Rapid Idea Improvement

Rapid Idea Improvement

By Bart VanderhaegenBusiness
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Rapid Idea Improvement episodes

  • Episode 47 - IN DUTCH - “Wat is emergentie en waarom is het belangrijk in management?”
    • Emergent fenomeen = elk fenomeen wat tot stand komt via een relatief complexe opeenvolging van oorzaken en gevolgen
    • Waarom is het relevant?
    • Bijna alles is emergent
    • Het maakt verklaringen moeilijker maar zeker niet onmogelijk
    • Het kan ons verleiden tot overgesimplifieerde verklaringen voor iets
    • Als problemen complexer worden en we zoeken te simpele verklaringen om ze op te lossen, gaan we zo ook niet goed oplossen
    • Emergentie is NIET controleerbaar: je kan niet alle stukjes van de ketting van oorzaak en gevolg identificeren (daarom is het emergent) … laat staan beinvloeden en controleren … dan kom je zeker ergens compleet elders uit met uw resultaat !
    • Wat kunnen we nu doen ?
      • 32 min
    • Episode 45: Part 12 of the 12 point philosophy: “All is to be learnt in the action”

      PART 12 today

      1. Start from a question/ problem, not from an answer or half answer.
      2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
      3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
      4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
      5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
      6. A good solution to a business problem needs to be a “hard to vary” explanation
      7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
      8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
      9. Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization
      10. Real cooperation is seen in the solution that people develop: everyone (i) contributes beyond their role (both to the what/ how/ why of the solution) and (ii) acts to align to it
      11. A good solution doesn’t break down classically into its organisational parts. A good solution makes it hard to guess who contributed what to it (by the look of it)
      12. Knowledge creation/ engagement/ cooperation … all develop optimally in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

        13. For feedback/ comments/ criticism: reach out to me at [email protected]

        Thanks for listening !

        14 min
      13. Episode 44: Part 11 of the 12 point philosophy: “A good solution doesn’t break down classically into its organisational parts”

        PART 11 today

        1. Start from a question/ problem, not from an answer or half answer.
        2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
        3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
        4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
        5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
        6. A good solution to a business problem needs to be a “hard to vary” explanation
        7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
        8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
        9. Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization
        10. Real cooperation is seen in the solution that people develop: everyone (i) contributes beyond their role (both to the what/ how/ why of the solution) and (ii) acts to align to it
        11. A good solution doesn’t break down classically into its organisational parts. A good solution makes it hard to guess who contributed what to it (by the look of it)
        12. Knowledge creation/ engagement/ cooperation … all develop optimally in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

          13. For feedback/ comments/ criticism: reach out to me at [email protected]

          Thanks for listening !

          13 min
        14. Episode 42: Part 9 of the 12 point philosophy: “Solving a relevant problem together ties people more closely together than their shared place in the organization”
          PART 9 today
          Start from a question/ problem, not from an answer or half answer.
          Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
          The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
          The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
          Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
          A good solution to a business problem needs to be a “hard to vary” explanation
          The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
          Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
          Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization
          Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why & how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation
          Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs
          Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow
          For feedback/ comments/ criticism: reach out to me at [email protected]
          Thanks for listening !
          10 min
        15. Episode 41: Part 8 of the 12 point philosophy: “Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution”

          PART 8 today

          1. Start from a question/ problem, not from an answer or half answer.
          2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
          3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
          4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
          5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
          6. A good solution to a business problem needs to be a “hard to vary” explanation
          7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
          8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
          9. Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions
          10. Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation
          11. Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs
          12. Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

            13. For feedback/ comments/ criticism: reach out to me at [email protected]

            Thanks for listening !

            7 min
          13. Episode 40: Part 7 of the 12 point philosophy: “The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected”

            PART 7

            1. Start from a question/ problem, not from an answer or half answer.
            2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
            3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
            4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
            5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
            6. A good solution to a business problem needs to be a “hard to vary” explanation
            7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
            8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
            9. Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions
            10. Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation
            11. Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs
            12. Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

              13. For feedback/ comments/ criticism: reach out to me at [email protected]

              Thanks for listening !

              12 min
            13. Episode 39: Part 6 of the 12 point philosophy: “A good solution is a hard to vary explanation”

              Today point #6 of our 12 point filosophy

              1. Start from a question/ problem, not from an answer or half answer.
              2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
              3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)
              4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
              5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
              6. A good solution to a business problem needs to be a “hard to vary” explanation
                • A solution is an answer to a problem
                • The typical problem that is solved in organisations:
                • So the solution = all the things (knowledge, decisions, actions) that will get you as an organisation to the desired improvement ?
                • Why does the solution needs to be an explanation?
                • Because that may be complex and may result in unwanted outcomes if you don’t understand why some things will happen and not others
                • What is the criterion of “hard to vary”?
                • Why does it need to be hard to vary ?
                  1. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
                  2. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
                  3. Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions
                  4. Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation
                  5. Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs
                  6. Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

                    7. For feedback/ comments/ criticism: reach out to me at [email protected]

                    18 min
                  7. Episode 39: Part 6 of the 12 point philosophy: “A good solution is hard to vary”

                    This episode is part of a 12 part series on the Pactify philosophy, today POINT 3

                    1. Start from a question/ problem, not from an answer or half answer.
                    2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge
                    3. Good problems & solutions always relate to how to make the organisation better off (not only parts of it)
                    4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives
                    5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)
                    6. A good solution is a hard to vary explanation of how to solve the problem and why it is solving it
                    7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected
                    8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution
                    9. Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions
                    10. Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation
                    11. Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs
                    12. Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow

                      13. For feedback/ comments/ criticism: reach out to me at [email protected]

                      As always, thanks 4 listening !

                      17 min

                    About Rapid Idea Improvement

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                    A podcast about the theory of knowledge applied to all fields that interest me (management, economics, physics, ...). My attempt at understanding & applying the ideas of Karl Popper (and his…