When General Sir John Monash was appointed corps commander of Australian forces on 31 May 1918, he was determined to change the way the First World War was conducted on the Western Front. Within weeks he would execute a winning strategy in the Battle of Hamel showing how the war could be won and changing the way future wars would be conducted. This is the story of how he did it.
John Harrison, a carpenter and self-taught clockmaker, spent six decades of his life problem solving as he progressed towards his ultimate triumph—the first accurate marine chronometer. Many said it was an impossible task to produce a portable clock that could withstand a ship’s violent extremes of movement and temperature. And yet he did it and delivered a solution to a need that had been identified hundreds of years earlier.
There is now a need for wisdom in solving world problems like no other time in our history. Can-Do Wisdom is an easy to understand, holistic framework for changing yourself and for changing the world.Continue reading
Do nothing, and nothing happens. Life is about decisions. You either make them or they’re made for you, but you can’t avoid them.
― Mhairi McFarlane
The intent of this blog post is to highlight the usefulness or utility of both the rational decision making process in time display mode and its transformation into the relational domain. Both are needed for wise decision making. In the rational domain I want to show that the four bottlenecks shown along the time axis, when transformed into the relational domain explain all the issues that numerous decision theorists have exposed as to what goes wrong with the normative (classical) model of decision making.
Part 1 – The Rational Domain
The rational decision-making process describes an idealised approach for solving problems and making changes for the better.
How do we go about making decisions, solving problems or doing scientific research?
Over the last three hundred years an approach called rational thinking has been the mainstay behind the decision-making process.
We’ll start with a simple example of the classical decision making process in action.