Systems Planning℠ brings its consolidated experience to the wider community in an exemplar manner, with special attention to scientific rigour, understanding, and empowerment of people.
As it is natural, individuals and organisations develop their autonomy by their own drive and dedication. Systems Planning℠ accompanies that by published resources or ‘live’ through teaching, mentoring, or praxis support in applied R&D projects.
The executive interface of Systems Planning℠
implements the art of efficiency™ with
the latest tech
— all experienced live or noted in a track record.
Governance attentivelyoversees and steers Systems Planning℠ at a ‘meta’ level (e.g. strategic, global), with the responsibility to further its scholarly standing and professional relevance, fittingly encapsulated as reliability standing™.
Professional activities represent the actual work of Systems Planning℠ organised in services with relative levels of intensity, effort, or difficulty: L1 (administration, innovation, publishing), L2 (education, praxis prep), and L3 (praxis per se).
Systems Planning℠ is conceived and put to good use for the benefit of the wider community (e.g. common good, ethics, justice) and the same goodwillis expected of all stakeholders in all activities — e.g. educational service, cultural programmes, R&D projects. Fair play conditions have been honoured in all cooperations of Systems Planning℠ and are anticipated in all future endeavours.
Funding for applied R&D (e.g. case-specific problem-solving) is typically sought from the direct beneficiaries (e.g. institutions, industry, enterprise), while funding for primary R&D (e.g. theoretical problems) and consolidation R&D (e.g. scholarly works) is typically sought from public institutions or philanthropic organisations.
Development Aid Agencies African Development Bank (AfDB) Asian Development Bank (ADB) Caribbean Development Bank (CDB) Colombo Plan (CP) Development Bank of Latin America (CAF) European Bank for Reconstruction and Development (EBRD) European Investment Bank (EIB) Inter-American Development Bank (IADB) International Fund for Agricultural Development (IFAD) International Labour Organisation (ILO) International Monetary Fund (IMF) International Red Cross (ICRC) Organisation for Economic Co-operation and Development (OECD) Technical Centre for Agricultural and Rural Cooperation ACP-EU (CTA) United Nations Children's Fund (UNICEF) United Nations Conference on Trade and Development (UNCTAD) United Nations Development Programme (UNDP) United Nations Food and Agriculture Organisation (FAO) United Nations Population Fund (UNFPA) United Nations Environment Programme (UNEP) United Nations Industrial Development Organisation (UNIDO) World Bank — International Bank for Reconstruction and Development (IBRD) World Bank — Multilateral Investment Guarantee Agency (MIGA) World Food Programme (WFP) World Health Organisation (WHO) World Trade Organisation (WTO)
Philanthropic Organisations Bill & Melinda Gates Foundation (BMGF) Blue Haven Initiatives (BHI) Carlos Slim Foundation (CSF) Charles Stewart Mott Foundation (CSMF) Draper Richards Kaplan Foundation (DRKF) Ford Foundation (FF) Frederick Mulder Foundation (FMF) James Dyson Foundation (JDF) Mulago Foundation (MF) O'Sullivan Foundation (SOSF) Peery Foundation (PF) Rockefeller Foundation (RF) Skoll Foundation (SF) Stavros Niarchos Foundation (SNF) The Omidyar Group (TOG)
Academic Support Agencies and Programmes Deutscher Akademischer Austauschdienst (DAAD) Grupo Tordesillas/ Fundación Carolina (GT/FC) Fulbright Scholar Program (US) Erasmus+ (EC)
Assistance with Grants NSF (2004) A Guide for Proposal Writing. Arlington, VA: National Science Foundation Kraicer, J. (1997) The Art of Grantsmanship. Toronto: University of Toronto
The above selection is merely indicative — i.e. non-exhaustive and non-endorsing
Systems Planning℠ works best with people and organisations who have a need and appreciation for its content and style. This selectivity together with its uniqueness and non-mainstream nature imply relatively few but well-suited cooperations.
In order to form appropriate work relationships (e.g. according to experience, knowledge, rigour, and/ or skills), it is essential to get to knowpeople and/ or documentsper se.
Depending on the degree of formality required, a fitness-for-purpose or Suitability Screening℠ may be necessary.
(a) Stakeholders with particular interests know and defend their own intents;
(b) objective and methodic guidance professionals defend the impartiality of operations.
Being a Systems Planning℠ stakeholder is an empowering experience and starts with wilful participation.
The journey, whether long or short, is full of hard work (investment) and commensurate advancement (outcomes).
Researchers— e.g. career, occasional Educators— e.g. professors, instructors, coaches Students— e.g. in engineering/ science/ arts/ management Organisations— e.g. ministries of education, universities/ consortia, pedagogic/ scientific councils, research centres
Specialists— e.g. in medicine, law, journalism Entrepreneurs— e.g. start-up/ spin-off owners Administrators— e.g. in-house planners/ managers Consultants— e.g. in planning/ management Organisations— e.g. public administration, professional associations, consultancy firms, medical offices, law firms, news corporations
Community [civil society/ πολιτική κοινωνία]
Individuals— e.g. junior talent NGO— e.g. local/ regional development associations, learned societies
Systems Planning℠ participants have curiosity to understand ‘how things work’ and freedom to ‘make things right’.
This presupposes conscience and maturity to ‘know themselves’ and ‘know what they are looking for’.
The initial conditions of curiosity and freedom are known as Youthful Minds™ and are further developed in a holistic mindset.
Nonetheless, despite their self-evident merit, these conditions are menaced by vulgar inhibitive attitudes.
Origin— innate or induced (e.g. by circumstances, stimulation) Enablers— e.g. education, experience, culture Support/ Outreach— PPM, HTW Associated— bravery to question current practices Associated— capability to judge by oneself (e.g. deployment, authorship) Associated— inquisitiveness to explore ‘how’ and ‘why’
Freedom to ‘make things right’
Origin— innate or induced (e.g. by circumstances, stimulation) Enablers— e.g. competence, determination, authority Support/ Outreach— PLC, HST, TQM Associated— free will to act individually and/ or in group — cf. goodwill Associated— boldness to be original (e.g. undertakings, authorship)
Working with the curious and free elevates the mind and soul to exceptional heights, catering to ‘bigger pictures’ and extraordinary insight.
Of particular importance are enablers such as competence (e.g. through study and practice), authority (e.g. through position), and determination (e.g. will or resolution to ‘push the envelope’).
Youthful Minds™ confront vulgar inhibitive attitudes that are propagated by way of example — i.e. particularly accessible and menacing to those who do not yet have the strength to question and/ or the capacity to abstract.
Escape from ambition/ duty — e.g. “I have no time to do better”; “I have other priorities” Escape from change — e.g. “I know A is best, but I opt for B because it implies less change in my life” Escape from investment — e.g. “I know A is best, but I opt for B because it is cheaper” Escape from learning — e.g. “I do not need to learn any of this; I know enough as it is” False support/ Escape forward — e.g. “I vote for A (although I don’t quite understand it)” False trust/ Safety in numbers/ Herd behaviour — e.g. “I choose B because it is the top seller” False trust/ Fashionista behaviour — e.g. “I trust only mainstream brands”
Curiosity to understand ‘how things work’ invites to a higher level of intellectual achievement, involving dynamic mental models that provide causal or procedural explanations as ‘working hypotheses’.
Shared mental models, open to inspection, review, and revision through disclosed reasoning™, elevate human conduct from a basic ‘control unit’ to educated praxis capable of questioning itself.
The subjective and qualitative mental models are non-testable, so they do not conform to the positivist requirements of measurement and replicability. Nonetheless, they are realistic so far as they are methodically obtained.
This is a selection of works (e.g. books, journal articles, technical folios) related to subjects of interest (e.g. governance, strategy, efficiency), organised by area of expertise (e.g. system organisation, action arrangements).
Highlight of institutions related to the foundation and development of Systems Planning℠, and have secured its physical, digital, and intellectual anchorage (e.g. research centres). This accompanies the timeline of milestones and extended list of personal credits.
Quality (ποιότης) is used appropriately as required: (a) objectively as a description of reality (ουσία/ essence or substance) in an exploratory mode and/ or (b) subjectively as ‘goodness’, ‘compliance’, or ‘performance’ with regard to explicit references, in an assessment mode.
The disclosed-reasoning™character of Systems Planning℠ relates to λόγος in three perspectives — reason re: comprehension; narrative re: clarity; science re: reliability — that make up its distinctive marks, recognisable by their means and/ or content.
Systems Planning℠ guides its function by principles that express its unassuming stance and industrious commitment, constructive attitude and drive for perfection, as well as tactful manner and selectivity at work.
Being gentle— mindsets are to be addressed and explored, not attacked Being humane— curiously, people are shaped by the culture they shape Being friendly— teams are formed on trust, rapport, and a common mission Being resilient— work has both success and failure, but all projects must conclude Being loyal— sincere people, undertakings, and reasoning deserve attention
Selective Commissioning™ — Assignments
Working only withgenuinely interested and committed parties Working withtop and/ or middle management — e.g. CEOs Working withadequate resources — e.g. time, monies, information Workinguncompromisingly — e.g. rigour, perspectives, impartiality Workingin English, if possible — e.g. discussions, publications Involving and empowering all participants