1. The Foundation
V1.2 DRAFT
These colours indicate updates based on feedback or new insights.
A group of analysts, scientists, former CEOs and further ‘experts by experience’ applied Einstein’s advice
They let go of the thinking that created problem situations
The following emerged …
Many Supposedly Unsolvable Problems are Solvable Today!
How to solve
How to speed up
How to achieve
How to (re-)create
Harmony with nature
Harmony between groups
Harmony within organizations and systems
CARE FOR ALL
[[Urgency We are running out of time]]
Paradigm shifts are needed but don’t happen at scale
Through practical and executable practices and solutions (re)integrating the laws of nature
Many ‘Unsolvable Problems Become Solvable By
Many Supposedly Unsolvable Problems Are Solvable By
Working from a common foundation
Nature guides
1. The Foundation
1. The Foundation
.
The foundation intervening …
Where the mountains of obstacles initiatives and innovators face are removed
with interventions of the highest impact at the lowest costs and risks
2. The Transformation Approach
.
The foundation providing …
Highest-impact yet low(est)-risk principles and practices for decision-making at all levels
3. The Law of Nature Manifesto
3. The Law of Nature Manifesto
More Specifically
Organizations, societies and areas1 are part of nature and, hence, need to be treated as Living Systems
Living systems
- Operate by the relevant Laws of Nature
- Work best when they are healthy; are in harmony and those in need are cared for
Need to use different practices depending on situations:- Human beings apply situation specific practices
- Practices working well with stable situations
- Practices working well with complex and continually changing situations
1 Like all of Health Services
2. The Transformation Approach
Making the main groups involved complement each other (1 +1 becomes 3, 5 or 10)
Going beyond the tipping points where
Mountains of obstacles initiatives face are removed with the lowest costs and risks
The power of high(est)-impact solutions is released
The exponential growth of effective solutions can take place
Continues with Complementary activities for the main groups involved
Decision-makers, their advisors and experts
Decision-makers, their advisors and experts
Initiatives, employees and citizens
Initiatives, employees and citizens
2.1
(Re)integrating the following into decision-making
By making the following and what works well today complement each other
- Relevant Laws of Nature
- Einstein-Newton-Darwin practices1
- Out-of-the-box
- Go straight to the system level
- Simple rules for the system level
AskingCuriosity driven: “Why? Why? Why?” until satisfactory answers are found
Why do innovative solutions of the highest impact and scientific models get stuck in today’s systems?
AND EITHER OF THE FOLLOWING:
- When their work would mean losing their jobs: They would continue anyhow.
- Develop their own models and paradigms when inconsistencies, gaps or conflicts emerge from the existing ones [[[To be verified with… ]]]
- Core Human Values
The health of people, organisations, etc.
- Behavioural Essentials
Adaptive integrity; respect and listening to each other; etc.
1 Confirmed by an Einstein-Newton-Darwin expert, Prof. Michael Fitzgerald
2.1
Asking guiding questions that lead to the intervention points of the highest impact
When decisions are to be made:
- What Laws of Nature could occur? What practices do they demand?
- Are the Einstein-Newton-Darwin practices applied?
- Will the decision improve or worsen Core Human Values?
- Are the Behavioural Essentials practised?
2.2
Flattening the Curve of the exponentially grown bureaucracy and complexity
By applying the practices coming with the Tipping Point and Capacity Bottleneck Laws of Nature
Used to be part of decision-making by common business sense and intuition.
Is a standard practice in physics, engineering and mathematics.
Is applied by advice to avoid traffic jams on the road.
With or without being aware, in 2020, Flatten the Curve practices around COVID led to:
- Like freeways were built around cities to reduce traffic jams in the cities, high-speed decision-making tracks were created around the crippling bureaucracy.
- Extremely fast decision-making happened.
- The decisions received the support of vast majorities of the population in countries like Germany and the Netherlands.
- Please observe: Today’s situation is different. The Laws of Nature demand adjustment to the situation at hand.
2.2
Asking this guiding question: Where is Flatten the Curve of the exponentially grown bureaucracy and complexity?
For more information, open ‘Flatten the Curve’ on the left.
2.3
Executing the Foundation Project
The project enabling decision-makers, their advisors and experts to solve ‘unsolvable’ problems by
- Implementing a generally applicable foundation like the Law of Nature Manifesto below
- Spanning all of a company, government organisation or system like health services
- Top-down and bottom-up complementing each other via co-creation
Getting Started
Learn what works in today’s world by joining the Getting Started sessions below
2.3
Positioning your initiative for success
While initiatives should be able to focus on value creation, they find themselves wasting their resources on
- Fighting mountains of obstacles and
- Re-learning the same lessons countless
otherinitiatives have learned before.
Rather often, practices working well before are now in conflict with Laws of Nature. As they continue to be applied, decisions, communications and activities trigger “won’t work either” in growing groups of people.
Various initiatives attempt paradigm shifts. Yet, they do not occur.
For paradigm shifts to occur, the primary paradigm shift, intervening at a few changeable root causes of the highest damage, must occur first.
This Manifesto intervenes at several of those root causes.
What you can do
Learn what works in today’s world by joining the Getting Started sessions below
Design your initiative such that the tough (external) obstacles are avoided initially.
Guide the organisations and groups ‘owning’ the obstacles by asking the guiding questions above.
Contribute to initiatives that address the tough obstacles at the system level for your initiative by
- ‘Highest impact at the lowest costs and risks at the system level’ and
- Integral frameworks like this Manifesto.
Scale your initiative up as tough (external) obstacles are resolved by their owners.
2. The Law of Nature Manifesto
Intervening where the highest impact can be made at the lowest costs and risks
The mathematical Einstein
Many associate Einstein with mathematics, but there is more
Bringing the creative Einstein into organizations, initiatives, science(???) and politics
The creative Einstein
His curiosity-driven, creative and system-level thinking enabled his achievements
With the contributions of an Einstein-Newton-Darwin expert: Prof. Michael Fitzgerald
Re-positioning the popular practices
To where they are highly effective
Complementary
Re-establishing the lost practices
Decision making by
1. Laws of Natures first1
2. Laws of Nature and human-made constructs complementing each other
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 the people impacted.
Generally applicable guidance
Core Human Values and Behavioural Essentials
Including Adaptive Integrity and, hence, the ability to handle situations whereby environments change quicker than promises can be delivered to
Checklists for alignment verification
Organizations | Innovation | Health Services | Journalism | Education | Science
Getting Started
Join or request an online event
Getting Started: High(est)-Impact Examples
What the creative Einstein would do
With Prof. Michael Fitzgerald
Surprising characteristics got Einstein to solve what others could not
How Focus on Core Human Values and Co-creation Led to New Thinking, AiREAS and Flatten the Curve
Play Video about 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.
Co-Creators and Signatories
Co-Creators: The Core Team
Jean-Paul Close
Netherlands
Former CEO
Sustainocracy author
Geert Degrande
Belgium
Journalist
Founder of Re-Story
Prof. Michael Fitzgerald
Ireland
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
Netherlands
Program Manager
Passion for sustainability
Serene Seng
Singapore
Executive Coach, Speaker
Dr. Mahendra Shah
Indonesia
Director, former IIASA scientist
Co-author UN-IIASA climate change report 2002
Marion van den Eijnden
Netherlands
Avatar Master
Former Occupational Therapist
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
Netherlands
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.
Signatories of the First Hour (VERSION 1.1)
Rob Adank
Netherlands
Stephanie Barnes
Germany, Canada
Prof. Manuel Casanova
United States (retired)
Jean-Paul Close
Netherlands
Jaime Del Río Monges
Mexico
Prof. Michael Fitzgerald
Ireland (retired)
Eugen Oetringer
Netherlands, Germany
James N. Rose
United States
Catherine Schoendorff
Germany, France
John Scholtz
Netherlands
Serene Seng
Singapore
Dr. Mahendra Shah
Indonesia
Marion van den Eijnden
Netherlands
Further Solution Possibilities Waiting to be Explored
More high(est)-impact examples
Flatten the Curve of negative developments
Exponential Growth possibilities
Across Areas
Where other attempts had failed to reduce bureaucracy drastically, Flatten the Curve had succeeded
Play Video about Law of Nature Hiding Behind #FlattenTheCurve
A Law of Nature for management and social areas has been re-discovered: The capacity bottleneck Law of Nature.
An Astonishing Discovery: Human-Made Constructs Overrule Laws of Nature
Play Video about An Astonishing Discovery: Human-Made Constructs Overrule Laws of Nature
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. Restoring lost trust and support has become a matter of resolving these conflicts.
A High-Speed Innovation Track for High-Impact Innovations
From independent innovators, entrepreneurs, and analysts
Health
Where other treatments had failed, the Law of Nature hiding behind Flatten the Curve guided to the effective treatment
The missing link between reported causes and symptoms of ADHD, dyslexia, autism and the like.
The same video as under ‘Across Areas’ starting at Flatten the Curve for mental matters.
Version 1.2 | xxx, 2022
© 2023 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 http://creativecommons.org/licenses/by-sa/4.0/
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.