions, this declaration is licensed for free use under Creative Commons CC BY-SA 4.0. To view a copy of this license, visit

Different copyrights may apply for videos, photos, images, and so forth. They may need to be licensed via their owners.

Because this Manifesto implies a paradigm shift and to prevent certifications being done with too much of the same thinking that created the problem situations, all rights with and around certifications for Law of Nature Manifesto alignment or compliance remain with ComDyS