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Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS
Current location: Time-Life Navigation (TLN) :: Introduction page AND Tool for site discussion or Navigation
Current page elements: (1) Synthesis; (2) Tour; (3) Background; (4) TLN key ideas; (5) Key pages; (6) Other key pages; (7) TLN resources; (8) File lists; (9) Other links; (10) Page content review and summary; (11) Yahoo group; (12) Site searches; (13) NYT Technology headlines, about change, toward tomorrows
Go next: First time visitors OR links on the page below
TLN site exploration and navigation
Five inter-related elements moving in time: organization evolution (main change vehicle); life design (main change beneficiary); work life (career) evolution (main change initiator); financial investing (golden goose); and a life navigation system (the action sequencer).
These five dimensions are layered on a time "terrain" awareness foundation (discontinuous change). This TLN synthesis is the site's topic and scope. Developing an adequate, long-term (multi-generational) work approach is the desired end result.
These are not separate subjects. It is more useful to view them as key dimensions of a dynamic reality that is both unique to each of us and yet interconnected. A reality "moving" in time, but not linearly. Download news analysis and perception.doc to test the previous assertions for yourself.
A dynamic view of the "time world" in which we are embedded
 TLN Synthesis 
This synthesis is at the core of social and economic development plus social wealth creation. It is also at the core of long-term self-interest. See payoff . This site is not just something else to read. It is at the core of what to do.
What evidence points toward a linear and predictable world
where tomorrows are extrapolations of yesterday
and just doing more and better of what's already known is adequate?
What happens to standards of living if the depicted system stagnates or an element is removed?
Phone quick tour marker. Tour is a sample. Following tour see recommenced path.
Google site rankings
Underlying information and conceptual foundation
TLN Concept map (very complex conceptual view)
Time-life navigation © (TLN) key ideas
Navigating toward tomorrows: the roads ahead; unimagined futures (created by complex events that are beyond prediction and sometimes without precedent). Imagine the contrast and discontinuities between the worlds of 1850, 1900, 1945, 1960, 1980, 2000, 2020 and onward.
About change and towards tomorrows
Who could have been prepared?
In a world with no concrete destinations or answers a testable life-long work approach (key idea 3 below) is essential. ( jump to personal opportunity thinking points)
Mental patterns unavoidably and recurrently rooted in yesterday (our life lines). Typically we work on the familiar with the familiar. Need to periodically recreate.
Need situationally valid terrain (social, economic, political etc.) awareness—a foundation—for effective future directed decisions.
A knowledge system view—the environment in which we're now embedded. A combined strategic view of: 1) the changing social and economic picture; 2) a static view of economic content and structure; 3) offerings—with a drill down to their strategic origins—and receptors; 4) specialized knowledge and knowledge workers; 5) the management revolution and its strategic function; 6) productivity of knowledge and what is it?; 7) individual knowledge workers; 8) information challenges; 9) the linkages from knowledge and information to other topics; 10) Recent technology headlines from NYTimes; 11) About change; 12) Toward tomorrows. TLN Weblog (story titles recently seen in the news).
The capacity to navigate is at the core of social and economic development.
Adequate, systematic work approach (multi-generationally) is needed. Conscious time investments. How can we work on the unseen and unfamiliar? What's on my radar? What are the powerful conceptual resources? What are the time spans? A life-TIME investment system is needed.
Investing time in navigating life and time in a world moving toward unimagined futures
Time-life navigation © web site prototypes a modular and comprehensive framework (blueprint) and tool kit for designing and navigating the necessarily unfamiliar roads ahead.
This web site is a CORE strategic resource and is designed to integrate other resources. It is also a CORE diagnostic tool. The framework is also designed to be the core of our PIM (personal information management system) and action system. Site provides the convenience of a blueprint that can be edited rather than having to create from scratch. (What's next?)
The framework encompasses our entire lives—both present and future—in a world moving in time.
Site is not just something to read, rather it is something to DO:
Attention shifting; explore, time visualization, geographical visualization, cultural visualization, think, note areas of interest and disinterest, reflect on what these areas mean for the future and your future; Consider interest drill down depth and expansion width; Situation diagnosis; Conceptualize developmental directions and desires; Calendarize (when desired?, what foundation?, time required including several false starts and abandoning undesirable present elements, when to start?); Imagine starting afresh while building on strengths.
Adequate thinking should create new expectations (mental patterns). When reality diverges from these expectations there may be a significant opportunity that needs to be explored.
End result: conceptually valid life long work approach—time-life navigation. See TLN end result and action and What's next?
Opportunities of a life-time (see "personal opportunity thinking points")
Where's the evidence that this can be ignored without important consequence?
A more printable version of this page (use as checklist).
If needed, you can locate this page by Googling: tln exploration navigation
Adding "bobembry" (without quotes) to the Google search field should restrict it to my portion of the .Mac domain
See: TLN words, concept phrases, ideas and other search terms
Technology headlines from NYTimes.com
A view of the constant flow of change (a dimension of TLN)
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Change:
Things are, like they were, until they're not—and its up to us to make the "not" come to pass.
What we do is largely based on what we or someone before us has been doing for a quite a while and it seems to work. We don't really know why we do these things other that because we always have.
Our life “radar” contains only known, viewable “objects.” Radars are time-dependent.
The worlds of tomorrows are always different, yet our radar unavoidably consists of yesterday—the way things were.
An updated radar is valuable for life navigation because we can only work on—or prepare for—things that are on our radar or within our attention span. Additionally the human brain can only see what its prepared to see.
Imagine someone in the past—1950, 1960, 1990 or whenever—asserting that they had a plan, were performing well, making good progress or any other positive assurance. This type assurance is contrary to development and thinking ahead. At the least it is naive—it ignores competitive effects (existing and new) and new events (trends) that introduce a discontinuity.
Past economic and social conditions
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First Thanksgiving at Plymouth Massachusetts in 1621
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Williamsburg Virginia in 1700s
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Time of the Civil War (The worlds of Gone with the Wind vs. Cold Mountain)
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General Motors 1920s
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The rise and subsequent stagnation of Japan, Inc.
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The companies used as examples in the In Search of Excellence study
“Looking around” in the visible worlds of past times gives no recognizable clues as to what will happen in the distant futureS and maybe only the subtlest clues of near-term changes and discontinuities.
Assurances can be stated in the form of profitability, growth, market share, innovation, quality or whatever and seem reassuring when they most likely should not be. These assurances are usually an attempt to avoid facing the dynamics of the world and the challenges of a world moving toward unimagined futures.
The notion 'don't fix IT if IT ain't broke' is blind, uninformed and misses the point—we are embedded in an unfolding world. IT probably presumes there's a solid-state IT in a solid-state world and that somebody has a deep lasting emotional attachment to IT. (Consider the subsequent rocky roads of the companies used as examples in In Search of Excellence.) In reality, most of us care that IT makes our lives better tomorrow and this is rarely linear—an outgrowth or extension of yesterday. An informed ongoing diagnosis is needed—part of a systematic work approach. See Peter Drucker's “From Analysis to Perception—The New Worldview” and Edward de Bono's Water Logic
Just because things are calm doesn't mean things are OK or there is nothing to do. It may be the calm before the storm. When the storm hits it pays to not be lost in yesterday—often for years. It pays to have tomorrow well underway. It pays to know what to do and what not to do. It pays to be prepared to exploit opportunity when it presents itself. Hopefully the exploration of this site will help in knowing what to do and what not to do.
See Peter Drucker's on "The Change Leader" in Management Challenges for the 21st Century; avoiding the high risk "Bright Idea" in Innovation and Entrepreneurship; his Entrepreneurship and Innovation interview; The Future that has Already Happened; and about management and change.
Brainstorming has the problem of relying on yesterday's mental patterns embedded within their associated life lines!!!!
The issues just mentioned fit within the context of organization evolution at multiple points in the future.
The paragraphs above contain assertions which can be valuable navigation tools. Assertions can be tested—true, false, a probability, or a time horizon. The attention re-focusing can provide an opportunity for reality terrain exploration.
The Experts Speak by Christopher Cerf and Victor Navasky
[W]hen the Paris Exhibition closes electric light will close with it and no more will be heard of it.
Erasmus Wilson,
professor at Oxford University, 1878
Well-informed people know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no practical value.
Editorial in the Boston Post, 1865
There is no reason for any individual to have a computer in their home.
Ken Olsen,
president of Digital Equipment Corporation,
at the Convention of the World Future Society, 1977
640K [of RAM] ought to be enough for anybody.
Bill Gates, 1981
Heavier-than-air flying machines are impossible.
Lord Kelvin,
British mathematician, physicist, and
president of the British Royal Society, circa 1895
Everything that can be invented has been invented;
Charles H. Duell,
Commissioner, U.S. Office of Patents, 1899
Similar statements—reflecting the speaker's limited mental patterns—are in the news almost every day.
Connections: Organization and career evolution stories in my TLN weblog and story title listing. Current system status (Is this OK?)
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Toward tomorrows
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Managing in the Next Society (2002); Last section originally published earlier in The Economist (http://economist.com/surveys/displaystory.cfm?story_id=770819)
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Post-capitalist Society (1993)
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The New Realities (1988)
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The Age of Discontinuity (1968)
Links site map
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