In 1984, reporting the 40year future history timeline of worldwide networking,

1
In 1984, reporting the 40-year future history
timeline of worldwide networking, Norman Macrae
drawing on knowledge worker sages like Drucker
and computer/net futurists including his son
predicted we might find that people got lost in
big brother worlds or we might free ourselves
from governments spending our money and large
organisations wasting our time and trust - to
be intrepreneurially free as well as socially
respectful of the expectations/needs of the
worlds poorest.

• TODAYS BLOCKS TO FREEDOM
• Governments Big global organisations
• have developed global accounting
• numbers performance in ways that is
• Mathematically perfect to
• Destroy trust knowledge workers need
• to systemically multiply their productivities
• Penalise the long-term stakeholder,
• eg the pensioner investor
• Cling opaquely to their old powers and
• mutual vested interests
• Profit from systems that compound risks
• and are needlessly increasing the desperation of
  the worlds poorest 2 billion

THE MACRAE TIMELINE
lx 1984 few people believed 2024s comfort,
ease, abolition of crime and freedom of living
styles achievable. Moreover, mankind very nearly
didnt. This is an examination of why
what happened did, and what could have happened
was mercifully avoided.
87 Inter-networking is the 3rd of the great
transport freedom revolutions that has
transformed society in the last 200 years,
(railways were first, the automobile second).
Networks were bound to be the most far-reaching
because once infrastructure is installed, cost
doesnt depend on distance. BUT all three
revolutions were opposed by those with great
ruling power.
37 By 2005, the gap in income and expectations
between the rich and poor nations was recognised
to be mans most dangerous problem
"Focusing exclusively on financial objectives
distorts the structure of organisationsand in
ways that ultimately jeopardise them. This is the
most important business lesson of the past
decade. (John Kay)
The mathematics and maps of living systems
exist. 80 of value growth or destruction now
depends on transparent governance of trust-flows,
but the yet-to-come application in powerful
organisations may be this decades final
examination for humanity
2
Knowledge Productivity Rule 1- The Organisation
is only the middle of 5 productivity multipliers.
Visualise spirals of human flows beginning
with K1 The Knowledge Worker K2 Networkers
Teams K3 The Organisation K4 Global Net of
Orgs. K5 Our Democratic Capitals
Value Demand Pattern Rule 1- any core stakeholder
can zeroise a companys value if you totally
destroy their trust-flow
Why would any organisation expect to be trusted
let alone have goodwill worth millions or
billions of dollars - if ...
1. The system is governed by measurements that
compound distrust/risk instead of detecting it.
2.The most knowledgeable people in that
organisation do not know what makes or breaks the
trust of those people it serves or who have a
stake in its sustainability. 3.The
organisation repeatedly fails to protect itself
from common cultural diseases where employees are
too shy to pass bad news up organisation and too
shy to ask co- workers who lie or otherwise abuse
people's trust to behave better. 4.It does
not know which of its worldwide partners may be
putting people at risk by cutting corners.
5.It has no gravity because its leaders have no
context specific metrics for valuing unique
purpose and the difference we make.
3
Context Leadership Locally Globally trust-flow
process 5
Part of THE MAP of trust-flow at www.valuetrue.com
How do the human flows map?...then
Intangibles
Capitals
H U M A N F L O W S
Employee segments
Knowledge Worker
K-Workers Personal Network
Customer Segments
Owner Segments
Organisation reporting entity
Partner Segments
Network of Organsiations
Infrastructure region/policy
Local Global Society



TRUST
COURAGE Co-responsibility
LEARNING Passion to innovate
EMOTIONAL-ID Win-win relationship energy
TIME
4
5 dimensions of change for lifelong learners
changing measurement so that trust-flow
performance is value as much as chasing
monetisation numbers what human scale and
large scale change agents can bring to different
parties the fundamental value shifters
which include knowledge technologies and impacts
such as internet, globalisation
changing organisations from command and control
management to living system co-management,
where Meg Wheatleys book is a primer I am aware
of how everything is changing both
economically and socially clearly corporations,
governments and NGOS are not only
misaligned versus transparent living system
possibilities but viciously spinning each others
systems further and further out of alignment
-5-
-4-
-3-
-2-
-1-

• TO Living System Worlds
• Dynamical
• Non-Linear
• Co-Creative
• Far-from-equilibrium
• Innovating purposefully
• so complex is simple through to simply doing

• From Scientific Performance Management
• Materialism
• Mechanism
• Reductionism
• Determinism
• Conservatism

• To/From Links
• Talk by Laurie Fitzgerald-
• Case of Transformative
• Power of Chaos in
• Redesigning a Dutch
• Market Leader. ODForum,
• Salem, Boston 03.
• Meg Wheatley (1999)
• Leadership The New
• Science -discovering order
• in a chaotic world

5
Menu Contrasting Numbers Controlled Organisations
vs. Living Systems
Trust-Flows 5 Mathematical Opposites T1 Compound
risk/conflict, vs. detect and rectify emerging
conflicts at least cost to system T2 Cannot
openly see integrity of what makes or breaks each
stakeholders trust, vs. sees to what every
stakeholder values most learns of change
because of proximities earned through sustaining
trusted relationships T3 Neither protects against
top 10 system diseases nor appears aware of them
vs. always protecting health of internal system
in Terms of true behaviours of people and
ensuring vital knowledge flows openly T4 Neither
shares nor sees (nor knows whether there exist)
partners maps of transparency, vs. requires
partners and network to openly share
trust-generating knowledge and open governance
seen through transparency maps T5 Has lost deep
context and ability to see change as a proactive
advantage, vs. makes deep leadership context and
change the win-win advantage economically and
socially by uniquely creating and sustaining
widespread value Blind to Multipliers of
Intangibles of Productivity Demand Has no way
to see that whole company might be zeroised
either by breaking trust of any of stakeholders
coordinated at V1-V5 or by failing to respect the
knowledge working productivities of K1-K5, vs.
sees intangibles value as compounding Multiplicati
velyv1v2v3v4v5k1k2k3k4k5 Has no
concept that running out of trust-flow is even
more risky than running out of cash-flow, vs.
knows that trust-flow now explains about 80 of
future value grown or destroyed as well as all
social capital win-wins Has effectively lost the
capability to innovate and where globally
profitable is likely profiting from putting
people at risk, vs. is sustaining innovation and
making a difference for humanity Specific
Network Age Opportunities K1 Is disconnecting
individual knowledge workers from making a
difference, vs. multiplying every persons make a
difference energies within a simple systemic
pattern and with co-worker support K2 is not
aware of network and team multipliers of
productivity, vs. maximises productivity of each
employees network K3 Is trying to extract
knowledge through the trust destroying mechanism
of claiming to appropriate value of
knowledge whilst booking people in as a cost to
be cut, versus valuing people relationships to
truly progress the purposeful K4 has no open and
productive relationships with business partners,
vs. seeks openly lead the networks growth as
win-win with the organisations K5 Is trying to
lobby for protectionism whilst spending more time
seeking to avoid national taxes than it does on
innovation, vs. makes nation proud to support
company as exemplary citizen of regional progress
and developer of human and social capital Menus
to come include opposite searches for methods to
use opposite understanding of pattern rules etc
6
The Intangibles of value demands knowledge
working productivities drive 80 of wealth
created or destroyed by Global Organisation and
System of System Networks. MAPS can also enable
people to see how corporates, governments and
NGOs will impact the dynamics of each others
living systems. In risk strategic opportunity
analysis, we can now see why the leadership adage
running out of cash-flow is risky must be
twinned with systemic intelligence that running
out of trust-flow is doubly disastrous for the
corporation. Mathematics of Trust-flow is
governable transparently to prevent zeroisation
of billion dollar investments in corporate
goodwill and to sustain confidence in business as
investing democratically in win-wins with
society - developing human/social capitals across
local cultures worldwide.
a

• MISSING GOVERNANCE- Brookings, EU, leading
  economists, Greenspan (US), Kay (UK) have
  recently announced that
• we have not previously enjoyed
• a Governance System - or the
• mathematical measurements
• - fit for stewarding intangibles.
• The change challenge uniting
• economists and visionary
• business leaders - together
• with risk professionals,
• EU knowledge angels,
• socially responsible capitalists,
• future historians, and large
• scale intervention change agents
• is that we can all now see why
• historically legislated forms of global corporate
  accounting are the worst possible maths for
  intangibles.

THE MAP (John Wiley Winter 2003) tells the
story of how transparency mathematics for
intangibles governance was co-created, is very
human, very simple but immensely detailed to
navigate progressively across global and local
systems. Through open understanding of
value coordinates V1-V5 and knowledge
coordinates K1-K5, we can start to elect premier
leagues of organisational methods as they evolve
for strengthening the emotions and intelligences
of human productivity, as well as bookmarking
true democratic voices- being those that can be
seen to openly represent integrated demands of
stakeholder communities in every deep service
context of concern to humankind
locally and globally
To begin with we need to see three things you can
re-name but we call intangible Value demands,
knowledge (net)workers productivities and
trust-flow systemised openly enough for everyone
to see through and towards the futures they wish
to help lead. We embark by mapping the 5 main
coordinates of Value (V1 to V5) and Knowledge (K1
to K5) and visualise how these become multipliers
in the human trust-flows whose dynamics living
systems must carefully govern and respectfully
network across borders.
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Chris Macrae wcbn007_at_easynet.co
.uk www.valuetrue.com