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30 Choosing better ideas

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Graylit

The document discusses how adopting new ideas is difficult but important. It argues that science leads to useful practical ideas through improved understanding of the topics being studied. Personal theories are also ideas that shape one's perspective, but scientific theories are developed and validated according to social rules around evidence and reproducibility. The document advocates separating one's identity from the ideas one holds in order to more easily explore changing ideas. It presents OPD theory and OPD-HCD technology as scientifically validated approaches to organizational design and leadership that can improve organizational performance by better linking human behavior and actions to strategic goals.

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The greater we understand something the greater our op- portunity to manage it more effectively and improve our results. By better science I mean deepened understanding of that which we need manage, including its links to the environment and it influence on other factors we may need also manage. By better technology I mean applying the ideas arising from our improved understanding. It may be a separate technology, or it may merely be applying the improved ideas. Around 1982, in correspondence with the celebrated phi- losopher Karl Popper he said ‘science must lead to ideas that prove useful in practice’. Since, in my books and pa- pers, I show how we act according to the ideas we hold, and intensity with which they held due the associated emo- tions (refer the Social Science Research Network author page http://ssrn.com/author=2572745). Further, I show this the very structure of our psychology. Everyone acts on their personal theory, the ideas on the frame in mind (see #8, Understanding human psychology). What is on the frame is us, our personality/world view, with associated emotions. They are ideas. Change the ideas and what we ‘see’ changes. It follows that a scientific theory is exactly the same psy- chological status as any personal theory. Both are ideas through which we ‘see’ the events to which the ideas ap- ply. The difference being that ‘science’ ideas are developed and accepted according to certain social rules, such as aptness of explanation, evidence, reproducibility, causal explanation, etc. whereas our personal views may be no more valid other than they are the views of our peers. Pop- ularity is no measure of reliability or aptness of ideas. In fact, it is repeatedly shown how science has initially proved VERY UNPOPULAR. The reason is science is ideas validated by independent means, subject to evidence with all other opinion removed. We could begin with Galielo. Few people today would dispute the solar system etc. but in mid-17th century, his work was described by the Church as "foolish and absurd in philosophy, and formally heretical since it explicitly contradicts in many places the sense of Holy Scripture." Galielo was condemned as a heretic and jailed, but he was right. In more recent years, there are those who still dispute humanity emerged on this planet. And, when Einstein proposed the photoelectric effect he was ridiculed. It frequently does not pay to pro- pose ideas different from the mob, and if one does, then one need be prepared for the backlash of taunting, derision, and scorn which historically has very often accompanied new thinking. Where the shift in thinking is comprehensive, and after Thomas Kuhn, it is called a paradigm shift (refer google, Kuhn, The Structure of Scientific Revolutions). The helio- centric view of the solar system, and the photoelectric effect are both paradigm shifts. The first, obviously so, the second, due it proposed a photon was a particle, and not merely a wave, that it was both. Adopting new ideas is vastly harder than it looks The only point is that despite the abundance of words in organization literature, like innovation, creativity, vision, change management, it is very, very much harder than it looks to undertake even modest changes in thinking, to get a group to adopt new ideas. It is very much easier if the group understand and accept they have ideas, and those ideas are NOT THEM (refer the section in #8, We are a spirit within mind within a brain). Separating ‘self’ from ‘the ideas I have’ was driven home in a client, where a young man reflecting on ideas, stated he did not think he could change his ideas they were him. The better science of ‘Origin’ If we leave people just at the level of changing ideas, then self-esteem issues will arise. Only in The Origin of Con- scious (refer SSRN author page, book free in pdf), is the spirit of the person clearly separate from ideas which are offered as tools to manage our environment. Then, and only then do people relax and we can explore with them how to change ideas, and how to manage the emotions involved, and that there is no threat to their spiritual integ- rity. OPD-HCD™ the technology derived from ‘Origin’ ‘Origin’ theory validates Hertzberg work on motivation. So why need OPD-HCD™? Hertzberg offers insight that different actions by leaders within an organization give rise to different emotions within people. But, Hertzberg offers no in depth explanation as to why. Nor, does Hertzberg offer the link between people and strategy (refer 9, Linking people to behavioural structure). Nor, does Hertzberg offer integrated understanding of organi- zational design, specifying clearly the roles relative to strategy, of governance, CEO, Executive, HR Department, team leaders and team member. Reflect. Choose better ideas that enable better orientation and management of cir- cumstance. Base the ideas if possible on objective science It is powerful that OPD-HCD™ integrates a strong exist- ing line of thinking in organization leadership and man- agement. OPD-HCD™ adds strength to Hertzberg think- ing integrating as a detail it much broader and deeper scientific understanding of psychology and one of the most significant outputs of human psychology, namely organizations, groups and large groups as social struc- tures. OPD theory is the organization theory derived from ‘Origin’ (refer The Exciting Promise of Human Resource Management http://ssrn.com/abstract=2819810 and Or- ganization Design: Linking Mind to Its Agreed Organiza- tion Role as a Foundation of Economics http://ssrn.com/ abstract=2816604). Better science enables better technology enabling better results OPD theory is the only scientific theory of organization design and OPD-HCD™ the only scientifically based technology of team leadership: Perfect game plans perfectly delivered Newsletter #30 Choosing better ideas Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.

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30 Choosing better ideas

  • 1. The greater we understand something the greater our op- portunity to manage it more effectively and improve our results. By better science I mean deepened understanding of that which we need manage, including its links to the environment and it influence on other factors we may need also manage. By better technology I mean applying the ideas arising from our improved understanding. It may be a separate technology, or it may merely be applying the improved ideas. Around 1982, in correspondence with the celebrated phi- losopher Karl Popper he said ‘science must lead to ideas that prove useful in practice’. Since, in my books and pa- pers, I show how we act according to the ideas we hold, and intensity with which they held due the associated emo- tions (refer the Social Science Research Network author page http://ssrn.com/author=2572745). Further, I show this the very structure of our psychology. Everyone acts on their personal theory, the ideas on the frame in mind (see #8, Understanding human psychology). What is on the frame is us, our personality/world view, with associated emotions. They are ideas. Change the ideas and what we ‘see’ changes. It follows that a scientific theory is exactly the same psy- chological status as any personal theory. Both are ideas through which we ‘see’ the events to which the ideas ap- ply. The difference being that ‘science’ ideas are developed and accepted according to certain social rules, such as aptness of explanation, evidence, reproducibility, causal explanation, etc. whereas our personal views may be no more valid other than they are the views of our peers. Pop- ularity is no measure of reliability or aptness of ideas. In fact, it is repeatedly shown how science has initially proved VERY UNPOPULAR. The reason is science is ideas validated by independent means, subject to evidence with all other opinion removed. We could begin with Galielo. Few people today would dispute the solar system etc. but in mid-17th century, his work was described by the Church as "foolish and absurd in philosophy, and formally heretical since it explicitly contradicts in many places the sense of Holy Scripture." Galielo was condemned as a heretic and jailed, but he was right. In more recent years, there are those who still dispute humanity emerged on this planet. And, when Einstein proposed the photoelectric effect he was ridiculed. It frequently does not pay to pro- pose ideas different from the mob, and if one does, then one need be prepared for the backlash of taunting, derision, and scorn which historically has very often accompanied new thinking. Where the shift in thinking is comprehensive, and after Thomas Kuhn, it is called a paradigm shift (refer google, Kuhn, The Structure of Scientific Revolutions). The helio- centric view of the solar system, and the photoelectric effect are both paradigm shifts. The first, obviously so, the second, due it proposed a photon was a particle, and not merely a wave, that it was both. Adopting new ideas is vastly harder than it looks The only point is that despite the abundance of words in organization literature, like innovation, creativity, vision, change management, it is very, very much harder than it looks to undertake even modest changes in thinking, to get a group to adopt new ideas. It is very much easier if the group understand and accept they have ideas, and those ideas are NOT THEM (refer the section in #8, We are a spirit within mind within a brain). Separating ‘self’ from ‘the ideas I have’ was driven home in a client, where a young man reflecting on ideas, stated he did not think he could change his ideas they were him. The better science of ‘Origin’ If we leave people just at the level of changing ideas, then self-esteem issues will arise. Only in The Origin of Con- scious (refer SSRN author page, book free in pdf), is the spirit of the person clearly separate from ideas which are offered as tools to manage our environment. Then, and only then do people relax and we can explore with them how to change ideas, and how to manage the emotions involved, and that there is no threat to their spiritual integ- rity. OPD-HCDâ„¢ the technology derived from ‘Origin’ ‘Origin’ theory validates Hertzberg work on motivation. So why need OPD-HCDâ„¢? Hertzberg offers insight that different actions by leaders within an organization give rise to different emotions within people. But, Hertzberg offers no in depth explanation as to why. Nor, does Hertzberg offer the link between people and strategy (refer 9, Linking people to behavioural structure). Nor, does Hertzberg offer integrated understanding of organi- zational design, specifying clearly the roles relative to strategy, of governance, CEO, Executive, HR Department, team leaders and team member. Reflect. Choose better ideas that enable better orientation and management of cir- cumstance. Base the ideas if possible on objective science It is powerful that OPD-HCDâ„¢ integrates a strong exist- ing line of thinking in organization leadership and man- agement. OPD-HCDâ„¢ adds strength to Hertzberg think- ing integrating as a detail it much broader and deeper scientific understanding of psychology and one of the most significant outputs of human psychology, namely organizations, groups and large groups as social struc- tures. OPD theory is the organization theory derived from ‘Origin’ (refer The Exciting Promise of Human Resource Management http://ssrn.com/abstract=2819810 and Or- ganization Design: Linking Mind to Its Agreed Organiza- tion Role as a Foundation of Economics http://ssrn.com/ abstract=2816604). Better science enables better technology enabling better results OPD theory is the only scientific theory of organization design and OPD-HCDâ„¢ the only scientifically based technology of team leadership: Perfect game plans perfectly delivered Newsletter #30 Choosing better ideas Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.