Eliciting a 12-fold Pattern of Generic Operational Insights

Uses learnings from helicopter development to frame psychposocial evolution possibilities.

[Parts: Next | Last | All] [Links: To-K | From-K | From-Kx | Refs ]

Introduction

This follows the argument for (Engendering a Psychopter through Biomimicry and Technomimicry: Insights from the Process of Helicopter Development, 2011) in the light of the quest of Arthur M. Young. He was the designer of Bell Helicopter's first helicopter, the Model 30, and inventor of the stabilizer bar used on many of Bell's early helicopter designs. The approach is inspired by his subsequent aspiration, through generalizing from those technical challenges, to envisage the design of a "psychopter" -- a "winged self" (The Bell Notes: A Journey from Physics to Metaphysics, 1979).

Prior to building on the 12-fold pattern of insights of Young, the concern here is with the manner in which memory and comprehension constrain the scope of any set of operational insights. Given the experiential nature of such insights -- as illustrated by the case of piloting a vehicle -- the forms through which they may be variously identified and communicated are recognized as a potential barrier to individual and collective learning and to communication.

The exploration, relates at the time of writing, to the pressures and concerns regarding the capacity and need for any articulation of a collective strategy by the  Occupy Wall Street movement and its assocated initiatives worldwide. A feature of the conventional mode of discourse,  enabling the current crisis, is a simplistic approach to engendering sets of values, demands and strategic concerns, as noted in an annex (Checklist of 12-fold Principles, Plans, Symbols and Concepts, 2011). It is argued here that it is this oversimplification of the challenge which handicaps the emergence of appropriately self-reflexive initiatives capable of responding to the turbulence of change (Consciously Self-reflexive Global Initiatives: Renaissance zones, complex adaptive systems, and third order organizations, 2007).

Commentary on the Occupy Wall Street movement has noted the experimentation with decision-making processes. A concern here is the need for new ways of thinking to enable emergence of new options in such situations -- metaphorically to enable them to "take off" and "fly", as suggested by the helicopter model and its inspiration for a hypothetical psychopter. The implications for dialogue are the theme of another annex (Enabling a 12-fold Pattern of Systemic Dialogue for Governance, 2011.)

[Parts: Next | Last | All] [Links: To-K | From-K | From-Kx | Refs ]