06/24/1997

So far as the laws of mathematics refer to reality, they are not certain. And so far as they are certain, they
do not refer to reality. -- Albert Einstein, Geometry and Experience

Most people would sooner die than think; in fact, they do so. -- Bertrand Russell

What we observe is not nature itself, but nature exposed to our method of questioning. -- Werner Heisenberg, Physics and Philosophy

[Editor's Note: This matrix of the components and activities of a NavCenter™ System was developed in a DesignSession held in the knOwhere Store, Hilton Head, South Carolina, from June 12-19. Participants included Bill Blackburn, Bryan Coffman, David Desmond, Brenda Eckmair, Bill Espinosa, Jay Smethurst and Gail Taylor.]

If someone asked me "what's a Navigation Center system," I'd struggle to provide a meaningful answer. But if the same person asked me "what kinds of things go on in a Navigation Center environment," I could bend his ear for hours. By the way, if you're ever charged with writing a DesignShop module assignment, consider dropping all questions that begin with "what is," and replacing them with questions that encourage the participants to visualize events, arrangements, conversations, and patterns. This removes people from the I'm-in-school-so-I-better-come-up-with-the-right-answer mode and shifts them to the storyteller mode. Most of us love to tell stories. Most of us are glad to be out of school.

Creating a story as complex as NavCenter systems benefits from some organization. During the DesignSession event we employed a matrix for this purpose. We borrowed the 7 Domains model for the top row and the Vantage Points model for the left column. A NavCenter environment exists to manage the 7 Domains for some specific, finite duration project in an enterprise. Through managing these domains in this specific environment, the people involved create better results, faster, and seamlessly integrated with the work of the rest of the enterprise.

The Pattern of the Matrix
A blank version of the matrix structure is shown below. Each cell contains a simple, general definition of the intersection of the stages from the two models. Notice frequent references to "the enterprise" or "the venture" but no references to the NavCenter environment. This apparent oversight only reminds us that NavCenter systems s exist to support a specific purpose or project. NavCenter environments don't exist to support themselves at the expense of the project or enterprise. The focus should remain fixed resolutely on the work to be done--supporting transition management from the beginning of the project to its end, sponsoring the people and projects who use the space, and stewarding the space and processes to consistently generate group genius.

	Body of Knowledge	Process Facilitation	Education	Environment	Technical Systems	Project Management	Venture Management
Philosophy assumptions, filters, beliefs	the underlying assumptions and filters that govern what information is considered valuable	the fundamental beliefs held concerning the nature of processes	beliefs about how and why people learn	assumptions concerning the effect of the environment on the workplace and quality of life	beliefs concerning the use and value of tools and technology	assumptions about how projects need to be managed to success	beliefs about the role of competition and cooperation, about how organizations are or are not governed by cybernetics, chance, determinism, etc.
Culture behavior, relationships, attitudes	the accepted, collective behavior expressed with regard to the generation, storage, retrieval, availability and use of information	the manner in which work in and with groups is conducted to release or inhibit individual and group genius	the demonstrated behavior of learners in the enterprise and the expressed attitude and support of the enterprise toward learning in general	the relationship between components of the space and their behavior within the context of the work of the enterprise	the behavior and attitude of individuals and the collective enterprise toward the use of tools, equipment and other technology in general	the behavior of individuals and teams employed to efficiently and effectively begin, steer, and complete projects	the overall feel of the enterprise and what it's like to be a part of; the human and whole systems value that the enterprise brings to the world
Policy rules, boundaries, limits, procedures	the collection of rules that govern the collection, use, and distribution of information and knowledge	officially or unofficially stated rules governing the management of processes, particularly those of a collaborative nature	acknowledged and unacknowledged rules, boundaries and specifications governing the pursuit of learning	the set of rules and patterns governing the employment and design of space	rules and limits designed to control the range of application of tools, equipment and machines	rules and accepted procedures for initiating, tracking, steering, and completing finite-duration activities	the body of rules and guidelines for diagnosing, projecting and guiding the health of the enterprise--what to pay attention to and what to ignore
Strategy organizing and directing patterns of matter, energy, information	organizing and directing forces and energy to marshal bodies of information and knowledge in support of various enterprise goals	organizing matter, information and energy to regulate and tightly integrate the various processes of the venture	organizing and directing patterns and systems in support of the learner and the learning organization	long term design, organization and deployment of space to enable the homeostasis and evolution of the enterprise	organizing and deploying tools, equipment and machines to bring or shift leverage to various aspects of the venture	recognizing and implementing patterns of organization that most effectively support unique, finite duration activities in the enterprise	employing recognized patterns of "play" in the direction and organization of the venture within the marketplace or environment
Tactics direct deployment of matter, energy and information	deploying forces and managing events and activities to actually achieve goals or maintain homeostasis through the use of information	deploying collective skills and forces in support of group genius and collaborative design to progress toward strategic results	deploying systems and patterns to directly support learning and the learner	deploying systems and teams to recreate the mental, physical and emotional space in anticipation of function and demand	the art of redeploying tools, equipment, and machines to the right opportunity in support of mission- essential goals	applying the "rules of the game" to maneuver finite-duration operations to success	applying the "rules of the game" throughout the enterprise's value web to knit together a stronger, more flexible and more anticipatory network
Logistics assembling resources at the point of greatest leverage	the art of bringing resources to bear on the management of information	assembling the tools, information, and other resources in support of generating group genius	gathering and focusing resources on the learner and the learning environment at just the right time and opportunity	designing and monitoring the flow of resources and supplies to support the ongoing effectiveness and readiness of the physical, mental and emotional space of the enterprise	providing the supplies and materials to keep all of the technology and tools in good order	balancing and leveling the disposition of resources to anticipate fluctuating project activity demands	designing, gating, regulating and monitoring the flow of materiel (matter, energy and information) through the venture to support homeostasis, growth and evolution
Tasks skills, procedures, abilities, actions	individual skills and procedures that individuals or machines must know to run the information management system	individual skills and routines employed in the management of the creative process and the production of goods and services	the skills and procedures employed by the learner to optimize the learning process	activities directed toward the re-creation and care of the physical environment	skills employed to integrate tools and equipment into human processes to leverage the ratio between output and input in the system	actions and skills which allow individuals and groups to understand the current state of projects, project the future state, and make necessary adjustments	all of the skills necessary to monitor, re-create and grow a healthy enterprise
	Body of Knowledge	Process Facilitation	Education	Environment	Technical Systems	Project Management	Venture Management

The Matrix
The actual matrix follows. Each column has been separated out from the rest of the matrix to support easier viewing through your web browser. Many readers--even those within our network--will find some of the terms and references somewhat cryptic. Therefore, I have added a paragraph to each cell to provide some context. This matrix is by no means complete. As a work in progress it endeavors to illustrate some of the richness and diversity inherent in the NavCenter concept. It also illustrates some of the philosophy that differentiates NavCenter environments from other systems of project and venture management. Comments from readers are welcome.

	Body of Knowledge
Philosophy	Models (7-Domains, 10-Step, Creative Process, Vantage Points) Pattern Language The 5E's model = Explain Knowing comes through dialog and action The word "dialog" implies the principle that "everything speaks." Policy manuals speak; project management tools speak; environments speak. The ability to know something comes from our interaction with it--our dialog. But dialog alone cannot create knowledge, for knowledge is information applied within the context of some experience or action. In our sense of the term, knowledge exists only in the act and cannot be stored.
Culture	Rich, just-in-time information everywhere Knowledge work expressed Lots of story telling Many modes of learning apparent For more information on types of learning, see Howard Gardner's book Frames of Mind: The Theory of Multiple Intelligences. While knowledge cannot be transmitted (since it resides only in experience), information about knowledge can. Perhaps the best method for transmitting information about knowledge is story telling. Story telling attempts to compress the experience algorithm by invoking not only empathy and understanding but emotion as well--connecting the listener to the new experience via their own similar past experiences. Of course, information about knowledge is also transmitted by exemplification.
Policy	10-Step includes growing ValueWeb Community Create alliances Understand the client's business Learn/discover the patterns of possibility for improving all conditions The management of information should accomplish more than efficient shuffling. The effect of knowledge management (the management of information-laden experiences) expands and strengthens the network and its alliances. The Ten Step Knowledge Management Model is usually thought of in the context of computers and databases. But think of employing the model without any technology other than the human mind and body. We still capture and process much more as people than all of our computers taken together do. An understanding of the client's business requires experiential learning, not passive data acquisition. Experience generates intuition and intuition leverages analysis.
Strategy	Provide difference that makes a difference. Go where they ain't Dig for information that supports highest values Synthesis and analysis Use chronological files All strategy involves searching for patterns of play in the game (or to expand the game) that yield the best return on the investment. The "difference that makes a difference" comes from a Gregory Bateson quote--one of his definitions of information. Since we cannot and should not hope to capture all possible information flowing through our enterprises, we must choose that information which will make the most difference. That continuous choice becomes efficient through the application of a strategy. A chronological file is a tool employed by MG Taylor® Management Centers, Design Centers and NavCenter systems for storing information sorted by arrival date. In the case of physical documents, a long catalog holder serves the purpose. Someone who wants to see what's been happening the last few days in the center can peruse the file by working backwards rather than hunting through cabinets of topically-sorted files.
Tactics	Just-in-time availability of information: hand it out in context of moment Use dashboards Synthesis - create work products Create Journals Information, even if it's "free", gains or loses value with the moment. Dashboards are described in the book Fast Cycle Time by Christopher Meyer. The concept of an airplane's instrument panel or car's dashboard is applied to the enterprise. People at all levels of an organization should have access to a continuously updated visual display that clearly reports position, heading, deviation from homeostasis, status of critical systems, and events in the immediate time/space environment.
Logistics	Real artists ship close to the event Fold feedback in design (10-step) K-base website (MG Taylor) Internet access
Tasks	Chrono file active use and contributions Internal & external data capture NavCtr DesignSessions Journals,Work products, Syntopical readings, KnowledgeWall™ displays, Documentation Music/ambiance Clearly the list of tasks required to work within a knowledge management system expands well beyond the five items shown here. The reference to music is not misplaced. The flow and meaning of information depends in part on the surrounding atmosphere. Try watching a movie without the musical soundtrack sometime. The health of many work places can be sensed aurally. Music is misemployed in most of our work environments and we lose its possible benefits.

	Process Facilitation
Philosophy	"AND" Rules of Engagement for work in a NavCenter environment Releasing Group Genius We're all creative 5E's = Expectations "And" expresses the core of MG Taylor's approach to the design process. Creativity is the elimination of options, but the options are eliminated not through exclusion, voting, or prioritization. Instead, options are eliminated by synthesis--combining the best of many possibilities to see what unanticipated phenomenon emerges. The design process demands the natural creativity that everyone possesses and facilitates the release of this creativity individually and collectively. The collective release of creations is called group genius.
Culture	Facilitate phase transitions in organizations Sponsorship apparent & seamless Teams of 3 always on deck Service Free to challenge No observers: engage everyone who comes in Facilitation focuses on managing the 7 Domains, and people are not one of those domains. Because the facilitation process does not attempt to manipulate the individual or collective behavior of participants, they all learn to freely challenge the design in a healthy way through all stages of its development. We apply Heisenberg's uncertainty principle metaphorically to group process. The presence of an observer influences the outcome of the experiment and what can and can't be measured. No observer plays a neutral role, so they might as well fully participate.
Policy	Employ GPS = Update external scenarios Create alliances Learn and use the few rules that spread the DNA Challenge participants: don't work to please and appease The term GPS (Global Positioning System) is employed metaphorically. A dashboard focuses primarily on internal conditions and situations. An enterprise GPS locates the venture with respect to other organisms in the space-time environment. These external scenarios help participants achieve a global perspective on their design and their work. The reference to "few rules" comes from Complexity Theory and simulations of flocking theory in particular. It appears that complex behavior arises from lots of individual agents applying a few rules in common to their behavior within an environment that allows them to respond or relate to one another's actions. A flock of birds has no "leader bird," yet it manages to maintain cohesiveness and purposeful direction. Finally, sessions in NavCenter systems are not designed or implemented to ensure that all of the participants feel happy or satisfied at the end. If the current iteration of the design fails, participants can document, accept and learn from the failure but there's no need to enjoy the experience. Very few designs achieve success during their early iterations; instead they evolve toward excellent expressions of beauty and utility. Work to bring the design in line with the vision, not to merely feel good about the process.
Strategy	Design a session using 5E's Employ design, not rote methodology Take what is and steer toward preferred Holding creative tension What's the difference between design and rote methodology? Methodology is a process applied to a creative act by default. Methodology should emerge from the tug and pull between vision and identity (creative process). This emergence is what we call design. Process facilitation always addresses the gap between what is and what is preferred. By holding the tension implied by that gap, energy is generated and employed to drive the process further.
Tactics	Facilitate a session Do lots of dead reckoning The tactics of process facilitation manifests itself as a DesignSession event or DesignShop® event. Once you're in the thick of things, references to strategy must combine with intuition or dead reckoning to safely steer the process.
Logistics	Support a session: -on site-virtual-remote (Hilton Head, Palo Alto) Nothing's worse than being on the verge of insight and not having anything to write on. Except maybe running out of gas in the middle of the desert. Equip thyself.
Tasks	Being Team Group genius wall scribing Set/reset environment Ship This list doesn't scratch the surface of the number of tasks involved in supporting process facilitation. However, NavCenter environments and the projects they are built to support will automatically fail if the KreW cannot learn to be team or does not learn to produce and ship (distribute) products reliably. Being team is not an individual attitude toward teamwork. It's a collective immersion in the collaborative process in support of the client.

	Education
Philosophy	Learning organization Enterprise of One 5Es model = Exemplar, example Cybernetics, chaos, complexity, holism, creating, emergent behavior Deep knowing of the genesis of ideas and concepts that are influencing current thinking: where did cybernetics come from , for example? A number of books address the learning organization, in particular The Fifth Discipline, by Peter Senge, Complexity and Creativity in Organizations, by Ralph D. Stacey, and Creating, by Robert Fritz. The idea of the learner as an empty vessel to be filled by the teacher died years ago to be replaced by a more dynamic model of learning that includes concepts from cybernetics (feedback), chaos (sensitivity to initial conditions, power law distributions), complexity (simple rules followed by groups of actors yielding complex behavior, autocatalysis, patch theory), biology (coupled fitness landscapes, punctuated evolution).
Culture	All are novices in knowing how to achieve mission Use the modeling language Create a new playing field ... create a new game, an infinite game Design, build, Use Every NavCenter environment is unique. Even individuals who have extensive experience working in other NavCenter environments should approach a new NavCenter assignment as a novice so that learning can take place. A new project, even if it resembles previous projects, creates a new playing field. If Transition Managers play the game on the old field, they'll lose. This principle does not invalidate experience but insists upon the re-creation of experience at every turn. Transition Managers facilitate NavCenter processes and the projects they support through a deep understanding and custom application of the MG Taylor modeling language.
Policy	Just -in-time learning Know the roots of ideas and practices Things move too fast to afford enterprises the luxury of developing complex, out-of-the-box training programs. By the time they're developed, they're nearly obsolete. The times call for a more dynamic relationship between the learner and information; a just-in-time relationship. Education systems require the support of five types of individuals: the Learner, the learner's Advisor/Advocate, the Expert, the Education System Steward, and the Facilitator/Guide. It helps to know the background of practices in NavCenter environments--why we do things the way we do and what is the history behind it. Transition Managers understand the background of their practice by working through the 5E's of Education model.
Strategy	5 E's of Education Design for preferred outcomes, inclusive of many individual goals Modes of Education and Learning Model (Individual, Peer Group, Experiences) The 5E's constitute the strategy for education: explain, exemplify, expect, experience and explore. To be successful, the learner must know what she wants in the form of a vision of the outcomes (expectations). That's the strategy: know and choose the vision, and then seek out explanations, examples, experiences and opportunities for exploration to bring the vision closer to actual conditions.
Tactics	Workshops: 7-Domains, Weak Signal® Research (WSR) Support a DesignShop event elsewhere Tribal councils Curriculum for the 21st Century Workshops, if designed just-in-time, can provide a structured, experiential support to education. These workshops should always include a component of simulation. MG Taylor currently fields four types of workshops: 7 Domains Workshops, Weak Signal® Research Workshops, TOOLS (Time of Our Life) Personal Transition Management Workshops and Sim NavCenter Workshops. NavCenter KreW should also work in other NavCenters as a means for experientially exchanging best practices. Never try to share best practices through seminars or symposiums. Just go and do the work.
Logistics	Support a session: -on site-virtual-remote (Hilton Head, Palo Alto knOwhere stores) Everyone learns by doing. Even participants and project team leaders should get a shot at supporting a session behind the scenes. There's no better way to learn the Ten-Step Knowledge Management model inside and out.
Tasks	ANDMap® Project Management System Subject Matter Expert (SME) mentoring (onsite and virtual) on-line support Once again, the list of tasks falls far short of being comprehensive. Everyone in a NavCenter environment learns to play the roles of Learner and Expert. Most of the education that occurs at the task level is based on that relationship.

	Environment
Philosophy	Neutral space Mission focused Create the right psychological space for the moment Configure to the work, not the work configuring to the space If a NavCenter environment becomes a political tool, it dies, and the project it supports dies with it. Transition Managers, project leaders, and project teams treat the NavCenter environment as a truly neutral territory where anyone can say or do anything for the sake of the design and implementation of the project. Without this freedom, creativity withers and the project implementation becomes a convoluted mess. Traditional space design reinforces traditional behavior. It's possible to swim against the current generated by such spaces, but only at the expense of a tremendous amount of energy. NavCenter systems by nature introduce a dynamic, flexible, playful, serious quality to the workplace--a difference that makes the difference. NavCenter KreW must know how to adapt the space on a moment's notice to support the progress of a group through the creative process.
Culture	Metaphor for the transformation Exists for the Venture and for project management Many styles of learning "visible" Supports not knowing as well as "coming to knowing" The environment does not exist for itself but only in support of the venture and the project. Therefore its purpose must be periodically recreated as projects emerge and run to completion. NavCenter processes support "not knowing" because the creation of the project depends in part upon exploration and discovery. Beyond the vision, very little is known about the project at its inception. Management teams rarely admit to this vast ignorance, unaware of the power that "knowing that you don't know something" brings to the creative process. An efficient prosecution of the discovery process calls for the employment of learning styles across a broad front.
Policy	Mobility Flexibility Connectivity Collaboration Community/privacy Invitation to work demonstrated These policies for the design and use of space allow the "final" structure to respond to situations unimagined during the planning stages. Like other living systems, work environments should be able to move, bend, attach, integrate, organize, gather, separate, and invite.
Strategy	Armature Niches Work platforms Promenades Library Design,Build,Use Sensory matrix: light, sound,texture Prospect, refuge Smell (olfactory facilitation ;-) The armature supports and defines the basic morphology of the environment--like a skeletal system. Niches support individual and small group work or support specialized functions. Work platforms articulate the arrangement of tools, supplies, information and equipment. Promenades co-direct the flow of people and information displays. The library serves as both information repository and exploratory port of departure. The sensory matrix of light, sound and texture supports work by providing variety--the difference that makes a difference. A sense of prospect and refuge provides the users of the center with somewhere to go and someplace to be--a strong metaphor for the project that the NavCenter environment supports.
Tactics	5401 Deployment of WorkWall™ units and WorkFurniture™ Systems & other elements
Logistics	Temp NavCenter environment to permanent facility Environmental awareness Satellite Centers Virtual/remote collaboration with satellites and MGT Centers & other NavCenter tools Most NavCenter environments are deployed in two phases. First a KreW erects a temporary, portable center. This usually requires no more than a day to assemble the basic components. Design of the permanent center commences simultaneously with the deployment of the temporary center. Neither the design nor its implementation is ever final. Rather, both evolve along with the needs of the project and the learning of the KreW and users.
Tasks	Configure to the Work Re-Set Everyone is Working Big! Working big refers to getting ideas off of little sheets of paper and onto large WorkWall units so that groups can collaborate and manage information more effectively. Resetting implies engaging the "beginner's mind" whenever entering the space.

	Technical Systems
Philosophy	Mission driven Marry the best of what silicon does and what people do Like the environment, technical systems must serve the mission of the Center, instead of their own ends. The quality of the relationship between machines and people determines whether an investment in technology degrades or enhances the design and implementation of the project or venture.
Culture	Develop what does not exist if you need it Borrow the best ideas from others: always give credit NavCenters processes are proactive and the "not invented here" syndrome is "not practiced here."
Policy	Just in time development Good enough for now "High state of readiness" Consistent look ahead High frequency/low magnitude The addition of technology evolves with the practice of the Center and its KreW of Transition Managers, much like the the physical environment does. The technology is never "done", and its installation is never complete. Something new is always being added and integrated into the work and its processes. On the other hand, the procurement of technology should remain only one slim step ahead of anticipated demand and not dumped all at once on the team, only to be ignored by default. Thus, the KreW should plan ahead for development of its technical systems, but implement changes in a high frequency/low magnitude manner--one requisite chunk at a time.
Strategy	Capture stories, retrieve, present K-Base Analysis Pattern recognition People and computers have different ways of looking at the world. Both learn to see different kinds of patterns. The NavCenter work process takes advantage of both orientations without favoring one over the other.
Tactics	A suite of software, tools, & CyberConn™ 10-step software in use K-Base model Operational Intranet server & website
Logistics	On site expertise On call expertise Appropriate redundancy Capability rotation to appropriate level Full cycle use Dedicated systems (on site & remotely) The NavCenter environment should maintain requisite variety with its environment. This means a certain amount of redundancy in critical systems and the ability to call upon expertise in house and outside as well for rapid response. The concept of rotating the KreW through the Center raises concerns among some individuals. A typical Center will benefit from a mix of permanent KreW and rotating KreW. Rotation ensures a fresh perspective and ability to re-create the center on a regular basis. No degradation in performance results from a properly executed rotation system: instead productivity usually soars.
Tasks	Testing Training/learning tools Development programs "Fitness" progress

	Project Management
Philosophy	All knowledge workers/transition managers project management Its about design Incorporate preferred realities Invention is part of project management 5E's model = Experience The NavCenter environment itself is a project management tool. Over 2400 square feet of WorkWall units and numerous computer displays may be employed to illuminate the most complex relationships and patterns within the project and between project components and actual or projected phenomenon in the outside environment. The KreW members each act as project managers in the sense that they constantly reconfigure the display of information so as to highlight the status and key features of the project at any given time.
Culture	Value propositions Shared risk All are accountable (sapiential leadership) Weak Signal® Research capability Employ GPS (Global Positioning System) Stepping Up Circle ups The culture of a NavCenter environment differs considerably from the typical hierarchical command and control center envisioned by many. A NavCenter work environment is not devoid of hierarchy but direction of activities depends upon sapiential leadership--whoever can see the next step and articulate it in terms of actions and resource distribution assumes the role of the leader. Therefore everyone in the space is accountable to express what they see and provide their best sense of the next steps. The Transition Management KreW steps up to the work--nothing is assigned. People choose what they want to create within a collaborative framework focused on the attainment of the project's objectives.
Policy	No project created without design Prioritization is an opportunity for synthesis, invention, leverage When tempted to prioritize activities or decisions, the project team should first try to combine, synthesize, recontextualize the apparent conflicts. Surprising and extremely valuable solutions frequently emerge from such an exercise.
Strategy	Support tracks to achieve goals Grow from the bottom up The term "tracks" refers to the vertical axis or baseline of an ANDMap® document , a visual project management tool developed by MG Taylor. Tracks of related activities proceed horizontally across the map. Sometimes a team will have responsibility for a particular track. Usually this is not the case: a team frequently has its own map and certain activities from this map will be represented on higher level or adjacent maps for reference. In some Centers the term "track" is synonymous with the term "team" and refers to a group of individuals responsible for handling the design and implementation of a subordinate piece of the overall project. The phrase "grow from the bottom up" alludes to flocking phenomenon in complexity theory. A group of agents each follow simple rules, maintain connections with each other and complex behavior such as hierarchies and project management emerges from this arrangement.
Tactics	A whole range of tools for project management Managing the white space of the ANDMap® document The project team should acquaint themselves with an entire set of project management tools to apply appropriately, based on the situation. These include MG Taylor tools (ANDMap tool, Project Status Map, Time and Task Map), TQM tools (Affinity diagrams, fishbone diagrams, etc.), Flowcharting, PERT/CPM network diagrams, Mindmaps, Gannt charts, Systems dynamics simulation tools, and simple lists on yellow pads. An ANDMap document looks like a cross between a PERT chart (network diagram), a Gannt chart and a flow chart. Like a PERT chart it's used to display the network of activities that comprise a project. Like a Gannt chart it can show start and finish times for activities plotted to scale along a horizontal time axis. Like a flow chart, it uses a variety of symbol shapes and colors to differentiate types of activities and show other relationships. The activities on an ANDMap document are connected to one another via lines that indicate dependency or transfer of information. This leaves lots of "white space" on the map and the most interesting interpretations of ANDMap documents revolve around how to interpret the space between activities that may not be directly connected to one another. Patterns of work are usually revealed.
Logistics	ANDMap™ tools 10-Step Knowledge Management Model Key Client resource demand & scheduling (Time allocation commitment) Time & Task Map and Project Status Map The ANDMap document displays the network of connections between time-based activities that make up a project. The Project Status Map shows the progress of these activities and their subordinate components. The Time and Task Map details the distribution of resources across the project's activities.
Tasks	Crafting ANDMap documents, Project Status Map, Time and Task Map, Scenarios

	Venture Management
Philosophy	7-Domains Audit Achieve the goals & do no harm Positive impact on global village Manage the project whole cycle: Alpha/Omega Decision by design 5E's = Explore Sponsorship of Transition Managers In a 7 Domains® Audit, the organization employs the 7 Domains model as a filter for understanding the capabilities, strengths and weaknesses of the current system. For a project to achieve true success, it must act upon a system in focus at least one and preferably two levels above itself. If the project is corporate-wide in scope, it must act from an industry vantage point. Otherwise it can ignore and succumb too easily to outside forces. If the project includes or subsumes these outside forces within its actionable design, then it transforms not only the host organization but the larger system as well, thereby creating a safe niche for itself in the process. This phenomenon is generalized by the phrase "a positive impact on the global village."
Culture	ValueWeb™ people included in Design, Build, Use Apply recombinant strategies to improve system fitness Open book management Sapiential leadership People are not measured Axioms act as guides The culture of the NavCenter environment as a venture offers some challenges to traditional thinking. First of all, we're not used to including users, builders and designers in collaboration through all stages of the process. We like to bring in users to conduct market surveys or product testing, but we don't include them as active designers. Designers and builders are frequently separated from one another. Someone designs and then hands the plan over to someone else to implement. Centers demand that all parties truly collaborate throughout the process to avoid creating solutions that don't work. The reference to recombinant strategies is a metaphorical connection between collaborative design and the recombinant feature of DNA as a methodology for improving the fitness of the organization. Read Stuart Kauffman's book, At Home in the Universe for more information. Open book management is acknowledged as a valuable management tool but not widely or faithfully practiced. Sapiential leadership refers to the shifting of leadership in the team based on who can see and articulate the next step that needs to be taken. It's the natural result of the manager or boss becoming more of a facilitator of group process. As a facilitator, the manager can create a zone in which everyone on the team can assume leadership when necessary. (It's not as scary as it sounds--the Green Berets have been doing it for decades.) Dr. Deming introduced the concept of not measuring people, Alfie Kohn wrote a book, No Contest: The Case Against Competition that supports the idea. Let the fitness of individuals emerge from a focus on the work.
Policy	Create new products/services and "mark" them together NavCenter Sponsored at highest level in client organization The NavCenter champion needs to be positioned properly in the organization and should live in the center as well. While the NavCenter system practices some radical, non-bureaucratic approaches to project management and process facilitation, it nevertheless often lives within a bureaucratic structure and needs traditional support to maintain its viability.
Strategy	Value propositions Licensing Use Solution Box to monitor Ongoing simulations The Solution Box is a model that combines three models along three mutually perpendicular axes, forming a cube. The models are the Creative Process, Vantage Points and Design Formation. The 343 cubes that comprise the resulting matrix can be used as a communication tool for teams within the project to gauge their progress. For example, one location might be Engineering, Tactics, Schematic Concept. It may be noted that any three MG Taylor models can be combined along three axes to create a 3D space. Simulations offer a more robust means of supporting contingency planning and a fairly inexpensive way to test options before implementation. Good simulations combine the use of computers and a living component that immerses participants physically, mentally and emotionally into the various situations.
Tactics	Working Dashboard = measurements, anecdotes, quantification Dashboards are discussed above. The dashboard should display a mix of anecdotal information (video/audio clips or quotes printed as text), measurements and quantification. Some things, like weather or cash can be measured. Other phenomenon, like "morale" cannot be measured, but can be quantified ("on a scale of 1-10, with 10 being the highest, how would you rate your morale today?")
Logistics	Updates of dash board, etc.
Tasks	Hundreds of measurable projects chunk to tactics/strategies which sum to achieving goals on time, on budget with short & long term synergies & benefits

Related Articles:
The Creation Environment: An Introduction to NavCenter™ Systems
Designing, Building and Using a NavCenter™ System: A General Timeline for Implementation

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