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Distinctions

Distinctions empower our observations:

Because we are observing to enable ourselves to begin to navigate to a different state, a different way of being. To do that we must begin to not only see differences in the world around us, we must begin to simultaneously see from multiple perspectives. 

"For example; let's distinguish the difference between Being IN Conversation vs. being in conversation, wherein the former exudes a positive energy - it holds no common, idle chatter. Engaged vs. hesitancy to be real."


Distinctions for being engaged can be offered, dialoged out, and agreed upon. This basis can begin to drive new awareness in how we connect, and do not connect with others.

Distinctions are also marvelous for the flexibility they bring to discussion because they offer a range from which to view things and situations.

The list below has been arranged by observational framework.


THE 1'S & O'S OF HUMAN INTERACTIVITY

( no space above ) CONVERSATION FOR ACTION WORKFLOW

 

OFFER: When one is prepared to expend their capacity, their energy to address someone else's concerns.

Example: "May I help you get your groceries to the car?"

REQUEST: When one would like another to expend capacity, energy to address their concerns.

Example: "Would you, please help me get my groceries to my home?"

ACCEPT: The conditional acceptance of someone's offer, or request. Conditions may include time, place, duration, or other specific concerns.

Example: "Thank you, that would be nice. Would you do that, please before the ice cream melts?"

Example: "Of course. Can you wait just one minute, while I tell my supervisor?"

DECLINE: When one does not want to expend their capacity, their energy. Either a request, or an offer can be declined. If not, then one is dealing with a demand.

Example: "No thank you, I'm not concerned with that right now."

COUNTER OFFER: When one wants to build, or maintain relationship, and the request they have received is not completely satisfactory.

Example: "I am not allowed to take groceries to your home, although I would be happy to help you get them to your car."

CONCERNS: Specifics relating to how care is provided in the act of fulfillment.

Example: "It makes no sense to put the ice cream in the same bag with the hot, rotisserie chicken."

CARE: Acting in a way that takes care of another's concerns.

Example: "I put all the cold items in the same bag, so that it would be easier for you to put away your groceries when you get home."

RECURRING DOMAINS OF CONCERN: Body; Play, Aesthetics; Sociability; Family; Work; Education; Career; Money; Membership; World; Dignity; Situation; Spirituality.

CONDITIONS OF SATISFACTION: The specification of how care will be implemented in order to satisfy concerns during the process of fulfillment.

Example: "Please watch for vehicles as we head to my car, the sun is bright, and I can't seem to find my dark glasses right now."

FULFILLMENT: The operational activities one engages in to complete an offer made, or a request accepted.

Example: "Hold onto the cart, please as I navigate the traffic in the parking lot on the way to your car. We will do it slowly, so you don't misstep. Once we are at your car, then I will put everything safely in the trunk. And, next you can make that quick stop you wanted to make at the dry cleaners before you head home."

SATISFACTION: The mutual act of explicitly declaring complete. Also, the opportunity to declare what did not work in the transaction, what was missing, or what worked incredibly well.

Example: "Thank you so much for getting my groceries to the car. I think you saved my life when that driver didn't see us in the parking lot."

Example: "You are welcome. It was my pleasure to help you. You followed my lead perfectly."

Example: "I appreciate your helper getting my groceries to the car, though they just left the groceries in the cart, and I needed help to actually get them into the trunk of the car before the heat melted my ice cream."

ASSESSMENT: A personal opinion. Not true, not false.

Example: "Your helper left me in the parking lot to die."

ASSERTION: Widely observable facts, which may be either true, or false.

Example: "When the clerks helper raced to the car, leaving the customer at the store door, he put the shopper's health and safety at risk in the highly trafficked parking lot with all those teen age drivers. Many of whom had just gotten their drivers license, and were going way to fast in their mother and father's new car."

DECLARATION: A speech act defining the future.

Example: "I am never going to that store again."

ACTION: The co-invention of the future through language.

Example: "Our store parking lot is a dangerous place. Just last week I witnessed two people nearly get run over. I think we should install large speed bumps. What do you think we could do, as a project to make it a safer place?" 

STRATEGIC FRAMEWORK FOR THE DESIGN OF AN OFFER

POLICY: Laws, regulations, standards, and criteria for the assessment of fulfillment.

Example: "I thought we were going to change the world with our app. Little did I realize that both government and large corporations forbid the very offer we were going to make."

FINANCE: The complete flow of cash equivalents required to make and fulfill an offer.

Example: "When we had officially received funding I thought we'd succeeded. Then we began to realize that there was actually a customer chain in which the end user of our offer couldn't afford to buy, finance, or lease our new flux capacitor."

TECHNOLOGY: The non-human stack of requirements needed to make and fulfill an offer.

Example: "The idea look marvelous on paper. Then we realized that we needed to invent the tools that we needed to invent the tools to make everything work."

DEMOGRAPHICS: The specificity and preference make up of the humans we seek to accept our offers.

Example: "The personas we've developed thus far included; age, gender, race and religion. We still need to do some work on the psychological portions of their profile, why they would even consider hearing what we have to say in the first place." 

OBSERVATIONAL FRAMEWORKS

ELEMENTAL: Base components of observation.

Example: The periodic table within chemistry is an elemental framework. Flores' 1s and 0s of Human Interactivity ( Conversations For Action ) is an elemental framework.

FOUNDATIONAL: Structural components of observation.

Example: The microscope played a huge role in determining chemistry's elements. Flores' Conversations For Action paved the way for a brand new way of doing business process design, managing things and the location of things within projects, as well as managing the actual people within projects by virtue of his invention of the language of coordination.

SITUATIONAL: Specific contexts, events, and circumstances, which we both observe, and observe within to co-invent the future with others.

Example: "When you talk and act like a doctor with no bedside manner, it makes me angry, and I feel like a thing in your lab." The framework used to observe the situation, not the most powerful framework from which to coordinate within the situation.

LIVING A GOOD LIFE

NAVIGATION: The act of surfing, making one's way purposefully through the contingencies and serendipity of life.

Example: "As soon as continuous, and simultaneous road blocks began to recurrently emerge, then the executives determined it was time to chart a whole new course for the business."

EXPLORATION: The act of discovery. Learning something new. Researching different perspectives from which to form an assessment.

Example: "In order to discuss American politics, and the presidential election, I had to study American politics. I was shocked at how much I actually didn't know about the process."

PERSPECTIVE: An assessment formed through either exploration, or the lack of exploration.

Example: "Your views are amazingly pedestrian. Have you actually studied, tested, or examined anything that you are talking about?"

DIFFERENT: The act of not being the same.

Example: From a marketing perspective the notion of 'think different' was Apple's tag line, which, you might say propelled both the idea for the original Macintosh computer, as well as the company saving strategy of creating an iPod.

POSSIBILITY: Anything which can be envisioned is possible. It just takes the right combination of people, processes, tools and the language of coordination to make possibilities a reality.