Rapid Idea Improvement

By Bart Vanderhaegen

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 epist... more

· Business

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FAQs about Rapid Idea Improvement:

How many episodes does Rapid Idea Improvement have?

The podcast currently has 178 episodes available.

Rapid Idea Improvement episodes:

July 17, 2020Episode 38: Part 5 of the 12 point philosophy: “Knowledge cannot be poured into people”
Today Part 5
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 ties people more closely together than their shared place in the organization or shared opinions

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]
As always, thanks 4 listening !
...more
19min
July 17, 2020Episode 37: Part 4 of the 12 point philosophy: “Knowledge emerges, and that cannot be controlled in advance”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 4
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 ties people more closely together than their shared place in the organization or shared opinions

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]
As always, thanks 4 listening !
...more
11min
July 15, 2020Episode 36: Part 3 of the 12 point philosophy: “The main task of an organisation”
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. 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)
Organisations are problem solving systems

Problems are inevitable, they come at you in continuous flows

The problem solving capacity of an organisations is defined as: (i) The kind of problems it can solve (ii) The quality of problems it can solve and (iii)The amount of cooperation in doing so

Organisations need to continuously improve on all 3 aspects simultaneously

There is no holistics remedy for this: No overall slogan or remedy

It is also not reductionist: you cannot tweak simple buttons for this and hope that the overall problem solving capacity grows

It’s emergent: it grows “in the action”/ it emerges from the action; at avery step of knowledge creation, progress and cooperation

So there is also a limit to the predictability of this, let alone the controlleability of this … however of you get certain things right inside of the emergent process, there is a ways of guiding the problem solving capacity towards continuous growth
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
For feedback/ comments/ criticism: reach out to me at [email protected]
As always, thanks 4 listening !
...more
13min
July 15, 2020Episode 35: Part 2 of the 12 point philosophy: “Don't solve new problems with old knowledge”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 2
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 ties people more closely together than their shared place in the organization or shared opinions

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]
As always, thanks 4 listening !
...more
10min
July 15, 2020Episode 34: Part 1 of the 12 point philosophy: “start from a question”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 1
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 ties people more closely together than their shared place in the organization or shared opinions

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]
As always, thanks 4 listening !
...more
11min
July 11, 2020 Episode 33: Make a long term plan … or solve problems only when they arise?
For feedback/ comments/ criticism: reach out to me at [email protected]
As always, thanks 4 listening !
...more
16min
July 08, 2020 Episode 32: Why “asking stupid questions” should be part of any meeting
For feedback/ comments/ criticism: reach out to me at [email protected]
As always, thanks 4 listening !
...more
9min
July 08, 2020Episode 31: What managers can learn from the philosopher Karl Popper
A selection of 4 ideas from Karl Popper that should be part of all management books:
There are no fundaments for knowledge - justificationism doesn’t work

Authorities are not a good source for knowledge (Good knowledge comes from solving a problem through alternated conjecture and criticism)

The problem with “the bucket theory of knowledge”

All observations are theory laden
For feedback/ comments/ criticism: reach out to me at [email protected]
As always, thanks 4 listening !
...more
19min
July 06, 2020 Episode 30: The danger of always wanting to “decide things together”
Why should we always want to “decide things together” ?
If we don’t, does that make us a “lesser” team, or on the contrary ?
What is the consequence of “deciding things together” … on the quality of the decision?
For feedback/ comments/ criticism: reach out to me at [email protected]
As always, thanks 4 listening !
...more
10min
July 04, 2020 Episode 29: The thing that’s wrong with almost all theories of leadership
Episde about what is wrong with most theories about leadership ... and what the concept of "emergence" has to do with it.
For the concept of emergence, I refer to episode 22 and episode 7
For comments/ criticism/ feeback: mail me at [email protected]
Cheers
Thanks for listening
Bart
...more
11min

FAQs about Rapid Idea Improvement:

How many episodes does Rapid Idea Improvement have?

The podcast currently has 178 episodes available.