5 ::the_fist::

systems_thinking::

But yield who will to their separation, My object in living is to unite My avocation and my vocation As my two eyes make one in sight. Only where love and need are one, And the work is play for mortal stakes, Is the deed ever really done For Heaven and the future's sakes.

::tl;dr::

the invisible hand is now complete, and Providence now takes the wheel. though we need to have maintenance — that is “systems thinking.” we intend to create a standard management paradigm for the board - using systems thinking as a foundation. with operations in mind, the goal is to create a paradigm that stimulates knowledge growth while maintaining efficiency and productivity. as we fine tune the model - down to something between an art and a science - we hope to make it replicable for our projects that become complex/popular enough to necessitate a board.

::asabiyyah/Invisible_Hand::

the_Vth. if the analogy of the Invisible Hand is followed, the fifth implies a complete hand - or the completion of the Invisible Hand. This meaning we’ve now done our part and the Hand of Providence is now in control. A corollary to that is the Invisible Hand can now make a fist. We intend to fight - not for supremacy, authority, revolution, or rebellion - but with etiquette and intelligence: sincerely for the betterment of our communit(y/ies) & our own cultivation.

“The Vth” is also the title of one of the most popular books written on business management. Author Peter Senge, after years of studying management, subtitled his book “the art and practice of the learning organization.”

His analysis also broke down the elements of effective management (or building a learning organization) into five components (hence the title: “the Vth”). we’ve utilized these elements in the subtitles to our pages - creating another paradigm from the number 5. the final element is what he calls “system thinking” - the Vth discipline.

asabiyyah: what is systems thinking? it’s the management of the proper functioning of the previous 1-4. it is also a robust platform to keep an eye on all opportunities for growth (in terms of financial and soft-skill growth) and anticipate problems before they arise.

the goal with systems thinking is also to keep everyone internally cohesive. for that there has to be a management structure that is itself cohesive and understands one of its objectives as being to keep people together. this being done, everything becomes a unity - from our internal ops team to app subscribers to open-source collaborators. a united vision keeps people happy, chases away miscommunication, and opens the spigot to continued creativity and growth, inward and outward.

::application::

our application of the Vth is a network of documents for our board (the_11) to be able to maintain an eye on operations (systems thinking). the quick breakdown of elements:

accounting & finances + internal oversight ($) + long-term planning ($)

anticipating problems + internal systems + projects & project management

streamlining operations + internal operations +projects’ management

“rivalry” (other corps) + strategic competition + learn from mistakes (historical & present). goal is longevity.

mnmt of apps + desktop + mobile + projects’ apps

two critical points:

1.) management culture reflects down the organization. it also reflects in our personal lives. what we’re looking for → an ethic that works. works means a.) doesn’t tax us more than what’s natural, b.) doesn’t hinder the creative process, and c.) has a positive effect on our personal lives. with a management system that works, we hope to build an organization that works.

2.) the system we’re implementing here should be a template & a model replicable for our projects. we hope to build something that’s genuine, efficient, and replicable.

...books...

⁠

⁠

::tl;dr::

::asabiyyah/Invisible_Hand::

::application::

...books...

Want to print your doc?
This is not the way.

Try clicking the ⋯ next to your doc name or using a keyboard shortcut (

CtrlP

) instead.