White Paper by Andres Agostini as of "July 10, 2010" (6:30 a.m. USA EST)

Demystifying the “real deal” in profession, science, technology, leadership, management, strategy, and business, as well as offering the clearest blueprint! By © Copyright 2010 Andres Agostini – All Rights Reserved –

Briefly stated, you meet and prevail through realities by instituting the following road map.

First! Once you understand that the most important thing to nurture is the rotational-and-translational motion revolting within and beyond the innermost core of / by you, you can do your ethics and morality. Now you have conquered bridge 1. Conquering the foundational pillar also implies that ever facet of your personal and professional life will be carried on with dogged solemnity.

Second! Once you do your ethics and morality, you can do your actionable knowledge for Life. Now you have conquered and will be conquering bridge 2 for Life.

Third! Once your actionable knowledge is done by you, you can do your corporate planning and respective marshaled strategy. Now you have conquered and will be conquering bridge 3 for Life.

Fourth! Once your corporate planning and respective marshaled strategy is done by you, you can do your systems hazard management. Now you have conquered and will be conquering bridge 4 for Life.

Fifth! Once your systems hazard management is done by you, you can do your systems quality assurance management. Now you have conquered and will be conquering bridge 5 for Life.

Sixth! Once your cross-functional systems quality assurance management is done by you, you can do your systems reliability engineering. Now you have conquered and will be conquering bridge 6 for Life.

Seventh! Once your systems reliability engineering is done by you, you can do your systems risk management. Now you have conquered and will be conquering bridge 7 for Life.

Eighth! Once your systems risk management – with the applied omniscience perspective – is done by you, you can do your contingency planning lavishly (with thousands layers of redundancy in place) for Life. Now you have conquered and will be conquering bridge 8 for Life.

Ninth! When your contingency planning is done by you, you can do your benefits (upsides and downsides). Now you have conquered and will be conquering bridge 9 for Life.

Tenth! When benefits are done by you and you become hyper-engage into pervasively transformational self-renewal and self-challenging (in excelsis) of your own intellect, you can do your sustainability perpetually. Now you have conquered and will be conquering bridge 10 for Life.

Eleventh! Now you can conceive and design your own profession and tenure while concentrating in capturing womb-to-tomb (so-called) “success” and its gargantuan sustainability effort. Now you have conquered and will be conquering bridge 11 for Life.

Twelfth! Neither “the secret,” nor the “hidden secret,” nor the “discrete secret” magnificent marketing stunts will warrant the oxygen that your mind, body, and souls require (sic). Now you have conquered and will be conquering bridge 12 for Life.

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Publisher and/or Author and/or Managing Editor:__Andres Agostini ─ @Futuretronium at Twitter! Futuretronium Book at http://3.ly/rECc

Rocket Science To Disciplined Success Capturing! By Andres Agostini

Dr. Vernon Grose, D.Sc.: 

“DISCIPLINES OF THOUGHT….As might be expected, the first set of disciplines involves thinking. The systems approach employs orderly inductive logic. That simply means to think or reason by going from particular facts to general conclusions. This type of thought is also the backbone of the scientific method. The inverse – deductive thought, which reasons from general principles to specific conclusions – is also used at times. But it is of less importance …. A second mental discipline seeks totality of understanding. The objective of this discipline is omniscience, or unlimited knowledge of a system, its use environments, and its risks. This idealistic goal is never reached, of course, even though is vigorously pursued. Two quite different kinds of understanding are combined …. Theoretically understanding is related to comprehending how all the elements in a system (for example, physical plant, products produced, personnel employed, management policies, and accounting methods) are intended to interact with one another. In contrast, practical understanding is knowing how these factors actually work together in a real world …. The third discipline of thought – continued challenge in depth – emphasizes the fact that professional managers can never relax in the comfort of all their analyses. Constant vigilance and sustained questioning – ‘What if such and such happens?’ – is essential …. The three disciplines of thought collectively identify the problems that must be solved in the system. They also produce a qualitative picture of the system … DISCIPLINE OF TECHNIQUE …. The problems that have been identified by disciplines of thought are next resolved by a second set of disciplines – those of technique …. Specific mathematical tools used in risk management are not expounded here. However, Boolean algebra and set theory – as well as probabilistic logic, statistical mechanics, and other calculative modeling methods – are widely employed to solve complex problems in a system …. Complexity of most systems also forces the use of system analysis methods to solve difficult problems. Several types (for example, Fault Tree Analysis or Hazard Mode and Effect Analysis) that are used extensively in risk-related issues …. Automatic processing capability by computers makes a considerable technical contribution to solving system problems. For example, many functions formerly performed by people can be much more rapidly and efficiently done by computers …. These three problem-solving techniques, taken together, also produce quantitative assurance that the system is adequate for its intended objectives …. DISCIPLINES OF PROCEDURE … One of the greatest differences between the systems approach to problem solving and other choices lies in this third set of disciplines. In fact, it is the easiest way to tell whether a problem has been attacked systematically or not …. stimulated the establishment of procedural disciplines. Paperwork and records are anathemas to everyone who has to create them. Yet, because of complexity, it is necessary to have a documented trail, for several reasons. First, in complicated situations, objective review by someone other than the person who perform a function is generally required. Second, …, you need it not only for failure analysis but for success analysis as well! Otherwise, you have to always start over at ‘square one.’ …. There are two major disciplines of procedures. The first – system engineering procedural requirements …. Results of work completed – such as Functional Flow Block Diagrams, resource allocation sheets, and trade-off studies – are documented and retained for future reference …. Complete, unambiguous technical writing is another ideal never reached. But to the degree that the documented information is both complete and free from misunderstanding, the decision-making workload is reduced. This is true both at the time of decision and at later times of reconsideration…..”

Incidentally, many people erroneously think of computers.

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Publisher and/or Author and/or Managing Editor:__Andres Agostini ─ @Futuretronium at Twitter! Futuretronium Book at http://3.ly/rECc

How To Think In Century 21? By Andres Agostini

WHAT ARE THE TYPES OF THINKING THAT JOINTLY AND SIMULTANEOUSLY MUST BE EXERCISED BY A LEADER TO FIRST GUESS THE FUTURE RIGHT? By Copyright 2010 Andres Agostini --All Rights Reserved --

Quickly stated and when invoking THINKING – as per the undersigned – it is succinctly to say and DO (that is) by way of example:

"Terra Incognita" Thinking

Weird Science's Thinking

"Einsteinian Gedanke" Thinking

Ecological Thinking

Factory Thinking

Surprise-Free Thinking

Through-Paradoxes Thinking

Qualitative Thinking

Quantitative Thinking

Unconventionally-Uncommon Thinking

Weirdo’s Thinking

Weird Science's Thinking

“Rara Avis” Thinking

Gestalt Thinking

“Edisonian Research” Thinking

Epidemiologic Thinking

Entomological Thinking

Fuzzy-Logic Thinking

Non-Linear Thinking

Scenario-Method Thinking

Unconventional Thinking

Unorthodox Thinking

“À la Quantum Mechanics” Thinking

“A Priori” Thinking

“A Posteriori” Thinking

“A Cappella” Thinking

Peripheral Thinking

Epicentric Thinking

Multi-Level Thinking

Pluri-Filter Thinking

Multidimensional Thinking

Cross-Functional Thinking

Trans-Contextual Thinking

Cross-Referenced Thinking

“Against the whole cliche of the moment” Thinking

“Against Sloppy, Emotional” Thinking

“Against Fashionable” Thinking

“Against Inexpensive” Thinking

In-Advance Thinking

Early-On Thinking

"Post Mortem" Thinking

Forensic Thinking

Pre-Forensic Thinking

"Short-Term and Long-Term" Thinking

Preemptive Thinking

Counter-Intuitiveness Thinking

Womb-to-Tomb Thinking

Unthinkable Thinking

Undreamed-of Thinking

Un-daydreamed-of Thinking

Heterodox Thinking

Un-Commonsensical Thinking

Illogicality Thinking

Throughput Thinking

Multi-Perspective Thinking

Pseudo-Serendipitous Thinking

"Pre Mortem" Thinking

Pre-“Post Mortem” Thinking

“Primum nocere” Thinking

“Primum non nocere” Thinking

Cosmological Thinking

Comprehensive Thinking

Interdisciplinary Thinking

Exploratory Thinking

Naturalist Thinking

Preter-Naturalist Thinking

Spacewalk Thinking

Discontinuous-Progression Thinking

Exuberant Thinking

“Applied Omniscience Knowledge” Thinking

Hyper-Geometrical Thinking

Dense Thinking

Multi-tasking Thinking

In-Series Thinking

In-Parallel Thinking

Microscopic Thinking

Macroscopic Thinking

Telescopic Thinking

Engineering Thinking

Re-Engineering Thinking

“Over-Hauled Re-Engineering” Thinking

Systems Thinking

Throughout Thinking

“Alpha and Omega” Thinking

Composite Thinking

Aggregated Thinking

Compounded Thinking

Parenthetic Thinking

Inventor’s Thinking

Discoverer’s Thinking

Harmonic Thinking

Counter-seeing Thinking

Counter-envisioning Thinking

Multi-Range Thinking

Pluri-Intent Thinking

GPS Thinking

Sonar Thinking

Radar Thinking

Horse-Seeing Thinking

Helicopter Thinking

Interconnected Thinking

Submarine Thinking

Interdependency Thinking

Forethought Thinking

Hindsight Thinking

Multifaceted Thinking

Wholeness Thinking

“Continuous Improvement and Innovation” Thinking

Alternatives-Exploring Thinking

Systemwide Thinking

“Support Learning and Change” Thinking

Specificity Thinking

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Publisher and/or Author and/or Managing Editor:__Andres Agostini ─ @Futuretronium at Twitter! Futuretronium Book at http://3.ly/rECc

JFK's Leadership Style by Andres Agostini

IN SPEAKING OF KNOWLEDGE, NOTE THE FREQUENT USE OF THE TERM BY PRESIDENT KENNEDY’S ADDRESS AT RICE UNIVERSITY ON SEPTEMBER 12, 1962:

“…We meet at a college noted for knowledge, in a city noted for progress, in a State noted for strength, and we stand in need of all three, for we meet in an hour of change and challenge, in a decade of hope and fear, in an age of both knowledge and ignorance. The greater our knowledge increases, the greater our ignorance unfolds. …Despite the striking fact that most of the scientists that the world has ever known are alive and working today, despite the fact that this Nation’s own scientific manpower is doubling every 12 years in a rate of growth more than three times that of our population as a whole, despite that, the vast stretches of the unknown and the unanswered and the unfinished still far outstrip our collective comprehension. …. This is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old, new ignorance, new problems, new dangers. Surely the opening vistas of space promise high costs and hardships, as well as high reward. … If this capsule history of our progress teaches us anything, it is that man, in his quest for knowledge and progress, is determined and cannot be deterred. The exploration of space will go ahead, whether we join in it or not, and it is one of the great adventures of all time, and no nation which expects to be the leader of other nations can expect to stay behind in the race for space. …We have vowed that we shall not see space filled with weapons of mass destruction, but with instruments of knowledge and understanding. …We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won and used for the progress of all people. ….The growth of our science and education will be enriched by new knowledge of our universe and environment, by new techniques of learning and mapping and observation, by new tools and computers for industry, medicine, the home as well as the school. Technical institutions, such as Rice, will reap the harvest of these gains. …Well, space is there, and we're going to climb it, and the moon and the planets are there, and new hopes for knowledge and peace are there. And, therefore, as we set sail we ask God's blessing on the most hazardous and dangerous and greatest adventure on which man has ever embarked….”

Source and/or read more: http://3.ly/rECc

Publisher and/or Author and/or Managing Editor:__Andres Agostini ─ @Futuretronium at Twitter! Futuretronium Book at http://3.ly/rECc