GitBook: [master] 41 pages modified

SUMMARY.md

@@ -7,7 +7,7 @@
 * [Understanding Truth](foundation/understanding-truth.md)
 * [System Values](foundation/value-system.md)
 * [Limits of Engagement](foundation/limits-of-engagement.md)
-* [Long-term Games](foundation/long-term-games.md)
+* [Long-term Players](foundation/long-term-games.md)
 
 ## Starting at TVP <a id="starting"></a>
 
@@ -45,12 +45,8 @@
 ## Evolving at TVP <a id="evolving"></a>
 
 * [Basics of Ascending](evolving/basics-of-ascending.md)
-* [Problem Solver Path](evolving/problem-solver-ascend-path.md)
-* [Problem See-er Path](evolving/problem-see-er-ascend-path/README.md)
-  * [Principles](evolving/problem-see-er-ascend-path/tools.md)
-  * [Specific Knowledge](evolving/problem-see-er-ascend-path/specific-knowledge.md)
-  * [Path](evolving/problem-see-er-ascend-path/path.md)
-  * [Attributes](evolving/problem-see-er-ascend-path/attributes.md)
+* [Problem Solver Path](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=0)
+* [Problem See-er Path](evolving/problem-see-er-ascend-path.md)
 * [Organisational Maturity Path](evolving/organisational-maturity-path.md)
 * [Team Maturity Path](evolving/team-maturity-path.md)
 
@@ -61,6 +57,11 @@
 * [Critical Constraint](executing/critical-constraint.md)
 * [Seeing the Real 'Why'](executing/the-real-why.md)
 * [Understanding Value](executing/understanding-value.md)
+* [Observe](executing/observe.md)
+* [Leading](executing/leading.md)
+* [Team as the atomic unit](executing/team-as-the-atomic-unit.md)
+* [Influence](executing/influence.md)
+* [System Thinking](executing/system-thinking.md)
 
 ## Exiting TVP <a id="exiting"></a>
 

evolving/basics-of-ascending.md

@@ -1,28 +1,97 @@
+---
+description: Ascend paths are the structured pathways to achieve personal success here.
+---
+
 # Basics of Ascending
 
-Long term games with long-term people.
+We are what we value.   
+What we value, we seek.   
+
+What we seek, we learn.   
+What we learn, we apply.   
+
+What we apply, we do.   
+What we do, we accomplish   
+
+What we acomplish, is reality.
+
 
 
+### Ascend Paths
 
-Pyschological safety: keep all your neuron firing.
+2 paths: 
 
-Compouding
+1. **Problem Solver \|** Delivering Value ****Competence associated is the ability to deliver value. ****This is the majority of the team. ****
+2. **Problem See-er** \| Unlocking Value Competence associated is the ability to increase business scale.
 
+Each with the following levels:
 
+1. Level 1: Autonomy
+2. Level 2: Mastery
+3. Level 3: Purpose
+4. Level 4: Genius
 
-Ascend levels are the structured pathways to achieve personal success here. 
+[**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=0)  
+****
 
+### T shape players
 
+Every role on every path requires a [T shape player.](https://www.linkedin.com/pulse/value-t-shaped-people-mitchell-platt)  
+
+Both see-ers and solvers require specific \(and general\) knowledge of their domain. See-ers additionally also require knowledge of discovering, executing and delivering new value.  
+
+
+The difference between the 2 paths lies in the view of certainty in their mind.   
+
+See-er path embraces chaos and uncertainty. Solver path is more benign.  
+
+See-er is always looking into darkness and discovering vision along the way.  
+Solver fuels the machine.
+
+
+
+### Layers of Ascend
+
+_We are what we value.   
+What we value, we seek._   
+
+1. **Belief System**  
+
+All change germinates from the belief system. 
+
+We associate based on these shared values. That includes dissociating when it isn't shared anymore. We call them [A-player attributes](https://playbook.thevantageproject.com/starting/a-player) in the team.
+
+We commit to equipping A-player with all that they need to succeed.  Through ceiling-less opportunities to entice audacity, dopamine incentives to drive motivation, and mental models to build ability.
+
+The commitment is not of self-transformation. Discovering your alignment with these attributes is your path.
+
+
+
+
+
+_What we seek, we learn.   
+What we learn, we apply._   
+
+**2. Mental Models**  
+__Lens that our mind forms based on our beliefs.   
+
 
-2 paths: 
 
-1. Problem See-er
-2. Problem Solver
+
+_What we apply, we do.   
+What we do, we accomplish_   
+
+**3. Competence**   
+__State of mind applied with discipline.  
+__
 
+
+_What we acomplish, is reality._  
+
+**4. Output**  
+Reality check of competence.
 
+This is what we use to trigger ascend. That makes every individual's growth permissionless, aim-able, and trustless.
 
-|  |  |
-| :--- | :--- |
-|  |  |
-|  |  |
+\*\*\*\*[**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=0)\*\*\*\*
 

evolving/organisational-maturity-path.md

@@ -1,4 +1,18 @@
+---
+description: >-
+  Each process, each team and each business goes through the same level toward
+  success.
+---
+
 # Organisational Maturity Path
 
 ![](https://lh4.googleusercontent.com/NmZGvD63gpIZTbBxtlxcM43yt3kA_IpErB2CsfsOwonEpQUoEX_rKrh7erh6ypRpYBgIJO70tkSKkytRzVkAvnb0_DH8P2WpaPKIFueNVVZO8G3T80NHIv7-OVCZ4iNRjYFK0q4K)
 
+### Process Maturity Framework
+
+An org is built on the foundation of mature processes. Innovation can also be processified. Look at Amazon.  
+
+This is the framework to use to transform an organisation from Stage 1 to Stage 4.
+
+[**USE FRAMEWORK**](https://docs.google.com/spreadsheets/d/1MJ_yYeDLyhCVQrYo4EWj9iobXKywMnFCgkOcDJhX9YE/edit?via_commande=true#gid=0)\*\*\*\*
+

evolving/problem-see-er-ascend-path.md

@@ -0,0 +1,40 @@
+---
+description: >-
+  The role is of output control. Control comes from influence AND awareness.
+  This path starts at Level 3.
+---
+
+# Problem See-er Path
+
+> If we can really understand the problem, the answer will come out of it, because the answer is not separate from the problem.
+>
+> -Jiddu Krishnamurti
+
+
+
+### Drawing Contrast
+
+Solver path is about building consciousness at the Individual level. That makes the bet that individual performance is variable.
+
+See-er path avoids that bet. Instead, the view is of dots, their inter-connectivity, and the patterns that emerge to form a living system. The bet here is that a system's output can be influenced by impacting its structure.
+
+The individual is no longer personally relevant.
+
+This is a paradigm shift.
+
+### 
+
+### Responsibility
+
+ You are responsible for growing system's output. This path will require building the ability to:
+
+1. **Reduce randomness** Predictability is power. It's easier to summon energy when things go 'according to plan.'   Planning will never work. Instead, observe. Zoom out as much as you need, until predictable patterns emerge. Use this view to be leading. Eliminate all elements that increase randomness. 
+2. **Build Resilience** A machine that requires constant tinkering to remain operational, is unusable. Building the ability to withstand external randomness will require vantage i.e. staying ahead of the universe's curve. And building its incentives within the system. 
+3. **Establish Control** What can be controlled, can be changed. What can be changed, can be scaled.  
+
+
+
+### Path
+
+\*\*\*\*[**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=1054592557)\*\*\*\*
+

evolving/team-maturity-path.md

@@ -1,2 +1,30 @@
+---
+description: This is how you can ascend your team to peak performance.
+---
+
 # Team Maturity Path
 
+![](https://www.thevantageproject.com/assets/img/ig1.png)
+
+All teams start from the bottom-most level, for only individuals have existed before this.   
+
+Their combination as a cohesive unit aka team is a new, ever-evolving, and always a unique construct that needs to be birthed. And then transitioned to peak performance. 
+
+It takes leadership to get that to occur.
+
+
+
+### Leadership
+
+Leadership is a responsibility, not an entitlement. Its purpose is to efficiently align a group's energy towards its most valuable output. And that requires channeling the common energy of the group to conquer the following issues. In order:
+
+![](https://www.thevantageproject.com/assets/img/ig2.png)
+
+Read more: [Lencioni Model](https://www.wrike.com/blog/6-different-team-effectiveness-models/)
+
+The only tools at a leader's disposal are empathy \(not sympathy\), affordance, and inspiration. 
+
+For, the constraints of each individual and the collective unit become your constraints. You can't pretend they don't exist and yet, expect an outcome.
+
+
+

executing/critical-constraint.md

@@ -1,20 +1,25 @@
 # Critical Constraint
 
-## The Rate Limiting Step
+### The Rate Limiting Step
 
 In the car assembly line, the maximum rate of production is = the lowest common rate of all components production. ONLY the lowest common rate of production.
 
 Hence, the input car part that is the slowest \(most lagging\) is the one in control of the production rate. Only a change here, will impact the output.
 
 In chemistry, there exists a similar concept: Rate Determining Step.
 
-## Solve only 1 problem, the critical problem; at a time
+### 
+
+### Solve only 1 problem, the critical problem; at a time.
 
 See progress in terms of speed. Find the critical constraint that is reducing the rate of progress.
 
-Only solve that, until it isn't the critical constraint anymore. Then move to the new critical constraint.
+Only solve that, until it isn't the critical constraint anymore. Then move to the new critical constraint. 
+
+Any neuron spent on anything else is motion, not progress.  
+
 
-## Critical path is the shortest path
+### Critical path is the shortest path
 
 A string of critical problems solved, leading to the outcome is the critical path. This is the holy grail of productivity.
 

executing/influence.md

@@ -0,0 +1,10 @@
+# Influence
+
+Leading state of mind
+
+Stop chasing power, instead chase value. Human being will follow whatever works best for them. That’s all that you need to lead.
+
+
+
+Tell other people what to do, is not getting it done.
+

executing/leading.md

@@ -0,0 +1,26 @@
+# Leading
+
+## Lead
+
+
+
+The popular idea of ‘Leadership’ centered around a heroic ‘leader’ is to be avoided.
+
+The lens to use is the idea of ‘Leading Indicators’ in different fields.
+
+Here is a simple list from google search for leading indicators. Use them to get a feel of the idea. The content of the posts is inconsequential.
+
+1. [Economics](https://www.moneycrashers.com/leading-lagging-economic-indicators/)
+2. [Performance Management](https://www.bernardmarr.com/default.asp?contentID=1405)
+3. [Public Policy](https://www.osha.gov/leadingindicators/)
+4. [Product Management](https://www.leadingagile.com/2018/02/leading-lagging-indicators/)
+5. [Investing](https://www.investopedia.com/terms/l/leadingindicator.asp)
+6. [Business Management](https://kpilibrary.com/topics/lagging-and-leading-indicators)
+
+Leadership is about becoming the ‘leading indicator’ and using that influence to impact change. Nothing more.  
+Leadership is a status game. Leading is a wealth game.
+
+You have to be today, where the system is going to be tomorrow.
+
+//todo confirm its appropriateness: [A New Style of Leadership Is Emerging - The Startup](https://medium.com/swlh/a-new-style-of-leadership-is-emerging-29e4e2b021bf)
+

executing/observe.md

@@ -0,0 +1,16 @@
+# Observe
+
+## Observe
+
+This is a path of Equanimity. Building the muscle to Observe what is.  
+Not think. Not Know. Observe.  
+Observation builds the ability to Respond, not React.
+
+Response is change. Reaction is just more of the same.
+
+Problem See-er path is about building the ability to affect change.
+
+Observation creates oppurtunities to discover growth. 
+
+Remove hurdles to growth.
+

executing/output-as-a-process.md

@@ -1,6 +1,6 @@
 # Output as a Process
 
-## Output is an occurrence, that occurs as a result of a set of activities.
+### Output is an occurrence, that occurs as a result of a set of activities.
 
 Think of a production line that manufactures cars \(for visual\). The output is a completely built car with an assembly line assembling different parts.
 

executing/purpose-driven-action.md

@@ -4,23 +4,27 @@ description: Let your activity serve an output. Let that output serve a business
 
 # Purpose Driven Action
 
-## All motion is not Progress
+### All motion is not Progress
 
 It's difficult to see the difference in the middle of an activity. The problem lies in our belief system.
 
 Reference [_Start with Answer first \| Effective Communication_](https://playbook.thevantageproject.com/operating-at-tvp/effective-communication)_._
 
 We are conditioned to start with what we know instead of what is needed to be done for the outcome to occur, irrespective of my current pool of knowledge.
 
-## Purpose-First 
+### 
+
+### Purpose-First 
 
 When starting to execute, take a pause. Start with a visual of what is that you want to occur. Then, backpropagate to visualizing the set of activities that will reckon its occurrence certain.
 
 Let that view be persistent during all that you do henceforth, until output is achieved.
 
 In this state, activity isn't the destination in itself, but a mere run-time requirement.
 
-## Not all Purposes are equal
+### 
+
+### Not all Purposes are equal
 
 At any given time, a team is optimizing for only 1 of the 4 variables, while keeping others:
 

executing/system-thinking.md

@@ -0,0 +1,8 @@
+# System Thinking
+
+"This is happening because the incentives are set up that way". Most effecient incentives are rarely monetary in nature. Spend time to understand why humans do what they do. Recommended read: The Theory of Moral Sentiments by Adam Smith.
+
+Heavily inspired from [How to win by Daniel Gross](https://youtu.be/LH1bewTg-P4?t=1188).
+
+Highly recommended watch: [How to operate \| Keith Rabois](https://www.youtube.com/watch?v=6fQHLK1aIBs)
+

executing/team-as-the-atomic-unit.md

@@ -0,0 +1,20 @@
+# Team as the atomic unit
+
+## 
+
+Team is a group of individuals working together to produce a complete output.
+
+Team is the basic unit of the organisation. The individual is useless in isolation. We can’t even beat a trivial strain on our own. It is only our cooperation that has ensured sapien’s rise to the top of the foodchain.
+
+This is goint to be a shift of paradigm from the path until now.
+
+Currently, grants acquisition is a team. Each project in execution has a team. Each new experiment will have a team.  
+Each project and process is a team.  
+Project is a Process that is one time.
+
+The look of teams will constantly be changing to business outcomes.
+
+Individuals are organized around processes, not the other way around.
+
+\#ask: Spend thinking about the idea presented in the title.
+