For 2+ Decades
Available solutions with high to highest impact get stuck in the system by default
Today
Our long-standing approaches to solving the growing problems we face have failed us
Future
Bureaucracy and fixed ways of thinking prevent us from solving the problems
Possibility
An enormous solution potential is waiting to be unleashed
Why accept avoidable personal, project, organizational, or systemic suffering …
When …
Leadership Questions — anyone can ask — guide us to where the highest-impact solutions can be found
When …
The effective solution is — quite often — a simple solution package1
When professionals need only 1 to 6 hours2 to gain key insights into how structural gaps and conflicts in our long-standing solution approaches can be resolved
1 Compared to today’s complex and highly expensive solution attempts
2 Time varies with interest. For solution-design experts: about 6 hours for the entire Manifesto and Operating System
Leadership Questions
When asked, they …
Guide to where highest-impact intervention possibilities and solutions can be found
Communicate a problem-solving and trust-restoring possibility
In group settings, they …
Become hard-to-ignore
When missed, negotiated away, or overruled, they …
Communicate “too much of the same thinking. Won’t work.”
Re-occurrence leads to:
Structural failure:
Organisations & systems
Toubled organizations
Resistance & opposition
Lack of support
Lack of interest
Current Situation
Despite enormous solution potential waiting to be unlocked, our long-standing solution approaches have failed us for more than two decades
Leaderhip Questions
Where is the Listening to what worked where our long-standing solution approaches failed us?
Where is the Education and Guidance on how to navigate through complex situations toward simple yet highest-impact solutions?
The co-creators of this Manifesto found no one in an influential or decision-making position able to respond at a level sufficient to solve the problems these questions address
Not in Public Services
Not in Business
Not in Science
Hands-on experience with what actually worked guided the co-creators toward:
The following Leadership Questions
Available Solutions
What anyone involved or impacted can do
What can Employees, Managers, Patients, and Citizens DO to get impactful solutions accepted for themselves, at work, in their environment, and beyond?
What do Decision-Makers REALLY NEED to make the problem-solving decisions?
What do Initiatives REALLY NEED to get their impactful solutions through the systems?
We have a Polycrisis: Where Is the Polymath Approach?
Applicability
Why keep investing in different solution attempts—by industry, by field, by challenge—and get stuck, when the complexity and dependencies involved require the same foundations?
This initiative’s goal is to provide the same foundations for all
And more
And more
And more
How Does This Help Me, My Initiative, Organization, or System?
Leadership Questions & Solution Possibilities
The following groups experience the consequences of the unsolved problems differently,
yet each has intervention possibilities that strengthen those of others
Compare this with today’s chaos of guidance and directions versus …
… each group’s Intervention Possibilities actually strengthen those of other groups =
Please select the groups of interest:
Individuals
→ Long hours, ongoing stress, or burnout
→ Productive positions being removed?
→ More of the same efficiency or cost-savings projects and reorganizations that:
→ Common yet solvable root causes of these situations remain unaddressed?
Together with your colleagues, you can ask this Leadership Question and guide professionals to where more details can be found.
More in the Call to Contribute section below
→ Unnecessary symptom treatment and suffering for complex health matters¹ like mental matters?
→ Paying twice: first through your insurance for treatments that fail to deliver needed results, and a second time for unsupported treatments that deliver the needed results?
→ Ever-increasing Health Services bills?
→ “More-of-the-same” research for complex health matters through our donations and taxes?
1 Complex physical activities inside the body, and mental matters such as dyslexia, ADHD, and autism
→ There are strong patterns of unsupported treatments delivering needed results after supported treatments have failed
→ Research attempts for these unsupported treatments get stuck because current research models are unfit for complex matters
→ There can be no scientific proof because of the previous point
→ The suffering, costs, and risks of such treatments can be (far) lower than those of supported treatments
For treatment decisions on complex health matters, you can ask for a list of therapies showing the research status of accepted therapies and of therapies that delivered needed results where accepted treatments failed.
More information: see the Health Services Call to Action (when released), Tutorials 1 and 2, and the first 5 minutes of Tutorial 3.4.5.
You can point professionals to the Health Services group below.
In support of getting this research done, you can ask:
What are charities and research funders doing to get result-delivering therapies researched with models suited for complex health matters?
More in the Call to Contribute section below
→ The consequences of unsolved problems being offloaded to the weakest,
and this giving negative developments — which we thought were a matter of the past — the space to rise again?
→ Quite often, simple solutions of the highest-impact are waiting to be unleashed?
You could ask one or the other Leadership Question to get root-cause treatment going in your environment — no further knowledge required
and invite others to do the same
More in the Call to Contribute section below.
→ Extensive fire fighting?
→ Ongoing stress and burnout?
→ Getting stuck in the system?
→ Friction with clients, colleagues, executives, and funders?
→ The costs this creates
→ Much of this can be prevented EARLY ON?
By doing this Health Check — the Health Check containing only 17 intervention possibilities grounded in common, solvable root causes typically hidden deep in the systems
By creating Executable Solution Frameworks EARLY ON (explained in Tutorial 3.4.2)
By complementing today’s innovation path — typically designed for engineering-type solutions and, hence, stable situations — with a complementary innovation path designed for solutions to complex and dynamic situations (more in Tutorial 3.4.4)
→ Lack of interest, resistance, and opposition in target audiences through …
continued use of best practices, frameworks, models, trends, and ways of thinking that work well for stable environments like factories, but …
have failed — for more than two decades — to solve complex problems?
Typically missing:
→ Listening to what worked where our long-standing approaches failed could provide the breakthrough guidance?
This webpage gives immediate access to a co-created knowledge base built from what worked where long-standing solution approaches failed
Quick ways to get started:
Review relevant groups in this section — especially those listed under ‘All Groups…‘
Ask and respond to Leadership Questions such as those above, in this section, in the Calls to Action, the Tutorials, and the Leadership Questions – For Specific Situtions.
Doing this Health Check—only 17 check points—for new and troubled projects, innovations, and organizations
→ Reporting at the surface?
→ Repeating narratives that treat symptoms?
→ More of the same that missed getting to the root causes and the available solutions of our colossal problems?
→ The real story may be that the solvable root causes of our colossal problems — and the impactful solutions they lead to — have been missed for decades.
They may be waiting to be unlocked, simply because our long-standing models, decision-making, and solution approaches were designed for stable situations and, hence, are unable to handle solutions designed for today’s complex and constantly changing realities.
To begin unlocking what has been missed for decades, just sign up for our Calls to Action (under development) through our Newsletter and/or our YouTube Channel
Don’t want to wait?
You can familiarize yourself right away with this homepage, the Fundamental Level of the Manifesto, and the complementary Operating System
→ Costly fire fighting,
→ Expensive corrections,
→ Foreseeable failure?
→ Much of this can be prevented and success rates increased substantially with small efforts early on
→ Executable Solution Frameworks can be identified through a few workshops early on
By asking to verify the project against this Health Check — the Health Check containing only 17 check points grounded in common, solvable root causes typically hidden deep in the systems
By complementing today’s innovation processes — typically designed for engineering-type solutions and, hence, stable situation — with a complementary innovation process designed for complex and dynamic situations (more in Tutorial 3.4.4)
By requiring Executable Solution Frameworks EARLY ON (explained in Tutorial 3.4.2)
→ Efficiency-improvement approaches that can be state-of-the-art practices for stable environments, but have failed — for more than two decades — with complex challenges
AND
→ A simple policy provides the highest-impact solution possibility to:
→ Various further solution possibilities with the highest impact at the lowest costs and risks are waiting to be released
→ This policy provides one of the foundations required for agile yet reliable decision-making across the Enterprise, and for a strong competitive position.
→ The existing bureaucracy can be used to get it implemented
You could create a position with the goals to stop the waste of budgets and resources on approaches that predictably fail, and to enable impactful solutions to get through the system again.
You and your advisors could educate yourselves right away on:
Communication techniques that worked well earlier, but now trigger “won’t work” conclusions in target audiences
and on
how highest impact solutions at the lowest costs and risks for complex matters been found repeatedly?
More under ‘All Groups …‘.
You could instruct your advisors and experts to do quick Health Checks — only 17 check points grounded in common, solvable root causes typically hidden deep in the systems
To restore trust quickly, you could — in combination with solutions to the most-damaging root causes — apply Adaptive Integrity of Manifesto intervention 7.B
→ To target audiences “This has been tried before, it won’t work” through expressions, actions, priorities, or decisions that worked well a few years ago but are now associated with “failure ahead”:
And thereby making it impossible to restore trust, let alone solve the above problems?
→ Most damaging root causes — located outside the boundaries of long-standing approaches — can actually be resolved?
→ Listening to what is REALLY NEEDED is on its way to becoming the benchmark for effective communication?
→ A simple policy could:
→ Adaptive Integrity provides a quick way to restore lost trust — when applied together with solutions addressing solvable root causes of the highest damage
You could require the creation of a position with the explicit mandate to stop the waste of budgets and resources on approaches that predictably fail, and to enable impactful solutions to get through the system again
You and your advisors could educate yourselves right away on:
Communication techniques that worked well earlier, but now trigger “won’t work” conclusions in target audiences
and on:
How highest impact solutions at the lowest costs and risks for complex matters have been found repeatedly.
More under ‘All Groups …‘.
You could require projects and decisions to be verified against this this Health Check — containing only 17 intervention possibilities grounded in common, solvable root causes typically hidden deep within systems
To restore trust quickly, you could — in combination with solutions to the most-damaging root causes — apply Adaptive Integrity of Manifesto intervention 7.B
All Groups — Except Employees, Patients, and Citizens
→ To target audiences “This has been tried before, it won’t work”?
Through:
→ This can be prevented through:
Letting go of Loaded Expressions
Initiative owners, decision-makers, and their experts responding to relevant Leadership Questions from this page, the Manifesto itself, the Leadership Questions – For Specific Situtions, and —
when additional information is desirable — from relevant Calls to Action, Tutorials, and Laws of Nature
Authentic Listening and Adaptive Integrity – practices on their way to becoming required to restore trust (see Manifesto Intervention 7.B)
Doing this Health Check for your initiative, project or movement — a Health Check containing only 17 checkpoints grounded in common, solvable root causes typically hidden deep in the systems
→ Predicatable project failure by:
→ AND this worsening the obstacles that subsequent solution attempts must overcome
After more than two decades of Level 1 and Level 2 consequences:
→ Highest-impact solutions — at the lowest costs and risks — are waiting to be unleashed:
Through executives, managers, experts, innovators, and project managers who want to become Next Generation Leaders, by:
Using what worked where our long-standing solution approaches failed, and keeping what continues to work well.
By asking and responding to Leadership Questions such as those above, in this section, in the Calls to Action, the Tutorials, and the Leadership Questions – For Specific Situtions.
By inviting individuals with the Skill Set for Solving Complex Problems into influential and decision-making positions and providing an environment where exact/linear. More in Tutorial 3.4.3 and Leadership Questions 5.#.#
By complementing linear innovation processes with an innovation process suited for complex matters. More in Tutorial 3.4.4.
By creating research models suited for complex matters. These models based on fundamental principles of science overruling today’s research models.
More in Manifesto Intervention 4.A: FOCUS ON HIGHEST IMPACT: Fundamental principles of science requiring… and Tutorial 3.4.5.
Initiatives, Organizations, and Systems
→ Waste resources trying to retain volunteers and make a declining support base grow again?
→ Demand that decision-makers make the problem-solving decisions WHEN THEY DO NOT KNOW HOW:
→ Use practices and communication techniques that signal “more of the same that has been tried before”?
→ Get stuck in the system?
→ There is an “easy” way to guide decision-makers and their advisors to:
→ Your Initiative or Movement could be designed for executability, scalability, and value realization at the desired system level — and aligned with today’s realities
The easy way:
Inviting your supporters, associated initiatives, and other movements to bring relevant Leadership Questions — provided here in this section for various groups, and here for specific situations — directly into the decision-making of organizations.
For more information, see Levels 1 & 2 in the Call to Contribute section below.
To avoid ‘more of the same’ conclusions, see Communication under All Groups in this section.
Initiative and movement design through:
This Health Check and creating an Executable Solution Framework EARLY ON, or when a trouble situation needs to be resolved (explained in Tutorial 3.4.2)
→ The competitive position through the exponential growth of non-productive matters such as:
→ Impactful solutions to all these matters are available today
→ You are free to use solution elements from this Manifesto initiative, your own, or those of third parties
See specific challenges under ‘All Groups‘ in this section and the Manifesto and Operating System
→ Capacity bottlenecks ‘everywhere’?
→ High project failure rates?
→ A crippling bureaucracy?
→ The lost ability to solve complex problems?
→ Impactful solutions and innovations being excluded by processes and regulations designed for stable situations — while the environment is complex and changes quickly?
→ Impactful solutions to all these matters are available today — including a simple directive for root-cause treatment of unnecessary bureaucracy, complexity, and high project failure rates,
… thereby freeing up resources and budget for the tasks public services are expected to provide
While you are free to use your own or third party solution elements:
See specific challenges under ‘All Groups‘ in this section and the Manifesto and Operating System
→ Ever-increasing cost savings pressures?
→ Structural Capacity Bottlenecks ‘everywhere’?
→ Medical positions being reduced to finance unnecessary bureaucracy?
→ Giving up on patients with complex health matters, or limiting care to symptom treatment — while far too many of these patients found treatments outside official Health Services that deliver the needed results?
This caused by:
Prof. Michael Fitzgerald, psychiatrist and Einstein-Newton-Darwin researcher: “The science model we have at the moment is not fit for purpose” 2
→ Patients paying twice: through their insurances for treatments failing to deliver needed results, and a second time for unsupported treatments delivering the needed results?
→ The indirect suffering and the enormous costs of unnecessary mental matters — from productivity loss at work up to vandalism, crime, and imprisonment?
→ Two huge sources to
are waiting to be unlocked through:
By applying relevant practices of the Tipping Point and Capacity Bottleneck Laws of Nature, as outlined further down, and in Tutorials 1 to 3.3.
By responding to the Health Call to Action (when available): an example of extreme treatment costs, extreme suffering, and long-term treatment — versus the patient fully recovered within months and having to pay for that treatment himself.
By developing research models suited for complex matters through applying the overruled principles of science.
For a model proposal see Tutorial 3.4.5 and for the missing principles Manifesto intervention 4.A
By responding to specific challenges under ‘All Groups‘ in this section and relevant elements of the Manifesto and Operating System
1 See Tutorials 1, 2 and 3.4.5
2 Michael Fitzgerald. Trinity College. Dublin. Retired. In Manifesto Tutorial 2.
→ “Do not trust science”?
Through:
1.
Theoretical models — supposed to address complex matters — having failed1 for more than two decades to:
2.
Fundamental principles of science2 being overruled when the problem to solve involves complex matters
3.
Scientists demanding that scientific facts be adhered to in this very situation
And this undermining the credibility of science at large?
→ Lost trust can be restored
By solving points 1 to 3:
Through: see ‘All Groups…‘
1 Failure of models:
2 Fundamental principles of science:
What you can do
Our Call to Contribute — At Any Level That Feels Right
Let’s create an irresistible force by bringing Leadership Questions directly into decision-making — within your environment and across the globe
Through
Simply sharing Calls to Action providing Leadership Questions anyone can ask
Up to
Co-creation of impactful solution packages
You can simply:
Want to know how missing the Tipping Point Law may impact your life? Watch Tutorials 1 and 2
When you suspect unnecessary suffering, no one taking on responsibility, or “too much of the same thinking that was tried before” — you can ask one or a few Leadership Questions by:
Has the Law of Nature Manifesto’s Health Check been done?
The Health Check —available for immedate download— contains only 17 checkpoints based on common lessons learned and solvable root causes hiding below the surface
Will the decision to be made improve or worsen the health of people, the organization, the environment, or the planet?
What Laws of Nature could apply?
What practices do they demand?
The Tipping Point and Capacity Bottleneck laws are likely to be relevant with bureaucracy and complex challenges – more in Tutorials 1 and 2
Optional
At this level, the door to fresh thinking is opened. In your environment, you ask relevant Leadership Questions that guide decision-makers, advisors, and experts toward fresh insights and highest-impact solutions — while sparking meaningful dialogue. You might want to make it visible by doing the exercise in Tutorial 3.3.
You are free to use your own approaches, practices, and tools, or those of third parties. However, there are a few requirements:
A personal goal could be:
Direct links …
At Level 4, an Executable Solution Framework is co-created for a specific task or project. This can be done by yourself or together with individuals who have the necessary experience and skills.
In addition to Level 3, the following requirements apply:
Your goals could be
Direct links …
Why accepting:
1.
Invest 2–5 hours to explore this homepage, the intervention and solution possibilities under the menu options Manifesto and Operating System, and watch the tutorials that may be relevant
2.
Get somebody with the mindset of “applying what worked where our long-standing solution attempts failed us” into a leading position, and take on the responsibility to:
Or become this person yourself.
3.
This person has the skill set to solve complex problems — or is coached by someone who does
Direct links…
Why Our Long-Standing Solution Approaches Failed Us
For contribution levels:
to
Most damaging — yet solvable — Root Causes remain unresolved
The one-word policy to solve the crippling bureaucracy at its most damaging root cause is missing
By publishing the word and its implications as a top-level policy, bureaucracy itself can be used to bring it into decision-making at all levels — and to drastically reduce bureaucracy to healthy levels.
Before the word can be made available, its context needs to be established. This is provided through the Manifesto’s tutorials.
Popular expressions trigger:
Same Thinking — Won’t Work
These expressions may still work for the own group, but trigger “won’t work” when used with other groups.
As soon as three or more groups have to work together, adjusting the expressions to each target group no longer works.
Example groups
What works in small environments gets stuck when scaled up.
Solutions, models, best practices, and IT tools are typically designed for a few parts of a complex problem — and miss the mountains of obstacles that appear when scaled up.
The same root causes
across industries, fields, and subjects
Quite often, simple solution possibilities
are waiting to be used
Needed: A Reliable Foundation to Create a Common Path
For contribution levels:
to
A Manifesto
Providing the highest-impact
intervention possibilities
An Operating System
Like Windows, Android, or iOS — but enabling healthy societal, organizational, and planetary systems
Based on …
Something powerful enough that it cannot be rejected
Intervening where …
The highest impact can be made at the lowest costs and risks — at the system level
Complete enough …
To turn today’s chaos of guidance and directions into a common path
Enabling decision-makers and initiative owners to …
Make the problem-solving decisions
Get impactful solutions through the systems with high speed and reliability
Emile van Essen, Founding Chair of World Sustainability Fund:
As far as I know, this is the only initiative worldwide responding to the following at the level required:
Nature’s Guidance
For contribution levels:
to
.
We Are All Part of Nature
So are the organizations we work for, the environments around us, and the systems we have created
Nature thrives when the environment is healthy
Nature’s Laws are present or occur
Nature’s Laws cannot be overruled, ignored, negotiated away, or changed by human will
It does not matter whether these Laws still need to be identified, require adjustment to the latest findings, or are expressed in exact, verbal, or illustrative ways — they are present or occur
No mathematics is needed for the main Laws
guiding us out of the Polycrisis
.
A few Laws of Nature — overruled, denied, or overlooked — guide us out of the devastating situation
The only solution left and powerful enough to solve the existential threats we face may be:
The (re-)integration of relevant Laws of Nature
in Decision-Making
Before Nature’s guidance can be used
Action Paths
For contribution levels:
to
When mainstream decision-making changed to
decision-making by hard numbers, money, and linear practices ‘only,’
information of critical importance — that could not be expressed this way — became invisible and treated as irrelevant.
Alongside high failure rates, stress, and burnout, this led to so-called management mistakes and managers being blamed — while they and their advising experts believed they were applying state-of-the-art practices.
This is a most damaging Root Cause and not solvable as such. Solvable Root Causes are required: see Root Causes 2 and 3.
These mainstream practices are hereafter referenced as exact practices
In the wake of Root Cause 1, we lost the ability to apply two groups of Laws that match the above criteria for Laws of Nature:
Solvable Root Causes
The Tipping Point Law of Nature applied to complex matters: missing ‘everywhere’ — see One Law of Nature Stands Above All Others below
The missing education of decision-makers and experts in the Laws of Nature relevant to their fields — when these Laws cannot be expressed in exact ways
In the wake of Root Cause 1, these solvable Root Causes emerged:
Individuals with the skill set to solve complex problems have been — unintentionally — excluded from hiring and job-advancement processes for two decades
Our children — who may have developed several such skills — have been, and continue to be, directed away from this skill set and into the exact skill set dominating our educational systems
This has led to few — or no — individuals in influential and decision-making positions with the ability to see highly effective solutions and get them through the systems.
Example
How this Root Cause can be solved: see in Manifesto Tutorial 3.4.3.
With water — and in countless other situations — we apply this Law without realizing it is, in fact, a Law of Nature.
The Tipping Point Law:
“When a Tipping Point is crossed, something fundamental changes”
How we apply this Law in organizations
We adjust our practices according to the state — solid, liquid, or gas. The same applies to other substances
Further Tipping Points:
Other expressions for Tipping Points:
Beyond the Tipping Points of increasing Complexity, the Tipping Point Law demands different practices.
Until about the turn of the century, switching to the suited practices happened automatically. It happened through practices that used to be integral to decision-making when exact practices could not provide reliable outcomes. These practices were called Common (Business) Sense and Intuition.
Applying exact practices beyond the Level 1 and even Level 2 Tipping Points became common. This happened because the Tipping Point Law was not identified as a Law of Nature — let alone for complexity.
This led to the new trends of agility and self-organization, with their open and non-linear practices. However, those approaches also missed the Tipping Points. They are now criticized just as much as the traditional best practices and models.
The systems — within which the problems at the top of this page must be solved — are now beyond the Level-2 Tipping Point.
Beyond this Tipping Point, the systems …
Patterns of systems and organizations being beyond the Level-2 Tipping Point:
Effort and cost consequences & Solution Possibility
The Tipping Point and Capacity Bottleneck Laws of Nature provide the practices needed to get this solved. A single word tells when a switch from exact / linear practices to open practices is needed — and when the reverse applies.
More in Tutorials 1 to 3.3
By setting boundaries and requirements, our long-standing approaches have limited solution possibilities.
In contrast, the Polymath Approach goes beyond these limitations. By drawing on complex bodies of knowledge spanning multiple fields and subjects, it seeks the highest-impact solutions for the whole of a problem.
For more information, see Wikipedia and Manifesto Tutorial 3.4.3
For complex and systemic matters, we seek what delivers the greater value. The Tipping Point Law of Nature guides to when which type of practice is required. Because both complex and non-complex situations coexist within complex environments, both types of practices are necessary.
Unsure which type to apply? Simply follow this guidance:
Listening to what is REALLY NEEDED in TODAY’s WORLD to solve the growing problems we face
OVER
Applying what worked in a world gone by
Listening to WHAT WORKED where our long-standing solution approaches failed us
OVER
Applying established models, best practices, frameworks, tools, trends, and long-standing ways of thinking
Taking on responsibility for the whole — at the system level
OVER
Partial solutions that leave too many obstacles, gaps and conflicts unsolved
Seeking the exact and verbal rules of the highest impact — at the highest system level
OVER
Seeking exact rules or rules for a part
Designing Executable Solution Frameworks of high-to-highest impact for the system level — FROM THE BEGINNING
OVER
Designing solutions for a part and assuming what works in a part can be scaled up in complex environments
The Law of Nature Manifesto & Operating System: Overview
(LoN-OS)
For contribution levels:
to
Various practices to open fixed ways of thinking
Some visible, others emerging through the interactions between Manifesto and OS elements
A knowledge base of concise yet highest-impact insights and solutions
Natural process flows, Core Human Values, Essential Behaviours, etc.
Select what is relevant for the situation at hand — ignore the rest
Available from this webpage for immediate use
Free use —including free commercial use (Creative Commons licenses apply) 1
The LoN Manifesto+OS in only 1 to 6 hours1
(6 hours for solution design experts)
Law of Nature ManifestoTM
(LoN-ManifestoTM)
8 + 7 Intervention Possibilities of the Highest Impact
Core Human Values & Essential Behaviours
Law of Nature Operating SystemTM
(LoN-OSTM)
A group of independent individuals with extensive experience in what delivered needed results where our long-standing solution approaches failed us.
When they could not find anyone in businesses, public services, or universities responding at the levels required — for making impactful solutions executable, scalable, and durable at the system levels — they took on the challenge. It led to the LoN Manifesto + Operating System.
Netherlands, Germany
Polymath
Initiator and main Analyst of the Manifesto
Consultant, Inventor
Arti Ahluwalia
India
Polymath
Coordinator of Publications UN Commons Cluster NGO Major Group
Ecocivilisation Country Chair India
Director at Dimex India
Stephanie Barnes
Canada
Creativity for doing things differently
Sharon Bowes
Canada
Life of Meaning Strategist
Nature’s Wisdom Strategist
Margie Charpentier
Netherlands
Background support and out-of-the-box contributions
Emma de Klerk
Netherlands
Translater
Creative Illustrator
Jennifer Fiedler
United States
Coach
Catalyst
Filmmaking Mentor
James N. Rose
United States
Biologist (retired)
General Systems Analyst
Developer of Integrity Paradigm
Elly Rijnierse
Netherlands
Senior Advisor
Civic Leadership and democratisation in Integrated Area Development
Ukpeme Okon
United States, Nigeria
Barrister
Ambassador for Peace
Catherine Schoendorff
Germany, France
C-Suite Coach
Former CEO
John Scholtz
Netherlands
Program Manager
Passion for sustainability
Serene Seng
Singapore
Executive Coach
Speaker
Dr. Mahendra Shah
Indonesia
Director
Co-author UN-IIASA climate change report 2002
Former IIASA scientist
Adina Tarry
United Kingdom
Polymath
Organisation & Leadership Development, HRM Strategy, Quality & Process management, Business & Consumer Psychologist, Mentor, Master Coach & Supervisor, Lecturer, Author, Speaker
Marion van den Eijnden
Netherlands
Avatar Master
Former Occupational Therapist
Harry van der Velde
Netherlands
Holistic analysis and visualization of organizational issues
Owner, ZICHT Visie en Verbeelding
Emile (Glans) Van Essen
Netherlands
Founding Chair WORLD SUSTAINABILITY FUND
Polymath
Many sustainability projects across the globe have received (large) funds. Emile became a co-creator when he discovered that the Law of Nature Manifesto was addressing many of the obstacles undermining the projects funded and he didn’t see anyone else doing this.
