Generating ideas like wildfire

One of the areas we explored at some length in the recent practitioner conversation Rosetta Stone Language in Melbourne, related to the skills and capabilities of facilitators AND participants needed to engage with Cognitive Edge tools and processes. One of the potential pitfalls is assuming that an intellectual understanding of the key ideas and concepts will translate easily into a capacity to apply the methods. This - is in my experience a common failing .. |whether implementing a more expert system such as quality control, or business process re engineering. All of the research shows that adults learn by doing “ and yet the dominant approach to learning remains cognitive rather than experiential. The collective wisdom of those gathered in Melbourne developed the following lists |.which will form the basis of further exploration and conversation.Individual capabilities to design and run processes Behavioural awareness Conversation,/inclusive focus Leading through hands off Political savvy “ ego management Engagementresence/ awareness of personal impact Complex facilitation and differences with other approaches Supporting Individual capabilities- for participants Language Learning Software especially in probe design Thinking tools Taking risks “ personal resilience Collaboration/trust building what if possibilities/options “ dealing with unintended consequences decision makingroblem solving relational skills Evolution does not require one thing to kill off another, they can happily bumble along in a messy way for a period of time, opening up new possibilities. Natural selection is a powerful process, but it is constrained by messy tradeoffs both internal and external. The idea that unconstrained markets can solve economic issues is a mistaken view of evolution. Ideas don't just defuse by contagion, there has to be an underlying cognitive process to make it possible. The Toyota KanBan system can be understood as a conceptual blend of Ford's linear production and a supermarket. Generating ideas like wildfire at this point for new innovation methods. If we isolate the traits of any system at a fine grained level then we should be able to blend for coherence to create novel forms in a purposeful way (Cognitive Edge innovation methods will get refreshed from today). Importance of modularity (I argue objects is a better phrase) for blending and innovation. Need for some structure for things to move forward. Magnetron developed for radar moves sideways to microwave ovens as an example, its the modules that blend not the underlying concepts. Thinking now of different levels of phases of innovation process that we could institute using SenseMaker. as a clustering device. Function follows form (exaptation), form follows function (adaptation). Two simple statements but a lot of depth there Growth leads to bifurcation, which leads to symmetry breaking so new characteristics emerge Need to live forwards rather than post-rationalise in management science Origami as an example of emergence, paper folding creates multiple forms. Molecules fold to form enzymes, we are all the result of nature playing origami Micro-diversity is key to change Evolution within a sub-system occurs from instability. Either something invades from the outside, or the inside. For advantage to be taken the sub-system must have Japanese Learning Software components that together produce an emergent capability, the environment must reward that capacity and all of this is a definition of synergy Any novel behaviour must start as a single instance A mutation is commonly considered to be either lethal or beneficial, but this does not correspond with reality. It can take many generations to remove deviances, and you loose a lot of good stuff at the same time. Cancer cells change their environment, they are less metabolically efficient that normal cells, so they make the change to gain advantage.