Rapid Idea Improvement

Rapid Idea Improvement

By Bart VanderhaegenBusiness
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Rapid Idea Improvement episodes

  • Episode 38: Part 5 of the 12 point philosophy: “Knowledge cannot be poured into people”

    Today Part 5

    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]

      As always, thanks 4 listening !

      19 min
    13. Episode 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


      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]

        As always, thanks 4 listening !

        11 min
      13. Episode 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 !

          13 min
        • Episode 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

          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]

            As always, thanks 4 listening !

            10 min
          13. Episode 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

            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]

              As always, thanks 4 listening !

              11 min
            15. Episode 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:

              1. There are no fundaments for knowledge - justificationism doesn’t work
              2. Authorities are not a good source for knowledge (Good knowledge comes from solving a problem through alternated conjecture and criticism)
              3. The problem with “the bucket theory of knowledge”
              4. All observations are theory laden

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

                As always, thanks 4 listening !

                19 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…