Discussion Paper

A HOLISTIC FRAMEWORK FOR ECONOMIC AND SOCIAL CHANGE Royston Flude

Discussion Paper Abstract The 21st Century presents a period of great challenge that includes planetary changes leading to both natural and complex disasters, the potential for financial collapse, aggregated demands that may out strip supply (Food, Fuel & Finance), asymmetric threats, social unrest & political instabilities and the impact of Self-Assembling Dynamic Networks (SADNs). The potential impact of these changes will challenge and require change to current socio-economic theory. Following a Change Management approach to complex and networked systems, a new holistic conceptual framework has been developed to provide a more complete picture constructed from four economic agents, being the Primordial Economic Agent (cause & effect), the Social Economic Agent (relationship networks), the Rational Economic Agent (systems & processes) and the Visionary Economic Agent (Belief systems). This new conceptual framework has been used to explore ‘positive and negative’ linking to provide a predictive framework for interaction that provides the basis for self-sustaining, people, organizations and communities. This conceptual framework has been delineated as a Socio-Economic Force Field Model to act as a vehicle for discussion. Studies are envisaged that would have impact on Health, Education and Enterprise to deliver selfsustaining outcomes in Wealth, Citizenship and the Environment with a view to developing Harmonious Living. Contents: 1. Introduction to Socio-Economic Systems 2. Economic Models Review 3. Fourth Industrial Revolution 4. A Change Management Perspective 5. Agents and Networks – A New Paradigm 6. Self-sustaining Solutions 7. A Socio-Economic Force Field Model 8. Well Being 9. The Neuroscience of Change 10. Governance & Social Responsibility 11. Crisis, Mediation & Peace 12. Holographic Leadership 13. Conclusions Bibliography and References The Author ©2016 Royston Flude

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1. Introduction to Socio-Economic Systems The Earth is undergoing a period of extreme Planetary Change with at least three Richter Scale 9 earthquakes envisaged in the next 18 months. Weather patterns are showing significant disruption leading to droughts, forest fires and flooding. This has directly impacted on agricultural production, meaning that reserves are being depleted. Tectonic Plate movement is at again unprecedented levels that will result in volcanic activity, earthquakes and tsunamis. Melting of the Polar Ice Sheets is likely to destabilise ocean currents with a high probability of the Atlantic Conveyor ‘switching off’. Solar Flare activity is at exceptionally high levels leading to Glacier melting. The full impact of the Fukushima reactor fire, following the Japanese tsunami, has still not been fully established and radiation clouds have already circumnavigated the globe. Internally Displaced Persons (IDPs), as a result of water and food shortages, internal conflict and natural and complex disasters will move across ‘porous’ country boundaries to overload the systems, infrastructure and culture of other countries creating a promulgation wave of instability. We expect to see significant increases in social and economic migration, which is likely to result in ‘ghetto communities’ that will act as quasi ‘states-within-states’. There is likely to be civil unrest even in developed countries where displaced migrants are unable to obtain work or displace local workers as they are prepared to take less money or work outside the conventional labour system. There are likely to be higher levels of human trafficking, substance abuse and violence in communities. Agent based modelling is now indicating a potential catastrophic failure of the world’s financial systems .Fear of this economic failure has caused individuals and families to mobilise their assets to try and find ‘safe havens’. Families are not convinced by economic arguments and are increasing working on instinctive Beliefs. The World Economic Forum (WEF) concluded that Human Capital, especially the average skill level of the labour force, directly affects productivity (World Economic Forum, 2010). The WEF (2010) ranked 139 economies considering 111 variables into twelve pillars of competitiveness as part of its Global Competitiveness Index (GCI). “Basic Requirements” 1. Institutions 2. Infrastructure 3. Macroeconomic environment 4. Health and primary education “Efficiency enhancers” 5. Higher education and training 6. Goods market efficiency 7. Labour market efficiency 8. Financial market development 9. Technological readiness 10. Market size “Innovation and sophistication factors” 11. Business sophistication 12. Innovation

©2016 Royston Flude

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It can be seen from this analysis that the effectiveness, particularly of the Primary Education system, is crucial to Human Capital development. The Education Systems in many countries are not ‘fit for purpose’ with children leaving Primary Education with inadequate literacy and numeracy skills. This applies even to ‘developed’ countries such as the UK, where up to 30% of children leave Primary Education not able to meet standard literacy and numeracy requirements. There is an urgent need to develop a new Primary Education system that has universal application and is resilient to large class sizes, teachers with limited training including lack of Science, Technology, Engineering and Mathematics (STEM) specialist skills. In addition, it cannot be assumed that universally accepted virtues and values are given in the Family and these need to now be addressed in the schooling system as we become a more multi-cultural and diverse Society. This includes the empowering women to be Ambassadors for Change (Flude, 1997) as a crucial factor in developing stable selfsustaining growth, which commences in the Family and during the Primary education period. Disaster Management analysis indicates that creating Primary Education schools after both natural and complex disasters is the best way to rebuild resilient communities. It could be argued that we now face also Social and Economic disasters with increasing numbers of unemployed and disaffected Youth. The challenge is to create new Socio-Economic Models that are resilient to planetary changes and promote the development of self-sustaining People, Organisations and Communities.

2. Economic Models Throughout history, civilisations have developed increasingly sophisticated mechanisms for recognising and exchanging value. These mechanisms of adding-value form a spiral that expands out to create a civilization, which is based upon individual expression and co-dependency. With continued growth, specialist skills develop in the form of trading groups that eventually establish ‘power brokers’ with vested interests. Laws are then created to control excess and promote meritocracy. As civilisations grow to a level where it is no longer possible to ‘control everything’ bureaucracy develops and belief in the ‘system’ becomes more important than adding value. Democracy provides a vehicle to cloak incompetence in the mistaken belief that universal enfranchisement enables responsible growth, whereas in practice it delivers the ‘lowest common denominator’ and stimulates corruption. Consequently, increasingly sophisticated mechanisms for keeping track of value are developed using the principle of FIAT money, where value becomes surreal and intangible. In the extreme, financial instruments are developed that are traded to form a ‘derivatives market’. Currently, we live in a world where the Derivatives Market is valued at more than two thousand trillion dollars with global GDP less than 80 trillion. Putting it simply, we are fiscally and morally ‘bust’. Planetary changes require us to go back to basics. The Historic Economic Models have presented us with three approaches: • •

•

Stochastic models – based on economically observable value over time Non-stochastic mathematical models – based on purely qualitative (involving social choice theory) or quantitative (involving rationalization of financial variables) vectors of change Qualitative models – based on conceptual frameworks such as scenario planning.


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These models are based on a series of assumptions that are often found to be partially flawed requiring frequent ‘recalibration’ to ‘fit’ observed outcomes. More recently, there has been a move to consider what we call ‘reality’ as a network of interconnected agents. The positioning of agents in the network is of great importance in the way that they create a promulgation wave using ‘coping’ as the most effective survival strategy. In the past, economists have suggested that it is possible to influence by ‘nudging’ the system through individual and collective incentives. This assumes the notion of the Rational Economic Man where agents make informed decisions by cognitive consideration of all the information in the ‘system’. In reality, they do not have all the information required to make a decision and have mind sets and filters that may influence their judgement. Furthermore, there is a tendency to use a ‘rule of thumb’ approach to decision making based upon historical experience and ‘influencers’ close to and trusted by the Agent. Joseph Stiglitz, Amartya Sen and Jean-Paul Fitoussi have concluded in their report for the Commission on the Measurement of Economic Performance and Social Progress that Economic Performance and Social Progress must include Well-Being to achieve self-sustaining systems, which they define as: i. Material living standards (income, consumption and wealth); ii. Health; iii. Education; iv. Personal activities including work v. Political voice and governance; vi. Social connections and relationships; vii. Environment (present and future conditions); viii. Insecurity, of an economic as well as a physical nature www.stiglitz-sen-fitoussi.fr From a Well-Being perspective, Health, Education and Enterprise interventions must be integrated to achieve self-sustaining outcomes in Wealth, Citizenship and the Environment. These interventions must also be anchored by Core Virtues, Values, Vision and Volition. The ‘change process’ is facilitated by:      

Information & Connectivity Resources Science & Engineering Psychology Supply Chain Management


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The Change Process can be summarized by the Mind Map in figure 1

Figure 1 On 1 January 2016, the 17 Sustainable Development Goals (SDGs) of the 2030 Agenda for Sustainable Development — adopted by world leaders in September 2015 at an historic UN Summit — officially came into force. Over the next fifteen years, with these new Goals that universally apply to all, countries will mobilize efforts to end all forms of poverty, fight inequalities and tackle climate change, while ensuring that no one is left behind. The SDGs build on the success of the Millennium Development Goals (MDGs) and aim to go further to end all forms of poverty. The new Goals are unique in that they call for action by all countries, poor, rich and middle-income to promote prosperity while protecting the planet. They recognize that ending poverty must go hand-in-hand with strategies that build economic growth and addresses a range of social needs including education, health, social protection, and job opportunities, while tackling climate change and environmental protection. These Sustainable Development Goals resonate with the findings of Joseph Stiglitz et al and may be grouped by Health, Education and Enterprise.


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Figure 2 Well-Being is also an outcome from Social Progress has been mapped as a Social Progress Index (http://www.socialprogressimperative.org/) that may be applied to countries, regions or people, organisations and communities. The Index considers:   

Basic Human Needs - physical intelligence (PQ) Foundations of Well Being –emotional intelligence (EQ) Opportunity – Mental Intelligence (IQ)

What is not considered is the Spiritual Intelligence that provides the Zeitgeist for transgenerational change and ‘Trust in the Future’. This multi-intelligence approach is essential to deliver selfsustaining solutions. A Self-sustaining Progress Index may be developed using this multi-intelligence approach and building on the findings of the Social Progress Index (Green, 2016), as shown in figure 3.


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Figure 3 Game Theory facilitates the combination of GERM (Global Economic Reform Movement) models based on rules informed by statistics to measure tangible dimensions with the HOPE (Happiness Orientated Progressive Economics) models based on Well-Being informed by happiness to measure the intangible. Evolutionary Game Theory models (Novak, 2006), considering interacting agents, presume that there is either no rationality or bounded rationality on the part of players and do not necessarily presume natural selection in the biological sense to understand Change.

3. Fourth Industrial Revolution We are now living in the period of the Fourth Industrial Revolution, which is driving disruption and challenges through primarily a technological revolution that creates both new opportunities and threats to self-sustainability. The four developmental phases are:    

First Industrial Revolution - Steam Engine Second Industrial Revolution - Electricity & Mass Production Third Industrial Revolution - Computers Fourth Industrial Revolution - Artificial Intelligence (AI) & Robotics

This Fourth Industrial Revolution’s impact is driven by Velocity, Breadth & Depth and systems Impact (figure 4)


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Figure 4 Klaus Schwab of the World Economic Forum (WEF) in his book The Fourth Industrial Revolution describes this multi-intelligence approach as (Schwab, 2016): 

  

Physical (PQ) – how we cultivate and maintain our personal health and well-being and that those around us to be in a position to apply the energy required for both individual and systems transformation Emotional (EQ) –how we process and integrate our thoughts and feelings and relate to ourselves and to one another Mental (IQ) – how we understand and apply our knowledge in context Spiritual (SQ) – how we use a sense of individual and shared purpose, trust and other virtues to effect change and act towards the common good.

The Forth Industrial Revolution requires that we consider a multi-stakeholder perspective to establish a ‘ring of confidence’ with the boundaries between professions and ‘schools of thought’ proving increasingly counterproductive. The power of information access and networks to dissolve these boundaries with a celebration of diversity will stimulate creativity and innovation in our digital age. There will be different skill requirements and the nature of work will change through microcollaboration and distributed resources enabling empowerment at a community level through SelfAssembling Dynamic Networks. Discoveries in improved Learning Systems (Flude 2012) show how operating in Triads can be extremely powerful in improving learning and functionality, whilst at the same time reducing stress and also creating micro-clusters in communities to build resilience and Learned Optimism (Seligman, 1975). These Triads incorporate the roles of the Story Teller (ST), Listener (L) and Observer (O) with ©2016 Royston Flude

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role rotation. Experience from Disaster Management indicate that this dynamic exchange between people who have the ‘same story to tell’ can dissipate up to 80% of trauma (Flude, 2013) The Change Tetrahedron provides a metaphor for this improved learning process (figure 5)

Figure 5 We will see Tipping Points associated with technology assisted growth, an aging population and enhanced productivity driving a need to be at the “frontier of innovation’ to survive. These Tipping points offer new opportunities in SMART Heath, SMART Education and SMART Enterprise though improved interconnectivity and self-learning systems.

Health SMART Heath provides an opportunity to dramatically reduce costs and improve effectiveness by facilitating changes in lifestyle and micro-cluster self-sustaining health groups (triads). Mental Health is the most critical challenge with psychological stress and Post Traumatic Stress Injury (PTSI) and Post Traumatic Stress Disorder (PTSD) become common place. Conventional Counselling and BioMed interventions are primarily ‘coping mechanisms’ that often do not resolve underlying triggers. As we discover more about human energy systems and levels of resonance where up to 40% of clinical outcomes are linked to state-of-mind, different models of therapeutic care will be required. When require our systems to operate on the ‘edge of chaos’, which is the optimum efficiency point, up to 80% of outcomes are a function of the human dimension. Longitudinal HealthCare will require an approach that is focused on ‘prevention’ rather than ‘cure’ with significant changes in lifestyles and life plans. A ‘connected’ health system, that includes a range of wearable monitors will focus on ‘life quality’ as an alternative to ‘survival’. An example of a SMART Healthcare system is shown in figure 6. ©2016 Royston Flude

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Figure 6

Education Socrates has described Education as an opportunity to ‘kindle the flame rather than filling the vessel’. Our reliance on standardised content and examination based outcomes has created an administrative load on teachers where in the UK a third are leaving the profession within five years of qualification and others are seeking early retirement. This stress is also ‘mirrored’ on the students with increasing levels of reported PTSI/PTSD and other forms of dysfunctional behaviour. SMART Education provides a viable alternative that uses both accessibility technology and improved pedagogy. In a review of Primary Education, at the request of the UK National Audit Office, more than 500 key decision makers, teaching practitioners and academics were canvassed (Flude, 2011). The development of key skills in Primary Education is essential to optimise potential and minimise negative behaviours. Innovative methodologies need to be further developed to introduce new teaching approaches that enhance student motivation. Greater understanding of neuroscience provides opportunities for enhanced learning systems. ICT can be better used to ‘personalise’ and accelerate learning with wireless WANs, student ‘blogs’ and broadband access to home giving ‘connectivity’ that will also enhance the ‘collective consciousness’ of the pupil, teacher, parents, ©2016 Royston Flude

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school and community. SMART Education connectivity opportunities is summarised as shown in figure 7.

Figure 7

Enterprise The challenge for Enterprises will be to identify opportunities and utilise innovation to provide products and service at ‘optimal value’. Longitudinal ‘customer satisfaction’ will require a multiintelligence approach to:    

Identify unmet needs Develop integrated networks Be on the frontier of innovation either directly or through third party partnerships/acquisition Making investments viable through innovating ways.

A SMART Enterprise solution will also requires multi-discipline holographic leadership that balances participation & trust with command and control. Interconnectivity will be crucial to rapid response to market needs and optimising Human Capital. Business Intelligence software will provide Intelligent Dashboards that pre-process Big Data using multi-level Rules Engines and AI. A concern ©2016 Royston Flude

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would be that we lose the intuition from the human factors that have driven so many of our advances in innovative thinking. An Example of a SMART Enterprise model is shown in figure 8.

Figure 8 As disruptive technological innovation makes it easier for new entrants to provide value-added services at lower costs, there will be an increasing move towards networked multi-service platforms. These platforms create many new opportunities for Fourth Generation connectivity through Consciousness Nets and Movements for Change. The integration of a Manifestation, Social, Conceptual and Consciousness platforms can deliver resilience and longitudinal engagement with significantly enhanced valuation. A proposed architecture is given in figure 9 with the integration of Product & Service, Matching, Learning and Project Engines using the latest cloud based software such as Liferay and opens the door to large scale Quantum Computing the has ‘real time’ big data to continually optimise the solution or explore multiple fulfilment scenarios.


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Figure 9

4. Change Management Perspective A clearer understanding of the conceptual framework for socio-economic evolution may be obtained by introducing the FIN model of change (Flude, 1996). The FIN model of change considers that a hierarchical pyramid of needs influences people. These needs or dimensions empower us at a number of levels commencing at the Physical world, then Emotional defining our feeling responses, then Mental controlling our cognitive interactions and then at the highest level Spiritual which drives our beliefs. These concepts of are re-enforced by the work on Emotional Intelligence (Goleman, 1997) and on Spiritual Intelligence (Zohar, 2000). Spiritual in this context is not religious, but represents the inner ‘spark’ of beliefs that makes us all different and drives our lives through directed ‘will’(Volition), so that we may understand or illuminate the experience of ‘being-in-theworld. The focus of existential philosophy, therefore, is on the 'way of being' of the person and the qualitative texture of their relationship with self ('eigenwelt'), others ('mitwelt') and the physical world ('umwelt') (Laing, 1960, 1961). These dimensions of change may be regarded as 'engines' that interact with reality and can be better understood by seeing them as interconnected ‘outer journey of expression. Our beliefs (spiritual engine - SQ) drive our thinking (mental engine - IQ) which in turn drives our feelings (emotional engine - EQ) and on to manifest the way we create our reality in our actions (physical engine - PQ). This is the empowering force from beliefs to achieve change in the way we create and interact with reality. These beliefs are anchored by a set of virtues, values and personal vision. ©2016 Royston Flude

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This FIN model shows in a simple, but powerful way that beliefs drive thoughts, which invoke feelings leading to actions and behaviours in the workplace. It also demonstrates the amplification effect whereby a small input at the Beliefs stage can have a dramatic impact on how people perform. The converse is also true in the way in which the physical world affects our thoughts, feelings and beliefs, which in turn change the way we interact with life and how we learn 'life's lessons'. The engines can also be regarded as linked together in that it takes congruency of development for 'beliefs' to create thoughts and feelings and their interaction with the physical world. These Change Management models have been proven to be effective at the individual, organisation and community levels over more than twenty years and are highly relevant to a new approach to Economic interaction. Imagery represented by Virtues, Values and Vision are at the core of the socio-economic system. In every system there are barriers to change that must be overcome, requiring energy or input. Positive transition requires intensive input to overcome the potential barrier to change at the Event Horizon of ‘disability’ represented by the ‘threshold limiting value’ of the Change. The height of this Potential Barrier (PB) will depend on the circumstances for the individual and their environment. Experience has shown on numerous occasions that low intensity and unfocused change without the inputs to ensure sustainability is a 'perpetual motion machine for wasting time and money' and often leaves the individual, organisation or community ‘stuck’ in a place of helplessness. An alternative approach is to use focused short –term high intensity short duration (HISD) interventions to overcome the threshold energy or inertia of change followed by low intensity long duration (LILD) interventions to achieve sustainability. The ‘threshold limiting energy’ is composed of two components like Inertia and Momentum. There is also an Inertia effect for any system in that energy must be applied with no perceivable change until the Inertia of the system has been overcome. Further energy is then necessary to achieve sufficient momentum to ‘get out of the pit’ or Event Horizon. Once positive change is initiated there is a requirement for input at a lower level until the next point of stability is achieved. The development of a strong internal energy or self-worth reduces the tendency to escape into ‘fantasy worlds’ to avoid the reality of helplessness. Once participants in the system have projected into these displacement or ‘fantasy worlds’ (multiple universes) it becomes extremely difficult to reengage them in a constructive and inclusive alternatives. This low ethos leads to the cycle of chaotic despair, dysfunction, helplessness and lack of engagement. The alternative of Learned Optimism leads to harmonious, engaged living with the potential of high value outcomes. Therefore, a critical aspect is to maximised the ethos of challenged Agents so that they can climb the ‘staircase of development’. For a system to be self-sustaining it must also be anchored (Essence & the World) by core Virtues, Values, Vision and Volition (Will), which may be passed from generation to generation. A study indicates that there are five key virtues that find expression in nine core values that would appear to be universal and encompass all frameworks of philosophy and are not restricted by geography, gender or faith community (Flude, 2011). These require a Vision and Volition (Will) for realisation.


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Virtues - These represent the Moral connection with Creation.

Compassion

Sharing

Humility

Patience

Tolerance

Core Values – These represent the impetus for self-sustaining optimal change

Vision – This represents the imagery or dream that is the integration of past, present and future aspirations. The individual will have a personal vision or image which they compare with the vision or image projected by the World. Volition – This represents the Will to ‘listen to’ or ‘manifest’ change in a way that delivers selfsustaining longitudinal solutions. This approach to Change Management may be integrated with Agents and Networks to suggest a new paradigm for self-sustainability.


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5. Agents and Networks – A New Paradigm Our world is experiencing, through the Internet revolution, transformed communications where we are instantaneously aware of the beliefs, decisions, feelings & opinions and behaviours of people across the planet. These Network effects result in our societies becoming more dynamic and intertwined with the increasing potential to facilitate positive linking (Ormerod, 2012). Recent events in the Spring Revolution have shown that positive linking is capable of toppling governments whose actions are increasingly transparent and accountable. The ‘triple witching event’ (Flude, 2001) resulting from increased connectivity, bandwidth and security has happened and we now live in a Conceptual Age where the Internet may facilitate a new Consciousness Net for the influence of all humanity. In order to understand this Network effect better, it is necessary to draw on the framework of Change Management and regard it as the interaction between agents represent physical (PQ), emotional (EQ), mental (IQ) and spiritual (SQ) intelligences and that there is a ‘threshold limiting value ‘ for energy before change starts to happen. When change does occur there needs to be a facilitating energy to ensure sustainability. Finally change needs to be anchored with a set of virtues, values and vision that can be agreed and shared by all the participants but will not be delivered without conscious volition or will. A network of different types of Agents can be envisaged that represent these four intelligences: Visionary Economic Agents (SQ) – These are agents that proclaim a Belief System that represents a vision of the future that they ask people to share. This is a ‘share my dream’ world. Examples include monarchies, religious perspectives, charity, brands, sport and political movements. There are many instances where people contribute significant time and energy for no tangible reward. Rational Economic Agents (IQ) – These are agents that promote systems and processes based on a cognitive rational of the vectors of change using models and statistical analysis. This is a ‘whatever you do must make cognitive sense’ world. Examples include the Accounting Model (based on the premise that for every credit there is a debit), Optimality and constrained optimization models (based on principles such as profit or utility maximization) and Aggregate models (based the process of aggregation and functional dependency between various aggregates usually is interpreted statistically and validated by econometrics). Social Economic Agents (EQ) – These agents operate through social relationships where emotional exchange is the driving force and copying is the socially acceptable outcome. This is a ‘do as others do’ world. Examples include fashion, social clubs and groups, publishing and media. Primordial Economic Agents (PQ) – These are agents driven by ‘cause and effect’ where there is a voluntary or involuntary exchange of goods or services for a value. This is a ‘survival of the fittest’ world. Examples include financial derivatives, hedge funds, trading, conflict, debt exploitation and taxation. Monitoring the functioning of these Agents, that may operate singularly or in combinations, requires mutually acceptable standards of Governance and Social Responsibility, which represent two sides of the same coin of ‘managing through integrity’.


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The world has experienced systems of civilisation based on singular Economic Agents, which have ultimately failed such as:    

Visionary Economic Agents – Imperialism - Monarchy & Religion (SQ) Rational Economic Agents – Capitalism (IQ) Social Economic Agents – Communism (EQ) Primordial Economic Agents – Barbarism (PQ)

Our new world of interacting Economic Agents provides a new potential through Co-operative engagement based upon shared Virtues, Values, Vision and Volition to deliver agreed Outcomes that are self-sustaining.

6. Self-sustainable Solutions In times of crisis, all the parameters that define ‘humanity’ are challenged and the extent to which positive outcomes may be manifested is a function of each individual’s stage of development and the collective consciousness of the Community of which they are part. It can be argued that both individually and collectively we ‘listen to’ and ‘engage’ with the world through multiple intelligences in the physical (PQ), emotional (EQ), mental (IQ) and spiritual (SQ) dimensions. At the heart of these intelligences is a shared consensus of Core Virtues, Values and Vision. The embodiment of these concepts represents the third evolutionary step for humankind. The development of the Earth has progressed through a series of stages, namely, the geosphere (inanimate matter) to the biosphere (biological life) to Man with human cognition and elevated consciousness (noosphere). It is only through positive premeditated visioning that it is possible to develop this consciousness to build self-sustaining people, organisations and communities. The Earth is approaching and some argue already in a time of crisis, where effective Response, Relief, Rebuild and Resilience strategies are required to deal with both natural and complex disasters. The same challenges are faced by those wishing to Terra-form countries from underdeveloped to developed status. In order to deliver effective and sustainable change, it is necessary to fully understand the vectors involved. There are three primary inputs of Health, Education and Enterprise that are facilitated by Information, Resources, Psychology, Connectivity, Supply Chain Management and Science & Engineering to deliver self-sustaining outcomes in Wealth, Citizenship and the Environment and consequent Harmonious Living.

Inputs HEALTH - the personal vital energy to drive change EDUCATION – competency development as part of a Life-long Learning model ENTERPRISE - to be viable all must engage in value-added activities.


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Facilitators Information - The storage, retrieval and dissemination of information delivered through multimedia Resources – these include water, energy and minerals as well as food and other consumables. Psychology - the ‘right’ competent and motivated people in the ‘right’ positions Supply Chain Management - providing timely, quality and cost effective resources to meet current & future needs Science & Engineering - projects focused to ‘enable’ rather than ‘disable’ humanity Connectivity - to connect more quickly, with high quality and accuracy

Outcomes WEALTH - ‘adding value’ through fiscal propriety, art, culture and heritage CITIZENSHIP - the universal concept of individual and collective responsibility ENVIRONMENT – the responsible trans-generational relationship with our ecosphere

There are alternative approaches to Governance and Social Responsibility, which ideally should be combined to evolve a hybrid solution. There is a need to find the ‘middle ground of balance’ between the rule based needs of ‘conformity’ and the outcome based needs of ‘flexibility based on inculcated Core Virtues, Values & Vision and Delivered Outcomes. In the future, we will live in a world of Self-Assembling Dynamic Networks (SADNs) as envisaged by DK Matai of the Asymmetric Threat Contingency Alliance (ATCA). “Predominant characteristic of tribes throughout time is the need to share and to communicate ideas, thoughts, observations and views. Digital networks achieve this objective by connecting likeminded members of such new tribes across continents! As the principal players move around the arena, a self-assembled dynamic network structure emerges that no single player can control. Digital networks have taken tribal behaviour to a whole new level of collective consciousness: dynamic selfassembling tribes that come into existence almost instantaneously. Human civilisation has gone from local to national and from national to trans-national tribal behaviour and congregation enabled by digital catalysts.” ( www.businessinsider.com/2011-self-assembling-dynamic-networks-and-boundary-less-tribalism-2011-1 )

Self-assembling dynamic networks (SADNs) will feature: • • • • • • • •

New belief systems (SQ) New order born out of chaos (SQ) No central control (IQ) No intelligent blueprint or formalised design (IQ) Trans-national synchronicity (IQ) Total transparency (IQ) Creation of boundary-less tribalism (EQ) Relationship driven communities (EQ)


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• • • •

Rapid scaling (PQ) Unprecedented speed (PQ) Asymmetric power (PQ) Unintended consequences (PQ)

The development of these new communities of Passion (SQ), Purpose (IQ), Relationships (EQ) and Practice (PQ) will require the development of more sophisticated ICT architecture and Lifelong Learning platforms that include Cloud Computing and transparency of connection across personal computer, tablet, mobile, Television & Radio and AV applications. The future owners of these holistic ‘cradle to grave’ solutions will yield economic and social value at unprecedented levels.

7. A Socio-Economic Force Field Model The Socio Economics as a Force Field Model considers the four intelligences of Physical (PQ), Emotional (EQ), Mental (IQ) and Spiritual (SQ) as forces being represented by a tetrahedral Hilbert Space (Hilbert et al, 1927). This offers one of the best mathematical formulations of vectors in a certain Hilbert space, the observables are Hermitian operators on that space, the symmetries of the system are unitary operators, and measurements are orthogonal projections. The Socio-Economic Force Field Model (figure 10) considers four Hilbert spaces as part of an integrated system with Potential Barriers (PB) between each of the interfaces. The Four Hilbert Space tensors are: The World

Virtuesw Valuesw Visionw Volitionw

Hw =

World

The Inner Journey

SQin IQin EQin PQin

=

Hin

In

The Essence

Virtuese Valuese Visione Volitione

= He Essence

The Outer Journey

Hout

=

SQout IQout EQout PQout


Out

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The four Hilbert Spaces may be summated to create a Hilbert Space that represents Well Being (Social-Economic fulfilment and stability).

Figure 10

8. Well-Being The understanding of Well-Being is complex, particularly the Easterlin paradox. Easterlin found that within a given country people with higher incomes were more likely to report being happy. However, in international comparisons, the average reported level of happiness did not vary much with national income per person, at least for countries with income sufficient to meet basic needs (Easterlin, 1974). This argument was later refuted (Stevenson and Wolfers, 2008)

In 2010 Easterlin published data reaffirming the paradox with data from a sample of 37 countries (Easterlin et al, 2010). “The striking thing about the happiness–income paradox is that over the long-term, usually a period of 10 y or more, happiness does not increase as a country's income rises. Heretofore the evidence for this was limited to developed countries. This article presents evidence that the long term nil relationship between happiness and income holds also for a number of developing countries, the eastern European countries transitioning from socialism to capitalism, and an even wider sample of developed countries than previously studied. It also finds that in the short-term in all three groups of countries, happiness and income go together, i.e., happiness tends to fall in economic contractions and rise in expansions. Recent critiques of the paradox, claiming the time series relationship ©2016 Royston Flude

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between happiness and income is positive, are the result either of a statistical artifact or a confusion of the short-term relationship with the long-term one.” In a report prepared for the United Nations in 2012 Richard Layard, Andrew Clark and Claudia Senik point out that other variables covary with wealth, including social trust, and that these, and not income, may drive much of the association of GDP per capita with well-being. This is confirmed in the (Sachs, Helliwell, Layard, 2012) “Subjective well-being measurement is one of these approaches, but there is also a need to supplement these measures with already existing objective measures. Despite the significant step forward that has been made, ONS (Office of National Statistics) does not believe that subjective wellbeing estimates alone provide the whole answer. They will need to be considered against other more traditional socio-economic indicators appropriate for measuring National Well-being. The interaction between more objective indicators and subjective well-being ratings is important, not least because people’s experiences do not necessarily tie up with the objective measures. Although they may correlate in ways we may expect on the whole, the divergence between objective and subjective measures illustrates the importance of this kind of information as a complement to the objective approach for making a full assessment of the well-being of the nation” The four experimental questions used were as follows: Evaluative - Overall, how satisfied are you with your life nowadays? Eudaimonic ("human flourishing") - Overall, to what extent do you feel the things you do in your life are worthwhile? Experience – positive affect - Overall, how happy did you feel yesterday? Experience – negative affect - Overall, how anxious did you feel yesterday? (All asked using a 0 to 10 scale where 0 is “not at all” and 10 is “completely”) To measure well-being and progress adequately in our rapidly changing societies requires new approaches. It could be argued that, in addition to the four Agents (Primordial, Social, Rational & Visionary) described above, a fifth could be added that represents Consciousness or the Zeitgeist that operates across generations and traditions. This would provide a more complete picture of trans-generational Socio-Economic change but requires more detailed research. The Economic Agents would then be supplemented by Agents of Well-Being to deliver the GDP: Well-Being optimal outcome:     

Existential Well-Being Agents – Consciousness – trans-generational Zeitgeist (CQ) Visionary Well-Being Agents – satisfaction of belief needs & mind sets (SQ) Rational Well-Being Agents – satisfaction of systemic needs (IQ) Social Well-Being Agents – satisfaction of social needs (EQ) Primordial Well-Being Agents – satisfaction of physical needs (PQ)

Our new world of interacting Economic & Well-Being Agents provides a new potential through Cooperative engagement based upon shared Virtues, Values, Vision and Volition to deliver agreed Outcomes that are self-sustaining. Well-being becomes challenged when the Locus of Concern and the Locus of Control become unbalanced (Rotter, 1954).


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9. Neuroscience of Change We live in a holographic Connected Universe with resonance fields interlinking with all ‘and everything’. What we call matter is like a wave on an ocean that comes and goes linked to the primordial forces of Nature. As we understand more about the mind, it becomes clear that the relationship between our Conscious, Subconscious and Hyperconscious states are intimately connected. It is estimated that more than ninety percent of our behaviours are driven by our subconscious. When presented with challenges that are not possible to deal with in the ‘here & now’ they are moved to the subconscious mind and often encapsulated in an amnesic wall (Passive Avoidance). These traumas may be triggered again by minor incidents creating a Post-Traumatic Stress Injury/Post-Traumatic Stress Disorder cascade. People living ‘fantasy worlds’ is a natural process that only becomes harmful when amnesic barriers cause them to be locked in serial or parallel personalities to avoid Learned Helplessness (Seligman, 1975). This coping strategy is Active Avoidance. The development of a conceptual framework that explains how the inculcated pain may be expressed as self-harm or violence in shown in figure 11.

Figure 11 Many observed behaviours in our increasingly complicated world are expressions of ‘internalised pain’, which is often exacerbated by negative media and perceived fear. As we learn more about how the brain functions, it is possible to understand more clearly the process of memory and recall that are the foundations of a ‘learned’ and ‘skilled’ society. This Memory Cascade linking the Hippocampus, the Amygdala, Prefrontal Cortex and Cingulate Gyrus is shown in figure 12.


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Figure 12 Sensory stimulus interacts with the Hippocampus, which is responsible for short term memory. When stimulus is longer than 34 seconds or has high impact it is eligible to pass through the Amygdala that can be considered like a ‘flexible tube’ that is restricted by pain and dilated by joy. It is bi-directional in that memories may not be recalled when in psychological stress. The Prefrontal Cortex can be considered as our central filling cabinet for memories and when ‘well-ordered’ provides a readily accessible source of acquired knowledge and wisdom. The Cingulate Gyrus may be considered as the ‘superhighway’ that connects to the brains higher functions of Meaning. Meaning is the most powerful vector that drives behaviours and can be passed across generations as a Zeitgeist of inspired wisdom, tradition and mind-sets. Understand better how learning takes place and how people interact with the world are key to delivering improved socio-economic outcomes. The frontiers of innovations now indicate that we interact with many energy fields that define who we are and how we live and die (Flude, 2009, 2011) and that understanding ‘cellular memory’ may be the key to improved harmonious living. We are at an innovation gateway in our more complete perception of bio-chemical, bio-conscious, bio-magmatic and scalar field interactions that define our functioning and humanity.

10.

Governance & Social Responsibility

Governance and Social Responsibility are concerned with holding the balance between economic and social goals and between individual and communal goals. Social Responsibility is increasingly being considered as an Ethical Framework. The Governance Framework is there to encourage the efficient and effective use of resources to deliver value-added and equally to require accountability for the stewardship of those resources. The Ethical Framework provides a platform to connect virtues, values, vision and direct attention to important ethical responsibilities. ©2016 Royston Flude

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Key principles are: a. b. c. d. e.

Autonomy – a commitment to respect the right to be self-governing Beneficence – a commitment to promoting well-being Non-maleficence - a commitment to avoiding harm Justice – a commitment to be fair and impartial and respect diversity Self-respect – a commitment to fostering self-knowledge and care

The combination of the Ethical and Governance frameworks to interface with Value creation provides a self-sustaining solution for people, organisations and communities through the Supply Chain and overall Stakeholder Ring of Confidence as shown in figure 13 for CSPOC.

Figure 13 This Block-chain concept is a programming language that allows users to write more sophisticated smart contracts, thus creating invoices that pay themselves when a shipment arrives or share certificates which automatically send their owners dividends if profits reach a certain level. By storing data across its network, the Block-chain eliminates the risks that come with data being held centrally and opens up the possibility of multi-level networks with minimised risk. The application of the block-chain approach to governance provides many opportunities for change whilst minimising rules and regulatory frameworks as systems become self-policing. ©2016 Royston Flude

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With the importance of managing the Ethical and Governance frameworks, many organisations are considering the appointment of a Director of Governance and Social Responsibility. Pension Fund managers indicate that organisations with a string governance and social responsibility achieve consistent performance often above market expectations and tend to be more resilient in periods of crisis. Comparing the Ethical and Governance frameworks to the human body, the ethical framework is like the ‘flesh’ having both resilience and the ability to flex in different situations whilst retaining integrity. Governance is like the ‘skeleton, with defined boundaries and inflexible to ensure tactical consistency.

11.

Crisis, Mediation & Peace

Crisis Crisis takes many forms ranging from natural and complex disasters to conflict in its various forms often resulting in violence, war and suffering. Achieving change in crisis situations, firstly requires the acknowledgement that FEAR is the principle driver of negative behaviour and that if it can be minimised it is possible to attain positive resolution. In most crisis situations, individuals revert back to the basic instincts of survival with such behaviours as ‘survival of the fittest’ and the ‘herd instinct’ being demonstrated. The AVRAR approach (Flude, 2014) is productive in considering the most appropriate response.     

Awareness Vision Responsibility Action Review

Awareness – In any crisis situation the first step is to evaluate the situation and draw together intelligences from multiple sources; professional, cultural, political and religious. These need to be clarified and assessed to define the clearest picture possible of the current reality and potential for improvement or deterioration. Vision – Having assessed the current situation (AS-IS) it is then essential to develop a vision of the future (TO- BE), which may be in multiple steps. There may not be just one vision but several with different ‘trade-offs’ in time and resources. What is essential is to ‘map’ the different scenarios and formulate appropriate interventions. This will often take the form of Primary, Upside and Downside scenarios. What is important is to have pre-thought how the response could move between the scenarios. Responsibility – Having defined the Vision, it is then possible to assign responsibilities to the various individuals, agencies and co-workers concerned. One essential ingredient in this process is to give those who one might otherwise be considered as ‘victims’ the possibility for responsible involvement in their own survival and the collective rehabilitation of their ‘community’.


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Action – All interventions need to be clear, adequately resourced and accountable with predetermined outcomes and milestones for success. Review – There are two review processes that run in parallel, which are Strategic and Tactical. The normalisation of a crisis may take time with different time scales depending on the immediate necessity. What is clear is that different people and resources are required for these symbiotic frameworks. To help organize activities the four phase Crisis Management Model may be used. This model provides a tool to facilitate planning, organizing discussions and dividing work into phases

Mitigation Recovery

Preparedness Response

These four phases may be delineated as: Preparedness  Planning (hazard and risk assessment, emergency operations planning, contingency planning  Procurement and implementation (necessary systems and procedures)  Training and exercising (probably the most important activity)  After-action debriefs and evaluations; lessons learned Response 

Initial crisis response activities (public safety and security, firefighting and hazardous materials containment, search and rescue, sheltering and evacuation etc)  Initial damage assessment  Restoration of lifelines Recovery  Initial and long-term recovery efforts  Both public and private sectors  Infrastructure  Health Education & Enterprise  Trauma management Mitigation  

Pre-crisis risk reduction Post-crisis risk reduction built into recovery projects


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Mediation Where crisis and conflict exist, Mediation provides a framework for potential resolution. To establish new groupings it will be necessary to go back to the individual and build new teams reflecting all the ‘players’ in the crisis. In the first stage the ‘players’ are physically brought together in a residential programme to move them from behaving as individuals believing in a particular set of ‘herd mores’ to be part of this new group or team. Undoubtedly, the presence of people in the group that are representatives of their ‘opponents’ in the conflict will give rise to strong personal feelings that need to be released before there can be forward movement. Once the emotional barrier is crossed there exists the possibility for cognitive reflection in the form of a decisional balance in looking at the pros and cons of the current situation to create a personal will to change. However, the individual’s own self esteem may have been seriously damaged by possibly years of crisis and their self-worth must be rebuilt to create the courage to change and challenge ‘peer group thinking’. The second stage is to discover a set of values that the group may share to make it possible to live together in harmony. From these values it is possible to build cognitive processes and create a framework for change. This framework provides the security to allow the forming of positive relationships and an exchange of productive feelings. At last it is then possible to facilitate the group’s return to the external world as Ambassadors for Change. The third stage is to ensure that there is re-enforcement for the group and back-up to maintain the momentum and resolve relapse. Once the individuals have worked through this physical, emotional, mental and spiritual experience in the external world and found themselves to be OK, if is then possible to use them to seed new groups and create the necessary chain reaction for positive change. The programme must be founded on mutual trust, ownership of the future and pride in being an ambassador for change. On a regular basis there will be a need to review action plans, key performance indications and criteria and milestones for success. All decisions for change require maintenance and there is always a possibility for relapse. Therefore the group must create its own self-sustaining mechanisms to avoid conflict and find compromise whist retaining the dignity and freedom of choice for each individual. This is based on the work of Procasha di Clemente as shown in figure 14.


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THE DECISION MODEL (Revolving Door)

Permanent Decision

Maintenance

Relapse

Contemplative

Action

PreContemplative

Determination

c

Copyright Royston Flude 1995

Figure 14 Members from this group may then be used to seed this new perception in other groups to create a chain reaction who in turn seed other groups. We know that the world will always be changing and it will be continually necessary to resolve conflict and challenge dogmatic power games. The answer to successful change is for it to take place at the grassroots and to always respect the dignity and freedom of the individual to choose.

Peace Using the FIN Model of Change it is now possible to achieve a greater awareness of the reasons for crisis and its resolution. The development of Peace requires a clearer understanding of how relationships may become fractured and how they may be healed. The different types of relationships may be defined as:  Co-existence  Conflict  Partnership  Harmony The dynamics of the physical, emotional, mental and spiritual relationships, using the FIN Model, can be seen in figure 15.


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DYNAMICS OF RELATIONSHIPS C0-EXISTENCE

HARMONY

INNER RESOLUTION

PARTNERSHIP

CONFLICT

OUTER RESOLUTION Figure 14

Conflict - where different groups meet only at the physical level and have completely divergent sets of values, mental processes, and feelings of anger and resentment. Co-existence - where different groups agree to exist together and share feelings but have divergent mental processes and values. Partnership - where different groups agree to exist together, sharing feelings and create agreed mental processes and frameworks but have divergent values. Harmony - where different groups agree to exist together, sharing feelings, having agreed mental processes and frameworks and working to a set of harmonious values. Both for people and organisations there is a need to achieve both inner and outer resolution to establish sustainable change.


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Where conflict exists, particularly if it has been established for a considerable period of time, it will first be necessary to find a set of values that people are able to live by, and then establish a cognitive framework for change. It will then be possible to deal with the anger and resentment that has been caused by past conflict so that feelings may be released and the harmony may be accomplished. If outcomes can also be shared and agreed there is a real chance of a sustainable peace. In most situations of conflict the leaders may have a vested interest not to change which will require movement from the ‘grassroots’ to achieve a ‘chain reaction’ “Security is mostly a superstition. It does not exist in nature, nor do the children of men, as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is a daring adventure or nothing. To keep our faces toward change and behave like free spirits in the presence of fate is strength undefeatable.” ― Helen Keller

12.

Holographic Leadership

Holographic Leadership integrates values-based leadership into an understanding of an energetic holographic world. It is a world where the unseen is the primary influencer, where the smaller is more powerful (Antioch University, 2009) and is informed by Complexity Science. It recognises that leadership requires a multi-intelligence approach anchored by virtues, values, vision and volition with the pattern or holographic image being present in every sub-component as well as the whole. Holographic Leadership creates energetic resonances based through concepts of abundance, joy, understanding and wisdom to stimulate a promulgation wave that is self-organising and selfsustaining. It challenges mind-sets and cultures to deliver constructive outcomes through participation and trust but still recognises the need for effective boundaries through command and control. This approach recognises that there is a need for positive intelligence as an Inner Journey (Reflective) and Outer Journey (Expressive) where change is moderated by active and passive saboteurs. Inner Journey    

Activate vs Avoider (Passive) - PQ Empathise vs Restless - EQ Navigate vs Judge - IQ Trust vs Victim - SQ

Outer Journey    

Inspire vs Stickler - SQ Innovate vs Controller - IQ Empower vs Please - EQ Explorer vs Avoider (Active) - PQ

Finding balance is critical in delivering proactive change through holographic leadership where all aspects are ‘discussable’, as shown in figure 15.


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Figure 15 The development of triadic micro-clusters of Action Learning Sets (ALS) and Critical Action Teams (CATs) facilitates individual and institutional leaning and engagement at all levels in Self Assembling Dynamic Networks (SADNs). The self-sustaining promulgation wave of change, using these triads, incorporates the Sierpinski Gasket approach, as shown in figure 16

Figure 16 ©2016 Royston Flude

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13.

Conclusions

We live in a world where everything is connected but we are beginning to understand, perhaps for the first time, that it is a living consciousness that defines the survivability of humankind. It is possible to use the Networks of Agents approach to better understand, predict and change both social and economic outcomes to ensure self-sustainability to benefit future generations. Where one particular group of agents is the only driver for change, there are inevitable consequences that will result in ‘system failure’ The answer is to consider a holistic approach that integrates the Visionary, Rational, Social and Primordial agents to achieve synergistic outcomes that are based upon good governance and social responsibility not just for the present but for generations to come. Access to good Health, Education and Enterprise play an essential role in delivering Productive Capacity and Harmonious Living. All people are driven by natural survival instincts and when survival is threatened Educational Dysfunction is often the result. Typical driving forces for survival include the need for: • Food & drink, warmth, shelter and clothing • Love and appreciation • Governance systems to provide safety • Self-preservation and preservation of the species However, there are many more barriers to inclusion that include limitations from: • • • • • • • •

Natural abilities Poverty Disability Health Caste, gender and class Availability Motivation Trauma

Using the principles of Change Management, positive transition requires intensive input to overcome the potential barrier to change at the Event Horizon, represented by the ‘threshold limiting value’ of the system. The height of this potential barrier will depend on the circumstances for the individual or the organisation and their environment. Input must be of sufficient intensity and quality to move the individual or organisation out of the ‘pit’ to avoid a 'perpetual motion machine for wasting time and money'. Fragmentation causing insufficient applied energy is a major contributor to ineffective change as is excessive monitoring & evaluation and internecine cabals. Understanding that Physical , Emotional, Mental and Spiritual intelligences must be engaged that are anchored by the perception of the world and the perception of the individual’s essence provides a way of shedding light on individual, organisational and community behaviours so that selfsustainability may be achieved with the minimum of resources. The Socio-Economic Force Field Model provides a means to stimulate improved understanding. ©2016 Royston Flude

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Understanding how Networks of Agents can be used to promulgate positive change will be crucial to both the economic and social survival of our world. There is a need to better understand the ‘hard’ GERM (Global Economics Reform Movement) approach and its limitations that features standardizing models of best practice with common criteria for measurement and data; increased focus on core activities; delivering a competent prescribed service offering; transparent models of lean administration; high stakes accountability policies - control through testing, inspection, division between providers (competition) and an ethos governance and social responsibility with appropriate punishment for infringement. A new approach is required based upon a ‘soft’ Happiness Orientated Progressive Economics (HOPE). Ultimately the answer is a hybrid of these two approaches that could be called GERMinating HOPE. This conceptual framework argues that in is only by integrating the Economic (GDP), Well Being and Governance perspectives that longitudinal self-sustainability may be achieved, as shown in figure 17.

Governance

WellBeing

Economics

Figure 17


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Bibliography and References Antioch University (2009) Holographic Leadership: Leading as a Way of Being: Holographic Leadership Integrates Values-based Leadership Into a Practical Understanding of an Energetic Holographic World, Antioch University, Los Angeles.

Easterlin (1974). Does Economic Growth Improve the Human Lot? Some Empirical Evidence. In Paul A. David and Melvin W. Reder, eds.,Nations and Households in Economic Growth: Essays in Honor of Moses Abramovitz, Academic Press, New York Easterlin R, McVey L A, Switek M, Sawangfa O & Zweig J S(2010) The Happiness-income paradox revisited, PNAS, doi: 10.1073/pnas.1015962107 Diener, E. & Seligman, M.E.P. (2004), Beyond money: Toward and economy of well-being, Psychological Science in the Public Interest, Vol. 5, No. 1. pp 2-3; Watson, D., Pichler, F. and Wallace, C. (2010), Subjective Well-being in Europe, Second European Quality of Life Survey, European Foundation for the improvement of Living and Working Conditions. Flude R A (1991) People in Business - The Key to Success, Graham & Trotman, London Flude R A (March 1996) Facilitating the Culture Change that is required in Resource Budgeting, paper presented at Resource Budgeting in Central Government Conference, AIC Conferences, London Flude R A (1997) Creating Ambassadors for Change, Howdomado, Manchester Flude RA (1999) The Journey into Work, Howdomado, Manchester Flude R A (27 Dec 2001) Science & Technology: Internet Advances, Oxford Analytica , Oxford Flude R A (2005) Corporate Governance & Social Responsibility: A Change Management Perspective, World Council for Corporate Governance; Making Corporate Governance Work Better, London Flude R A (2006) Life Skills Education for Youth Development, Life Long Learning Conference, Chennai, India Flude R A (2009) The Journey into Health: Consciousness and its Impact on Therapeutic Outcomes, CSPOC, Geneva Flude R A (2009) Can Surgical Outcomes be Improved by Pre-operative Counselling?, 1st Neuro Spine Conference, Bern Flude R A (2010) Developing Self Sustaining People in Times of Crisis, World Forum for Spiritual Culture Astana, Kazakhstan Flude R A (2011) The Journey into Education: Primary Years, Howdomado, Manchester Flude R A (2012) Leadership in a Changing World and its Impact on the Family Business, Howdomado, Manchester Flude R A (2013) Self-sustainability: The People Dimension, Howdomado, Manchester Flude R A (2014) Disaster Management: The AVRAR Approach, Howdomado, Mancheser


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Fuller, R. Buckminster (1969). Operating Manual for Spaceship Earth. Carbondale, IL: Southern Illinois University Press. ISBN 080932461X. Fuller, R. Buckminster; Applewhite, E. J. (1975). Synergetics. New York: Macmillan. ISBN 002541870X. Fuller, R. Buckminster (1981). Critical Path. New York: St. Martin's Press. xxxiv-xxxv. ISBN 0312174888. Fuller, R. Buckminster (1981). "Introduction". Critical Path (First ed.). New York, N.Y.: St.Martin's Press. xxv. ISBN 0-312-17488-8. ""It no longer has to be you or me. Selfishness is unnecessary and hence-forth unrationalizable as mandated by survival. War is obsolete." Michael Green (2016) Social Progress Imperative, Washington http://socialprogressimperative.org Goleman D (1997) Emotional Intelligence, Bantam Books, New York. Goleman D (2009) Ecological Intelligence, Broadway Books, New York. Hilbert D, Nordheim L (Wolfgang), von Neumann J (1927), "Über die Grundlagen der Quantenmechanik", Mathematische Annalen 98: 1–30, doi:10.1007/BF01451579. Keller H, Sullivan A & Macy J A (1903) The Story of My Life, Doubleday, Page & Co.New York, NY Laing R D (1960) The Divided Self, Penguin, Harmondsworth. Layard R, Clarke A & Senik C (2012) The causes of happiness and misery”, Chapter 3 in the UN World Happiness Report. Nowak M A (2006) Evolutionary Dynamics: Exploring the Equations of Life, Belknap of Harvard UP, Cambridge, MA ONS 2012(a), Initial findings from the consultation on proposed domains and measures of national well-being, Office for National Statistics. Available at: http://www.ons.gov.uk/ons/guidemethod/user-guidance/well-being/publications/index.html Ormerod P (2012) Positive Linking – How Networks Can Revolutionise the World, Faber & Faber, London Prochaska T & Di Clemente (1986) Treating Addictive Behaviours: Process of Change, Plenum Press Rotter J B (1954) Social Learning and Clinical Psychology, Prentice-Hall Sachs J S, Helliwell J F & Layard R (2012) World Happiness Report, United Nations Schwab K (2016) The Fourth Industrial Revolution, World Economic Forum, Geneva Seligman M E P (1975) Helplessness: On Depression, Development and Death, W H Freeman, san Francisco Seligman MEP (2012) Flourish, Random House Australia, North Sydney


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Stephenson B & Wolfers J (2008) Economic Growth and Subjective Well-Being: Reassessing the Easterlin Paradox (http:/ / bpp. wharton. upenn. edu/ betseys/ papers/Happiness. pdf) Stiglitz-Sen-Fitoussi (2009), Report by the Commission on the Measurement of Economic Performance and Social Progress. Available at: www.stiglitz-sen-fitoussi.fr/documents/rapport_anglais.pdf Wasdell D (1993) Learning Systems and the Management of Change, Meridian Monograph, Meridian Programme, London. World Economic Forum (2010) The Global Competiveness Report 2010-11, World Economic Forum, Geneva Zohar D (2000) Sq: Connecting with our Spiritual Intelligence, Bloomsbury Publishing, London


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Royston Flude An Entrepreneur and Chief Executive with a background of facilitating change management in a wide range of international organizations. He has held senior positions with Shell Chemicals, Reed International, Lafarge Coppeé, Philips, and Manpower, among others. He has directed projects in Germany, the Netherlands, France, and the USA, as well as the UK. As a dyslexic polymath, he has faced many personal challenges that have created a warm sense of humour and a care for those less fortunate in our society and the ability to build constructive relationships at all levels and across all cultures, which includes voluntary work as a CRUSE (bereavement) counsellor. Educated in the UK, with a B.Sc. with honours in Physics (UMIST), an MA in Counselling and a Ph.D. (University of Manchester) his life journey is that of a polymath who is interested in ’all and everything’ providing a broad framework for understanding the world of commerce. His professional career has included being: Health  Member of the British Institute of Radiology (Flude Prize)  Member of the Institute for Nanotechnology  Member of the British Association for Counselling and Psychotherapy  Member of American Psychological Association  Member of the British Psychological Society  Fellow of the Royal Society of Medicine  Member of Steering Group of UNECE (representing 55 countries) for Corporate Governance & Social Responsibility  Silva Graduate  Reiki Master  Qigong Practitioner

Education  Chartered Physicist  European and Chartered Measurement & Control Engineer  Member of the Institute of Measurement and Control  Member Institute of Physics  Member Institute of Management  Member of the Chartered institute of Journalists  UK Parliamentary Information Technology Committee (PITCOM)  Senior Fellow at Manchester Business School  Fellow in Education University of Manchester  Member of General Assembly of the University of Manchester  Rotarian – Paul Harris Fellow

Enterprise  Companion of the British Computer Society  Chartered Fellow of the Institute of Personnel and Development  Fellow of Institute of Directors  Fellow of the Royal Society of Arts  Member of the European Corporate Governance Institute  Member of the Strategic Planning Society  Member of the Asymmetric Threats Contingency Alliance (ATCA) and the Philanthropia Trinity  Member of the Worshipful Company of Management Consultants (Freeman-London)  Member of British Academy of Management  Member of the Family Business Network

As a 'values driven' individual he believes in putting something back and has sat on the Manchester Board of the Prince's Trust for 10 years and is an active Rotarian and Paul Harris Fellow. He was President of the Rotary Club of Manchester (founded 1911) in 2000/2001 and was awarded the Presidential Citation from Rotary International President Frank Devlyn and recognized for membership development (100 clubs out of 35,000) in 2001. He is a Founder Member of the Rotary Club Genève International with over forty years in the Rotary Family.


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Royston’s specific interests (which revolve around the management of change, executive development, and 'bricks & clicks' situations… to customize them for IPO), have produced extensive contact networks within the international financial sector. He has developed senior level links with governments in the USA, the European Union and the Pacific Rim including the computer hardware sectors of China and Taiwan. He is a specialist in understanding the dynamics of purchasing through multi-media, including the Internet, and in the development of specialized customer service interventions that prompt repeat purchases. He holds a number of key patents and trademarks, which include developing the unique FIN Model of Change. He is considered a leading authority in the field of change management and long-term youth unemployment, and has published extensively on both subjects. He has authored five books: People in Business – The Key to Success (a management book-of-the-year selection), How to Recruit, the 544-page The Journey into Work, and The Journey into Education: Primary Years. His latest book is Self-sustainability: The People Dimension. His view of life is one of trying to find balance between the Inner and Outer Journeys through the development of Physical, Emotional, Mental and Spiritual Intelligence. He feels that people and relationships are key to the realization of success as organizations operate at the 'edge of chaos', which is a requirement of our rapidly changing world. He endeavours to find compassion, tolerance, patience, humility and sharing with kindness in all that he observes and behaves and has found the esoteric journey of discovery uplifting and positive. A lifelong search for knowledge, understanding and wisdom has brought rich rewards and included Qigong practice and work as a Silva graduate and Reiki Master. His work has focused on the development of strategies to maximize valuation and human resources in the most creative and effective ways, and to facilitate Wealth Creation, which includes the sale and purchase of businesses. As a futurologist, he sits on a number of global think tanks and endeavours to provide insights into the opportunities and threats of the world of tomorrow. He also serves on the His views have been incorporated in the World Council for Corporate Governance book Making Corporate Governance Work Better. He is President of CMDC-SPOC (www.cmdcspoc.org), a not-for-profit UN accredited NGO focused on developing Self-sustaining People, Organisations and Communities and has been the Chairman of the Disaster Relief: Rotarian Action Group (www.drrag.org). He is a Governor of the British Association for Counselling and Psychotherapy (BACP) in the UK representing more than 43,000 counsellors.

Contact details: Dr Royston Flude & Partners, Route de la Berra 26, Villarvassaux, Gumefens CH-1643 Tel: 00 41 76 786 2627 email: [email protected] [email protected] [email protected]


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