|
|
 |
 |
![](http://downloads.redjupiter.com/users/images/bryanbell/shim.gif"){kind=spacer} |
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Life Trust Guardians accept as their responsibility the protection of humanity as community as well as humanity as individuals. The Rule of Public Safety is that no human should be allowed to deliberately injure another human— that all adversary actions should ideally be prevented and when not prevented quickly contained. The Public Safety Division of the Life Trust Guardians accomplish the rule of public safety by:
The Public Safety Division is composed various pubic safety specialists. These include: Synergic Containment Officers, Science Officers, Hearing Officers, Rehabilitation Officers, and Prevention Officers. Let us examine the process in more detail. When an adversary event occurs and an injury is reported to the Life Trust Guardians, they will dispense Containment Officers to the scene of the injury to analyze the adversary event, and if further risk to body or life exists, contain it. Principles of Synergic Containment
Depending on the nature and severity of the adversary event, Containment Officers have the authority to take those suspected of adversary actions into custody. Public safety is paramount. Suspects are required to cooperate with the Containment Officers, and if asked to enter into custody to do so voluntarily. Containment of adversary events is the prime responsibility of the Synergic Containment Officers. They are required to protect themselves and the public. If a suspect resists being taken into custody, the Containment Officers will utilize the most advanced containment technology in every effort to avoid injury to the suspects, but if the suspects resist, Containment Officers are authorized to use whatever level of force necessary to insure public safety. This includes authorization to use deadly force. When a synergist is containing an adversary, he must speak the language they understand—the language of force. While our immune system lacks any ability to repair or rehabilitate cancer cells, the Life Trust Guardians should have much greater success rehabilitating and educating adversarily behaving humans. In a synergic future, all Physicians, Psychiatrists and Psychologists will be Life Trust Guardians. As humanity becomes more synergic and our knowledge of human psychology becomes greater, the need for deadly force should diminish. In a moment we will examine how this might work in the real world, but first we need to define what it means to be "hurt". Recall, when an adversary event occurs and an injury is reported to the Life Trust Guardians, they will dispense Containment Officers to the scene of the injury to analyze the adversary event. Today, if you have a house fire you call the fire department. If you have home accident with personal injury, you call an ambulance. Now within synergic society all of these problems would be reported to and handled by the Life Trust Guardians, but Synergic Containment Officers would only respond to reports of adversary events. An adversary event involves the intentionally injuring or threatening to injure other individuals–fighting and flighting–pain and dying. This is where we find conflict–the struggle to avoid losing–the struggle to avoid being hurt or killed. These are the events that our police forces respond to today. Synergic Containment Synergic Containment Officers are only responsible for containment of adversary events. Their first task will be to contain the adversary event, and prevent the event from spreading further into community and involving new victims. Synergic society does not view the perpetrators as bad or criminal. However, they certainly recognize that they are dangerous. Recall in our initial discussion of using synergic containment to protect children, we are seeking to contain and protect all the individuals caught up in an adversary event—both victims and perpetrators. Containment is about protecting both the victim and the aggressor. Synergic Rescue Once the adversary event has been contained, the second task becomes to safely rescue all of the individuals caught up in the event. This rescue is prioritized. First to be rescued are victims at greatest risk for further harm, then victims at lower risk. Once the victims are safe, the synergic containment officers will begin their rescue of the perpetrators. Synergic Disarmament If those perpetrating the adversary event have weapons, they must be disarmed. Today, the danger of adversary events is greatly magnified by access to weapons. We humans are Time-binders. That means as a species we can create knowledge without limit. When we incorporate knowledge into matter-energy it is called a tool. Because knowledge can grow without limit, tools can also grow without limit. When tools are used to hurt others, they are called weapons. In our modern world, we have created ever more powerful weapons. These weapons are not safe in the hands of ignorance. Once the perpetrators of an adversary event are contained, their victims rescued, then they will be disarmed, this must be effected before they can be rescued.Read the Scientific Basis for the GIFTegrity — Specifications for a GIFTegrity Tensegrity — Give Get Nation — Gift Economy The Complete ORTEGRITY— Ortegrity Slides— Tensegrity
Timothy Wilken, MD — BIAS Systems — SynEARTH Network
"Give me a place to stand on, and I will move the earth."
—Archimedes (287-212 BC)
|
 Thursday, May 1, 2008
|
I was honored to present the following material a the UnMoney Convergence in Seattle, Washington on April 15, 2008. You may view the slides used in the presentation.
Timothy Wilken, MD
Synergic Science is the study of how systems work together — physical systems, biological systems and social systems. This involves a careful study of the relationship of the "parts" of a system to the "whole" of the system.“Synergy means behavior of whole systems unpredicted by the behavior of their parts taken separately. … Synergy is the only word that means this. The fact that we humans are unfamiliar with the word means that we do not think there are behaviors of "wholes" unpredicted by the behavior of "parts".” —R. Buckminster FullerSynergic Science makes much of the relationships between the "parts" and their relationships to the "whole". For human beings there can be no other more important "parts" than Self and Other.
From my perspective I am self and you are other, but from your point of view you are self and I am other. This is a very simple way of looking at things.
Our relationships then are major importance in determining the quality of our lives.
From the point of view of the individual joining in relationship, I can be hurt, I can be ignored, or I can be helped by the relationship—there are only three ways.Relationships that hurt are adversary.
Relationships that ignore are neutral.
Relationships that help are synergic.
Therefore all human choices and all human relationships can be described as falling on a continuum.
Adversity — • — Neutrality — • — Synergy
We humans are conditioned by our life experience. The propensity of the types of relationship we encounter can well determine how we believe the world works.
Synergists can be most powerful when they form synergic community. This first requires committment and unity. Once such a community is formed you have something very special I call CommUNITY which uses the power of WIN-WIN relationships to empower the process of working together.
Adversaries believe there is not enough for everyone and only the physically strong will survive. They believe humans are coercively dependent on others, and they best understand the language of force.
Neutralists believe there is enough for everyone, if only you work hard enough and take care of yourself. They believe humans are financial independent and should be self-sufficient unless they are too lazy or defective. They best understand the language of money.
And, finally a new type of human is still emerging. Synergists believe there is enough for everyone but only if we work together and act responsibly. They believe humans are INTERdependent and can only obtain sufficiency by working together as community. Synergists best understand the language of love.
But, to be successful in our present world, the synergist must understand all three languages and know when to use them. Synergists must sometimes use the language of force, and sometimes the language of money, it depends on whom they are talking to. However, when synergists are seeking allies—when synergists are seeking to build community—they must speak the language of love.
Synergists believe that you should, "Do unto others as you would have them do unto you."
What is it that most of us want others to do unto us? Synergic scientists answer this question as follows: Help and support others as you would wish them to help and support you. Or, more simply, "Treat others the way they want to be treated."
Synergists are trying to heal the wounds inflected by those who don't understand how the world could work. This then is the essential challenge to the synergists.
Can we work together and act responsibly in time to save our ourselves on this planet? ...
Yes, but only by helping each other. ... Yes, but only by working together.
Synergic science has developed two technologies for use by CommUNITY—the Gifting Tensegrity and the Organizational Tensegrity. To better understand them you, first need to understand Tensegrity which was addressed in this presentation. ...
View a PDF of the Presentation Slides.
Who was there
Boaz Klapphotz, John Rogers, Rozie Hughes-- note-taker (New Road Map Fdtn), Kirsten Liegmann (Gaia Univ), John Bloom (RSF Social Finance), Orland Bishop (ShadeTree Multicultural Found.), Geoff Chesshire (Regenerosity), Bruce P. Norman, SHann Turnbull (Int. Inst. for Self-Governance), Tatiana Cattard (BALLE Seattle), Arthur Brock (Targeted Currencies), Nick Soletti, Kevin Keck
Was to be a Slide Presentation about "tensegrity" and applications to social interactions, by Timothy Wilken, but technology failed! He presented content, while we looked on at his computer.
Boiled down to three possible relationships: win (be helped), lose (be hurt), draw (neutral) on the individual level. Taking that out a level, mathematically, conflict creates "conflict deficit", draw is no net loss, co-op creates "cooperation surplus." Truly fair market is (theoretically) neutral.
Timothy then began his discussion of tensegrity. Towards the end of that discussion, Wilken suggested that in a synergic civilization that humans would move beyond conflict. Criticism from Shann Turnbull that this is not congruent with Tensegrity. Evolution created competition/co-operation to create social tensegrity. Can't have fully co-operative structure, it will not have tensegrity.
Timothy responded that competition is allowed, but adversity isn't. Does not take into account the larger product resulting from individual interaction. Rozie countered that this yin/yang construct is represented in Tai Chi push hands -- someone is pushing while another receiving push with tension, at some point IT MUST REVERSE, creating a whole in balance, each participates in both types of dynamic. Have to be consciousness that individual must change role respond/adapt to dynamism of whole system.
Synergistic construction is predicated on commitment to self being connected to commitment to others.
Recognition of interdependence.
Boaz asked, but how do you engineer a larger system? Timothy responded - have to start in small yunits, create agreements re: commitment and unity (Comm Unity), Agree upon supergoal wich contains individual goals. Shann Turnbull sited new Visa Intl structure as example of external co-operation, internal competition. Rozie sited Microsoft.
| Friday, April 25, 2008
|
From the SynEARTH Archives. ... This is the fourth article in the series explaining synergic organization. See: (1) Discovery in North Carolina, (2) Heterarchy—The Secret of Japan, Inc. and (3) Defining the Ortegrity
Timothy Wilken, MD
Major Features• Decision-Action Tensegrities utilizing —
• decision heterarchy with synergic consenus and veto,• action hierarchy with synergic negotiation,• conflict free mechanism
The Ortegrity is a system for organizing two or more humans. It produces win-win relationships between all individuals within the organization. This results in a conflict free environment which optimizes the two processes of human behavior — decision and action. The resultant is that efficiency, productivity, and quality of work-life are optimized.
Decision-Heterarchy
In the Ortegrity, decisions are made in heterarchy. Each member’s role is the same. The goal is to find the plan of accomplishing the assigned task with best effect on all. A win-win solution. This search leads to the most efficient way of doing things. All members are protected from any loss by their veto. Only a win-win plan can be approved. Such plans that will be strongly supported by all members.
Humans develop strong feelings of community in heterarchy. It strengthens their committment to the organization. Individuals are more creative and enthusiastic in a setting where they feel respected and needed.
Decisions are always made heterarchically. All individuals in a heterarchy sit on the same level. They are equal in authority and responsibility. No one is superior to anyone else. It is the responsibility of all to accomplish the task assigned to the heterarchy. They all have equal authority and equal responsibility to decide how the task will be accomplished.
Anyone can propose a plan as to how the task might be accomplished. The heterarchy continues discussion until a unanimous decision is reached. Only those plans not vetoed carry. Every member has a veto and is expected to use it to prevent losses. This is synergic consensus. It is a powerful system for producing unanimous decision. Remember loss can still occur in synergic organization. But if loss must occur it is minimized and then shared equally by all members of the heterarchy.
The Synergic Veto — life’s secret for efficiency
Most humans are suprised to learn of veto power. It seems very strange in the world of “directed” management. How can the boss allow employee’s to veto his orders and get anything done?
Members of a heterarchy are not employees. They stand equal with the organizer. A major secret of life is that self-directed organization is much more efficient than other-directed organization. The secret is to transcend directing anyone. The Ortegrity creates the ideal environment for self-organization.
In an environment of self-organization, human potential blossoms. Humans operate at a more powerful level. Those in an Ortegrity soon realize that their well being depends on the success of their organizations. They realize that if they wish to be well paid their organization must be successful. They have high interest in successful solutions to their tasks. They desire to be successful, and they want their organizations to be successful as well.
Now once the members of a heterarchy have decided on a plan of action. They then renegotiate among themselves to divide the plan of action into subtasks.
Recall that all members sit on the same level as “equals”. No one has more authority than anyone else. Every one has equal responsibility and equal authority within the heterarchy. The assignment for the heterarchy is to find the best plan to accomplish the task so all members will win. It is the collective responsibility of the entire heterarchy to find this “best” solution. Anyone can propose a plan to accomplish the task. All problems related to accomplishing the task would be discussed at length in the heterarchy.
The proposed plan for accomplishing the task would be examined by all members of the heterarchy. Anyone could suggest a modification, or even a completely different alternative plan to accomplish the task — always seeking to maximize the win. All individuals would serve as information sources for each other. The heterarchy would continue in discussion until a plan could be found that worked well for everyone. The goal of the heterarchy is to find that course of action that maximizes the win for everyone, if that is not possible and the group must lose, then the goal becomes to find that action which minimizes loss for everyone. And when loss occurs it is shared equally by all.
Organizing Humans
Those individuals within even today’s organizations are the ones who collectively “know” the most about the organization, and they certainly “know” best how to organize their own skills, talents and abilities .
In an environment of calmness and trust, two heads really are better than one. And it is the veto that lets this all work.
It is the veto that allows for synergic consenus within the Decision-Heterachy. Synergic consensus requires that all decisions be unanimous. All proposed plans are approved unless they are explicitly vetoed. Any member of the heterarchy can veto any plan in which they or anyone else loses. It is their duty to veto any loss in the system.
Because all loss positions are vetoed, all relationships become win-win. The power of synergic concensus rests on finding the third alternative. A major fact about human performance mental or physical is that it is greatest when the individual is winning. Examine our Olympic atheletes or our Nobel laurates. An environment that allows only win-win relationships will produce major increases in efficiency, productivity, and quality of work-life.
We humans are presently conditioned to expect our relationships to be win/lose. We view most situations from that either/or point of view. Either I win or I lose. It has to be one or the other. Synergy science reveals the third alternative. It may be harder to find, but there almost always exists a third way of doing things so no one loses. Or at worst you are assured that the loss has been minimized and equally shared. This distributes the loss so it has the least negative effect on the individual. This is the win-win way — this is synergy.
When all were in agreement and only then would the plan be implemented. The plan must insure that all members of the group win. Any member can veto a losing plan. Taking the time in decision making to discover the win-win way means that action will be many times more efficient.
In most human organizations today, the boss simply assigns tasks or groups of tasks to each of his selected managers. This is other-directed management — telling the managers what to do. The Ortegrity operates very differently. No one tells anyone what to do. All other-direction is replaced with self-direction. Once the heterarchy has synergically decided on a plan of action, the system negotiates to form an action hierarchy. This is the structure used in implementation. Here, each member’s role is different.
Action — Hierarchy
Now once the heterarchy has approved a win-win plan of action to accomplish the Synergic Task, the members of the heterarchy begin to form a action team on a negotiated basis. The individuals within the heterarchy divide labor. Action is too large for any single member. Individual responsibility and authority is agreed to through open negotiation. The action team then functions as a hierarchy to carry out the plan. Participation within the system is always voluntary. The members of the team decide how they wish to work together, or even if they want to participate. No one is ever forced to do anything they don't want to. However no win can occur unless they are successful.
Individuality is a strong feature of the action hierarchy.
Actions are always made heirarchically. All individuals in a heirarchy sit on different levels. They have different authority and responsibility for accomplishing the task. Their individual responsibility and authority is determined by synergic negotiation. Once having reached a decision in heterarchy they begin an open win-win negotiation to divide the labor of the plan. They develop levels of responsibility and authority. But these levels are voluntarily assumed. Again only a unanimous arrangement is permitted.
All relationships within a Ortegrity are win-win. This is the first principle of an Ortegrity, and all are pledged to uphold it. This is why every member is required to veto any action within the the system in which he or anyone else would lose. The utilization of synergic consensus and synergic negotiation produces very different forms of heterarchy and hierarchy. The forms used within the Ortegrity are nothing like committees with majority rule, or typical other-directed hierarchies. Heterarchy decides using the mechanism of synergic consensus and veto. And hierarchies are created by synergic negotiation of individual responsibility and authority. Synergic means all must win.
There is a division of labor with the individuals negotiating as to levels of responsibility and authority in terms of implementing the plan. The individuals remain in hierarchy until the task is accomplished. When finished the hierarchy is abandoned and heterarchy reformed to make a new decision.
Ortegrity utilizes a dual mechanism in that everyone within the organization has two identities — two roles. Everyone participates in both decision making and in action implementation. Everyone has both heterarchical and hierarchical functions. The unit of organization with in the Ortegrity is the sub-tensegrity — the Decision-Action Tensegrity.
The Rhythm Of Life
During implementation, the action team would continue to function until the task was accomplished, then the action hierarchy is abandoned with all members returning to heterarchy to make a new decision about the next task. this of course leading to the creation of a new action team.
Decision —>Action —>Decision —>Action —>Decision —>
Action —>Decision —>Action —>Decision —>Action —>
Decision —>Action —> and on and on and on ...First it configures as a decision-heterarchy, it then considers its task, then one member declares a plan of action. If there are no vetoes, then the heterarchy configures itself into an action-hierarchy. During the action it functions as a hierarchy. Each member standing where he agreed to stand, performing those tasks he volunteered to perform. Once the action is successfully completed, the hierarchy is abandoned and the members return to the heterarchy.
Heterarchy —>Hierarchy —>Heterarchy —> Hierarchy —>Heterarchy —>
Hierarchy —>Heterarchy —>Hierarchy —>Heterarchy —>Hierarchy —>
Heterarchy —> Hierarchy —>Heterarchy —>Heterarchy —> and on and on and on ...As a balanced system of discontinuous hierarchies and continuous heterarchies, the Ortegrity has the strengths of both heterarchy and hierarchy, and none of their weaknesses.
The End of Conflict
This system is designed to eliminate all internal conflict. Elimination of all conflict maximizes efficiency, productivity and quality of work-life. All relationships between all individuals within the system are win-win. This is a design characteristic of the system. It is veto power that forces the third alternative — the win-win solution. It is synergic relationship that unlocks human potential. This is the relationship that elimates all conflict.
CONFLICT FRICTION
_____________ : __________
ORGANIZATIONS MACHINERY
Using the win-win relationship in organizations is like applying grease to machinery. Japanese corporations are presently 150% more efficient and productive than American corporations. Those companies who choose to restructure as Ortegrities could experience an increase in efficiency and productivity of 1000%.
Decision-Action Tensegrities
The organizing unit of the Ortegrity then is the Decision-Action Tensegrity. These are also tensegrities. Synergic organization utilizes a tensegrity of tensegrites.
The D-A Tensegrity is a group of between two and twenty humans. The size of a D-A Tensegrity is limited by the complexity of decision making. In a complex area such as in research & development, the ideal size may be six or seven members. In a system with simpler decison making as many as 16 to 20 individuals may form a production D-A Tensegrity.
During decision making the D-A Tensegrity uses the heterarchical form. A heterarchy with seven members is a base seven tensegrity. A two member heterarchy would be called a base two. A three member heterarchy is a base three and so on.
The following illustration of a base seven D-A Tensegrity represents the heterarchical relationship on the perimeter and the hierarchical relationships with direct lines of communication. All individuals have a dual idenity. Their heterarchical role in decision and their hierarchical role in action.
The organizers using synergic consensus will determine how to structure their Ortegrities. There is no right or wrong way. The way that insures the maximum win and prohibits loss is the best way for a particular system. I expect Ortegrities will be as diverse as life forms.
The “organizer” does not direct the other members of his group. He would instead be responsible for coordinating their organization into an effective team.
The “organizer” begins by presenting the synergic task to the individuals within the heterarchy.
An Ortegrity divides itself into synergic groups in order to function. We can call these groups Decision-Action Tensegrities. Heterarchy is used when making decisions and hierarchy when carring out actions. Each Decision-Action Tensegrities has an “organizer” that functions as coordinator-leader. When the group is making decisions, he/she coordinates the heterarchy. When the group is taking action, he/she leads the hierarchy. Decision-Action Tensegrities can have two to twenty or more members.
StartUp Ortegrity
A StartUp Ortegrity begins when a single individual commits to using the synergic mechanism of the O.T. to accomplish some goal or set of goals that are beyond his/her abilities as an individual.
The primary organizer first sets about recruiting one or more other individuals to help him or her. The primary organizer will begin by sitting down in heterarchy with the primary group and define the primary task using synergic consensus and veto. The members of the primary Decision-Action Tensegrity all have equal responsibility and equal authority in reaching synergic consensus and defining the primary task.
They discuss things fully. Any member of the group can propose a change to improve or refine the primary task. Only those modifications which find support from all members of the group are implemented. Anyone can veto any proposal in order to prevent loss, or offer a modification to insure a greater win. Only those proposals unanimously agreed to carry.
Once the primary synergic task is defined and unanimously elected by the heterarcy, then a plan for synergic action must be developed using synergic negotiation. Now the members of the heterarchy will accept hierarchichal roles with individual responsibility and authority. If the primary synergic task is within the abilites of the primary Decision-Action Tensegrity to accomplish it,then they accomplish it operating in action-hierarchy. When they are done, they reconfigure back into decision-heterarchy to define their next synergic task.
If however, the synergic task is too large for the primary Decision-Action Tensegrity to accomplish, then part of the primary synergic task will be to make the Ortegrity larger. This is accomplished by having the primary members recruit and organize secondary D-A Tensegrities.
TopDown Self-Organization
Once all members have agreed to a primary plan of action, they then divide it into smaller secondary plans for distribution among themselves. This results in the self-assignment of tasks. The members of the primary tensegrity, then divide labor through the voluntarily formation of a action-hierarchy to implement the plan. Each “organizer”, the term “manager” is scraped altogether, then takes his task down to the secondary tensegrity which he is responsible for organizing.
The pattern of organization is from the top down. This is not the “other-directed” hierarchy of American Capitalism. The process of organization is from the top down, but the mechanism is “self directed” heterarchy. Only when synergic consensus has been achieved at the higher level can the organizational focus move down to a lower level.
Within the Ortegrity, most “organizers” will function at two levels of tensegrity. Within the primary tensegrity, they are “organized” by the primary “organizer” — the synergic alternative to a CEO. In addition these members are also the “coodinators” of their own secondary tensegrities which they are responsible for organizing.
Within the Ortegrity, those individuals operating at two levels are then both organized and organizers. As members of the primary tensegrity, they are organized by the “primary organizer” — the O' (called the O prime) and they are also the organizers of their own secondary tensegrities. Each of these is therefore an “organized-organizer” — the O-O (called the double O).
An organization can have any number of Decision-Action Tensegrities. These Decision-Action Tensegrities can be on different levels. Large organizations would include severay levels of Decision-Action Tensegrities. These different levels are referred to simply as first level, second level, third level and so on in synergic terminology.
Compound Tensegrities
The following illustration is of a base five, level two O.T.. Twenty five employees with one five-member primary DA-Tensegrity and five (five-member) secondary DA-Tensegrities.
The central * DA-Tensegrity is the primary Tensegrity. It divides the primary tasks of the company into secondary tasks, these are then carried down to the secondary Tensegrities for solution by the O-Os, “organized-organizers”. In this example the O' functions as both primary organizer and one of the O-Os.
Ultimately Flexible
No known system of organization is more flexible and adaptive then Living systems. The Ortegrity is a pattern of life.
The Ortegrity is ultimately flexible. There can be two to twenty individuals within the base D-A Tensegrities. Bases can be regular — all with the same number of members or irregular — all with different numbers of members or any mixture of regular and irregular.
There can be any number of levels, and any number of branches on each level. The system is so powerful that twelve levels looks like enough for most of our needs.
The following chart is based on a base seven regular tensegrity. All DA-Tensegrities would have seven members.
LEVEL # of base tensegrities # of individuals 1 1 7 2 8 49 3 57 343 4 400 2401 5 2801 16,807 6 19,608 117,649 7 137,257 823,543 8 960,800 5,764,801 9 6,725,601 40,353,607 10 47,079,208 282,475,249 11 329,554,457 1,977,326,743 12 2,306,881,200 13,841,287,201 A level 12 Ortegrity would be adequate for organizing the entire humans species within a single organization. Recalling that the larger a tensegrity the more powerful it will is. Synergic science predicts this will also be true for human organizations structured as Ortegrities. Therefore, I would expect a trend towards very large organizations.
Imagine, what could be possible if the entire human species were a single organization. No conflict, no wars, no crimes. Is there anything we could not accomplish?
To be continued ...
| Friday, April 18, 2008
|
From the SynEARTH Archives. ... Today, I define the ORTEGRITY, this is the third in the series that started with the Discovery in North Carolina of the Organizational Tensegrity, and was followed by my discussion of Heterarchy—The Secret of Japan, Inc..
Timothy Wilken, MD
Life’s pattern of organization is the tensegrity, it has been in use on earth for over three and one half billion years. The tensegrity is the basis of organizing all living systems including our own bodies. Up until now we humans have not understood the mechanism and therefore could not use this pattern to organize our marriages, our businesses, our organizations and institutions, our communities, or even the entire human species.
Humans who organize themselves using the pattern of tensegrity will find themselves orders of magnitude more efficient, more productive, more creative, more intelligent. More importantly they will be much more successful in pursuing their goals and desires.
Within this half century, we humans have developed ergometric science to help us improve our tool-making. Ergometric scientists tell us how to best design tools to fit the human form. By carefully measuring both the physiology and psychology of the human body, today’s scientists are seeking to determine the best designs for new tools. They know that the best tools are those that fit you like a well-tailored glove fits your hand.
Recently ergometric science has been much advanced by a breakthrough in our understanding of human intelligence. With the development of the “dual mind” model of human intelligence it is now possible to design tools that fit the human “mind-brain”. In other words, we can now ergometrically engineer tools to fit the way we humans think.
We humans are the toolmakers, and in our history we have made many tools — both simple and complex. The most complex and complicated of all our tools are our organizations — the corporations, institutions, militaries, and governments of earth. These are also the most important tools in all our lives, for they significantly influence both the quality and quantity of our lives. Of all the tools we might seek to ergometrically engineer to fit the human “mind-brain”, there exists no greater potential benefit for all humankind then by applying this science to our most complex tools — our human organizations.
One such tool has recently completed development, and is now available to organizations for immediate application. This first ergometrically designed tool for human organizations is called the Ortegrity. The Ortegrity is a “mind-brain” compatible system of organizing humans. It can be used by a small group of individuals or a giant corporation with hundreds of thousands of employees.
The Ortegrity is a “system of human organization that creates a conflict-free environment for decision making and action implementation”. This is an environment so ergometrically suited to human thinking that efficiency and productivity are predicted to increase 10 to 1000 times. Yes, that is 10 to 1000 times more efficient and productive.
The Ortegrity achieves its great power by creating an ideal psychological environment for human thinking. One important finding of recent mind-brain research, is “that whenever humans experience conflict they lose access to their full intelligence”. When humans are confronted with conflict, their mind-brains shift to a very primitive and highly reactive way of thinking called the survive mode. The survive mode evolved in the jungle to insure physical survival. Its primary skills are fighting and fleeing. Its extremes are rage and terror. All humans thinking in the survive mode will find their intelligence to be severely limited. Access is lost to the faculties of reason and intuition. In severe conflict, many of us lose even our ability to speak. Unfortunately, the survive mode turns on with the slightest conflict, and instantaneously our intelligence begins to decrease. It is not simply on or off. It is more like the rheostat dimmer switch controlling a dinning room light. A little conflict will produce a little loss of intelligence, while a large conflict will produce a large loss of intelligence. If we remain in conflict for weeks, then we will operate at limited intelligence for weeks. And in full rage or terror, we humans access only a tiny fraction of our potential intelligence. Conflict is to organizations as friction is to machinery.
The power of the Ortegrity results then from its unique ability to create a conflict-free state. It is this conflict-free state that optimizes human intelligence and creativity. It is this conflict-free state that maximizes efficiency and productivity. It is this conflict-free state that increases the quality of work-life. It is the conflict-free state that allows all relationships between all members to become win-win.
In the difficult political-economic times ahead, organizations must learn to work smarter. Only by optimizing the human factor can they hope to survive. The Ortegrity promises to increase efficiency and productivity by 10 to 1000 times. It accomplishes this by increasing the intelligence and creativity of all members in the system. This is working “smartest”. The Ortegrity was designed to fit the human “mind-brain” like a well tailored glove fits your hand, it could change the way we all work and live in the future.
When living systems — the plants, the animals, and our own human bodies are compared to the best of man-made systems — the corporations, the institutions, our governments and militaries, Living systems are found to be one to three orders of magnitude more efficient and productive. By utilizing the Ortegrity, it appears possible to restructure human organizations so they are ten to one thousand times more efficient and productive.
Synergic Consensus
Synergic consensus is a much more powerful mechanism of decision than the majority rule of present day committees. All decisions with an Ortegrity system are made within Decision Heterarchy. A decision heterarchy is made up of a group of humans with common purpose. The minimum number is 2 the maximum number is presently unknown. I believe the ideal size may be ~six or seven individuals. The group is organized horizontally with all individuals sharing equal authority and equal responsibility.
We humans are most familiar with the committee system. It is very different than the Heterarchy. While they are both methods of organizing human individuals to make decisions for group action. Committees are filled with conflict and highly ineffective. In a committee no individual is held responsible for the actions taken by the group. And decision is made by majority ultimatum. A desenting minority member can support the action he voted against or leave the committee. Heterarchy of the Ortegrity, in contrast organizes individuals to have equal authority to decide on joint action with equal responsibility for the resultant that is produced by that action.
Synergic consensus occurs when a group of humans sitting in heterarchy negotiate to reach a decision in which they all win and in which no one loses. In a synergic heterarchy, all members sit on the same level as “equals”. No one has more authority than anyone else. Every one has equal responsibility and equal authority within the heterarchy. The assignment for the heterarchy is to find a plan of action so that all members win. It is the collective responsibility of the entire heterarchy to find this “best” solution. Anyone can propose a plan to accomplish the needs of the group. All problems related to accomplishing the needs would be discussed at length in the heterarchy.
The proposed action for solving a problem is examined by all members of the heterarchy. Anyone can suggest a modification, or even an alternative action to solve the problem. All members of the heterarchy serve as information sources for each other. The heterarchy continues in discussion until a plan of action is found that will work for everyone. When all are in agreement and only then can the plan be implemented. The plan insures that all members of the synergic heterarchy win. All members are required to veto any plan where they or anyone else would lose. But all vetoes are immediately followed by renegotiation to modify the plan so the loss can be eliminated.
Unanimous Agreement
Synergic consensus is unanimous agreement. I can hear the objections now. “That’s impossible, you will never get everyone in the group to agree.” “Decisions will never get made.” “It is hard enough to get a majority to agree.”
A Japanese business heterarchy is slower at making decisions than a single manager in an American business hierarcy. It takes longer for a group of individuals to discuss, negotiate, and come to agreement than it takes for a single American manager to decide all by himself. If the speed of making decisions is the only criteria for choosing a mechanism of decision making then the business tyrant — the rule by one is the clear standout.
However, the Japanese have shown us the disadvantages of other directed hierarchies. Majority rule committee is not a rapid decision making process. Individuals within a committee are seeking to gain the majority of support. This takes time — sometimes a lot of time. The focus is on lining up votes — working deals — in a word — politics. This process is anything but rapid. If all decisions in American businesses were made by majority rule, decision making would probably be even slower than in Japanese companies using heterarchical consensus.
Synergic consensus is only now becoming available to humanity. We do not yet know how fast it will be at making decisions. But, I predict that decision making by synergic consensus will prove faster than decision making by majority rule. Synergic consensus elimates conflict. Recall conflict is the stuggle to avoid loss. Conflict is at the very heart of majority rule decison making. The focus of synergic consensus is very different. The entire group knows from the outset that they cannot lose. They are focused on choosing a plan of action that serves the needs of all the members in the group — to choose a plan of action that causes no one to lose. The synergic veto is not invoked capriciously. The only basis for synergic veto is to prevent someone from losing. This is a mechanism to eliminate loss — to choose the very best plan of action for everyone. This may well speed up the process of decison making. In any event regardless of the speed of decision, implimentation will be rapid. There is no conflict. This is a major advantage.
The Synergic Veto
Synergic Mechanism accepts the Neutral value — To Prohibit Loss. Those humans using synergic mechanism desire just as strongly as those using neutral mechanism not to lose, but synergic mechanism is more. Both parties need to win. Let us recall our basic definition,
Co-OPERATION — def — > Operating together to insure that both parties win and that neither party loses. The negotiation to insure that both parties are helped and neither party is hurt.Co-Operation is the mechanism of action necessary whenever an individual desires to accomplish a task beyond his individual abilities. Imagine, you and a friend are moving a heavy piece of furniture. Neither of you are strong enough to move the furniture by yourself. You decide to co-operate — You decide to operate together during the lifting. You would negotiate to insure the win — to insure being helped.The conversation might go like this: “Are you ready?” “Ok.” “Ready, 1.. 2.. 3.. lift!” and if things are going well that is fine, but if one end gets too heavy then Synergic Co-Operation prohibts loss... “Whoops! Set it down.” This is the synergic veto.
This is the true meaning of co-Operation — the negotiation to insure that both individuals win. And the synergic veto to stop the action if either party is losing. Losing is the only valid use for synergic veto. All synergists are required to immediately veto any action in which they or anyone else would be harmed — any action in which they or anyone else would lose.
No-win Scenarios
Remember, even when you use synergic mechanism you can’t always win. There will times when the contraints facing a synergic group are such that loss is unavoidable. Synergic mechanism strives to make this a rare situation, but loss will occur. If you can’t find a win-win scenario to clear a synergic veto, then synergic mechanism dictates the group must admit and accept the inevitability of loss. When a No-Win situation occurs, the synergic group shifts its focus to finding that action or solution that will minimize the loss. And then, whatever the loss is, it must be shared equally.
In synergy, we are one. In synergy are equal. In synergy we strive to win together. But if we are forced to lose, then we will lose together — this means we will all share equally in the loss.
Synergic Equality
The basic unit of synergic organization is a synergic group organized as heterarchy. All members of a synergic heterarchy are equal. They share equal responsibility for the actions chosen by the group. They share equal authority in the process of choosing those actions. When individuals work together in synergic relationship to a accomplish a common goal. They are considered as a single system.
When individuals work together in synergic relationship, new abilities, skills, talents, etc., emerge as a part of that relationship, that are not there when the individuals work separately. The individuals working in synergic group are more efficient, more productive, more creative, and more intelligent, than they are when working separately. The result of their synergy is that they create “more” together than they could create apart. This “more” is Haskell’s “Co-Operators’ surplus”.
When individuals work together in synergic relationship, they equally contribute to the synergic emergents, and will share equally in the Co-Operators’ surplus. Haskell’s “Co-Operators Surplus” is property and it is owned equally by all who synergized within the synergic group to create it. Within a synergic group all members commit to the Six Tenets of Synergic Equality.
1) In synergy, I am ONE with my associates.2) In synergy, I am MORE with my asscociates than by myself.
3) In synergy, I am EQUAL to all my associates.
4) In synergy when we WIN, I will win MORE with my associates than by myself and I will share equally in the GAINS.
5) In synergy, when we LOSE, I will lose LESS with my associates than by myself and I will share equally in the LOSSES.
6) In synergy, we will win together or lose together, but we are TOGETHER.
SYNERGY — Working Together
In synergic relationship individuals continue negotiating to insure the win, In synergic relationship, all players are focused on winning. Everyone is seeking help. The game calls for only winners, there is no need for loss. Each player is expected and encouraged to veto any suggested plan wherein they would lose. It is of primary importance in synergic relationship to veto all loss positions. Failure to do so instantly shifts the relationship back to adversary, with the immediate return of conflict. In contrast, since there are no losers in synergic relationships, there is also no conflict. And because obtaining help by helping others attracts the highest quality help, real winners seeks synergic help. Seek always synergic help by making sure that those who help you also win. Be sure they understand how their helping you will also help them. Use the following approach to help you succeed.
Whenever you encounter conflict in a potential helper, they are struggling to avoid loss. This means they believe they will lose by helping you.
1) Analyze the relationship, if your potential helper is really losing, then modify the plan so they will win. To proceed without modifying your plan will only continue conflict and get you only the lowest quality help.2) If the potential helper simply misunderstands, and in fact he really does win, then explain why he misunderstands, or fill in the information as to how he wins. When he knows he will win by helping you — he will immediately seek co-Operation.
TRUSTING — Synergic Attitude
The most powerful strategy one can use in our present world then is to seek synergic relationship. But survival requires you to avoid individuals comitted to adversary relationships. They too, are seeking to make you help them — the adversary way needs losers.
Synergists are sometimes mistaken by adversary players as weak adversaries. This is not the case. A good synergist immediately notices any loss, and will seek co-operation. If relationship where both parties win cannot be negotiated, then the synergist will break off a relationship with the committed adversary.
Synergists don't fight or flight; they communicate and negotiate. They understand to fight or flight is to abandon the synergic way for instant conflict — for instant hurt — for instant loss. The synergic individual desires always to win. He seeks synergic relationship to increase his chances of winning.
Anytime, the synergist is not winning, he seeks to renegotiate. If he is unable to co-Operate, he chooses not to conflict. He simply ends the relationship with the least possible loss. He lives the attitude of the good synergist. I am a helper, and therefore I will help you, and trust you to help me. I will seek to help all my fellow humans, but my resources are limited, and in the long run, I must help those who help me.
Avoiding Ultimatums
Ultimatum is an adversary condition when the stronger forces the weaker to lose. This can occur between two individuals or between two nations. For example, let us assume that two individuals decide to help each other — that is they decide to work together — to form an “us”. These individuals will discover their individual preferences are constrained by their joint life. Because they share resources, they can't both live in their favorite city, or in their favorite house, or own their favorite automobile, unless by chance they have identical favorites. The “us” is formed to gain the power and advantage of interdependence. Interdependence’s “division of labor” improves the standard of living for both, but the price for the higher standard of living is that the choices of both individuals are constrained by the needs and wants of the other.
In the adversary relationships, we experience this constraint as the ultimatum. The ultimatum is an opportunity to lose. You can lose-a-little or you can lose-a-lot, but you will lose.
Imagine, a husband comes home from work. He says to his wife,
“Well, I lost my job today. I have had it with the bay area. We are going to move to Los Angeles, there are good jobs there.” His wife counters, “But, I don't like Los Angeles. The kids and I will lose, if we have to move to Los Angeles.” The husband plays the trump card. “Well you can either go to Los Angeles or you can get a divorce. Its up to you, but I'm moving to L.A.”
Which do you want? — a broken arm or a broken leg? Your choice is between losing-a-little by moving to a community you don't like, or losing-a-lot by getting a divorce, but you are going to lose.
Seeking Bindings
Now constraint is placed on any group of individuals who choose to live or work together. This is a law of physics. Constraint does not go away in the synergic relationship. But it remains only a constraint, and not a compromise. In synergic relationship, you are never forced to lose. You, in fact, are encouraged and expected to veto all losses. The only path the two of you agree to walk is one in which you both win. In synergic relationship there is no loss. You may win-a-lot or you may win-a-little, but you will win.
The synergic alternative to the ultimatum is called the binding. It is the contract that results from the negotiation to insure the win — co-Operation. It is the contract establishing a relationship in which you both win in which you both are helped.
Imagine, our husband coming home who enjoys synergic relationship with his wife. “Honey, I got laid off today, I have really had it with the bay area. I just can’t stay here anymore. I feel like I’m losing.” “Well, where do you want to go?” “Los Angeles, I hear there are good jobs down there.” “No, the kids and I would lose in Los Angeles. How about Denver?” “Okay, I could live with that. Let me check the job market tomorrow.”
In synergic relationship there is no loss. You may win-a-lot or you may win-a-little, but you will win.
Life Utilizes Synergic Consensus
Today, mind and brain scientists have made enormous progress in understanding how the human brain works. There has been many surprises in these recent advances. But the biggest shocker is that the brain doesn’t decide what to do. Decision making is not controlled centrally in the brain. The mind-brain appears to act as a coordination and consensus system for meeting all the needs of the cells, tissues, and organs of the body. The brain doesn’t decide to eat. The cells of the body decide to eat, the brain coordinates their activity and carries out the consensus will.
Our human brain stores the gathered information from the body’s sensing of its environment, the brain presents opportunities for action reflective of both the sensing of environment and the needs and goals of the 40,000,000,000,000 cells it serves. The brain is not the leader of the body, it is the follower of the body. It is a system that matches needs of the body with its sensing of opportunities to meet these needs by action within the environment. The brain is a ‘synergic government’ that truly serves its constituents — the cells, tissues, and organs that make up the human body. The body is governed by unanimous consensus and has survived millions of years.
The apparent ‘I’ is not real. It is really a ‘we’. We humans have mistaken the self-organization of synergic consensus for the directed organization of an ego decider.
If the human body can using unanimous rule democracy and synergic consensus can organize and coordinate the actions of 40,000,000,000,000 cells so totally that we identify the whole organism as a single idividual, then we humans should be able to use these same mechanisms to organize our species and solve our human problems.
To be continued ...
| Friday, April 4, 2008
|
I am scheduled to speak at the UnMONEY Convergence on April 14, 15 & 16th in Seattle, Washington. The subject of one of my talks will be ORTEGRITY. Today, I feature the followup in that original series. ... Upon returning to California from my meeting with Dr. Coulter, I had a new focus. I knew a lot about Capitalism most of which I had learned as a student of Andrew J. Galambos. I was very clear about hierarchy. But I was a novice when it came to heterarchy. I immediately set out to find out as much about heterarchy as I could. In the early 1980's, the best business organizations in the world were to be found in Japan. And, I soon discovered the secret of their success was their mastery of heterarchy.
Timothy Wilken, MD
In 1983, the major success of Japan, Inc. was serving to focus international attention on their ways of doing business. The Japanese were employing organizing strategies that produced the highest productivity and quality of work-life in the industrial world.
Their success appeared to threaten the viability of many American corporations. This threat was leading to the careful examination of the Japanese way by numerous individuals.
Their findings revealed the major focus of the Japanese was long-term and wholistic. This was in striking contrast to most American corporations where the focus was short-term and particulate.
As the world’s business corporations sought to compete and survive in the late 70s and early 80s, they sought the most powerful organizing strategies available. Who would be right — the Japanese, or the Americans?
Should businesses have wholistic concerns or particulate concerns? Did the recent major success of the Japanese prove they had the right system?
What about innovation, creativity, and originality? How do they fare under the Japanese way? Many American business leaders were forced to decide without really being able to predict the effect of their decisions.
William Ouchi is best known for his work, Theory Z, which was published in 1981 when American businesses were still scratching their collective heads in trying to understand the Japanese advantage. Dr. Ouchi pointed out that advantage, which was revealed to be a Japanese commitment to democratic leadership that resulted in increased quality, increased productivity and decreased costs while making workers at all levels full partners in business. He contrasted the American and the Japanese ways in the following chart.
Japanese
American
Wholistic Concern Particulate Concern Collective Decision Making Individual Decision Making Collective Responsibility Individual Responsibility Implicit Control Mechanisms Explicit Control Mechanisms Lifetime Employment Short-term Employment Non-Specialized Career Paths Specialized Career Paths Slow Evaluation & Promotion Rapid Evaluation & Promotion Economic Survival
And how long could American businesses afford to wait before deciding? Ouchi said, “it takes a minimum of two years to convert to a type z company, and some companies might require four or six years to see effects.”
The success of the Japanese could be explained by synergic system analysis. As I examined the two ways from the point of view of synergy science, I discovered the American way was dominated by hierarchy, while the Japanese way was heavily influenced by the heterarchy.
Other-Directed Management
Nearly all of America’s businesses employed other-directed management. Other-directed management is when “A” tells “B” what to do, and often how to do it as well.
Recall that hierarchy is a vertical system with many levels of organization. Those with greatest responsibility and authority occupy the higher levels. Hierarchy creates a feeling of difference or individuality. Individuals within the system see each other vertically, “He is over me.” “I work under John.” “He is way up in the company” “She is the lowest one on the totem pole.” All too often individuals within a hierarchy experience feelings of inferiority. This is not surprising in a system based on superior and inferior levels. In humans, feelings of inferiority produce hostility. In the jungle, being inferior was often synonymous with death.
This adversary reality was also experienced in the cave, and the tribe, and the feudal state , and is experienced in nearly all the corporations, institutions, governments, and militaries of earth.
Recent mind-brain science reveals that hostility produces a ‘down shift’ within the human mind to a very primitive mode of thinking — the SURVIVE MODE. This “mode of thinking” originated in the jungle, and is the master of fighting and fleeing.
Since the inception of hierarchy its constant companion has always been conflict. This now seems to be its primary limitation. One significant contributor to conflict is other-directed management.
Some corporations are seeking to move away from other-directed management through use of “delegation of responsibility”. Here, managers are still told what to do, but not how to do it. They have more freedom to self-direct. But even within systems with “delegation of responsibility”, the price of failure is usually termination or at the very least stagnation of ones career. This produces fear of failure with resultant conflict.
Conflict — Preparing to Fight or Flight
The SURVIVE MODE of the human mind is the real “king” of the jungle. We humans are clearly the dominate form of life on this planet. We have successfully fought and fled our way from the African savannah to the top of the modern corporate board room.
The survive mode is quite effective for physical conflict, with its extremes of rage and terror, but highly ineffective within modern organizations. The survive mode is our most primitive way of thinking. It was for survival emergencies in the jungle. Humans thinking in this mode are highly inefficient and non-productive, they lose access to almost all of what we call “human intelligence”. Any conflict can produce hostility within a human, and hostility always shifts humans into the survive mode.
Synergy science has identified conflict as the major obstacle to efficiency, productivity, and quality of work-life within all organizations. While Hierarchy clearly has some major strengths, its problems with conflict create the greatest of liabilities. If human organizations are to survive into the 21st century, it is crucial that conflict be eliminated.
conflict : friction
___________ _________
organizations : machinerySynergic system analysis reveals that the major secret of the Japanese way is the reduction of conflict they have achieved within their organizations.
Synergy Increases Efficiency
Synergic system analysis reveals that efficiency within a system is a direct variable of the type of relationship that exists between the parts that make up the whole system.
In other words, it is how these parts relate with one another that will absolutely determine the success of the whole system.
Recall that adversary relationships are bad for me, bad for you, or bad for both of us. Neutral relationships have no effect on you or me. But synergic relationships are good for you and good for me — WIN-WIN.
The synergic relationship maximizes efficiency. Neutral relationships significantly limit efficiency, and adversary relationships allow no possibility of efficiency.
Synergy science reveals that conflict is an indirect variable of efficiency, productivity, and quality of work-life. Using win-win relationships within organization is like applying grease to machinery.
It is by making win-win relationships that we will form systems in which the sum of the whole system is much more than the sum of the parts. This “much more” results in what Haskell called the cooperator’s reward.
If we humans desire a share of the cooperator’s reward, then, we must learn to create win-win relationships between all the individuals within our organiztions and to reduce conflict where ever we may find it.
Eliminating Conflict
I pause here to mention one apparently different point of view. Recently some business writers have been singing the praises of conflict. They advise “managers” to learn to creatively manage conflict, rather than to try to eliminate it.
However a closer examination reveals that these business writer’s define “managing conflict” as creating “win-win relationships”. Whereas synergy science defines the creation of “win-win relationships” as “eliminating conflict”. So whether we refer to the creation of “win-win relationships” as “eliminating conflict” or as simply “managing conflic”, we would all agree, it is good to create win-win relationships.
The Japanese clearly have some cultural advantages in creating win-win relationships. First of all, they are a very crowded people with over a hundred million individuals living within a geographic area no larger th
Synergy at its most basic simply means "working together."
Synergic science is then the study of "working together." 
