IFP Reflection Questions Instructions and Coaching, Part 3 of 4 [18 pages]

Philosophies of Competition

Competitions are, fundamentally, contests between two or more competitors to win a “prize”.

The Winner is determined by Prospective Buyers. They judge which competitor produces the most valuable, or helpful, outcomes with their offers, practices, narratives and strategies.

Prospective Buyers are customers, employers, employees, colleagues and vendors.

Fundamentally, the “best outcome” is always an offer, practice, narrative or strategy that is the most helpful, or that best helps the Buyer produce outcomes that fulfill their intentions.

Because businesspeople use computers and the internet, the “best” OPNS today are (1) fresh, (2) new, (3) highly valued and (4) scarce relative to demand.

Competition is harsh and the consequences can be brutal to businesspeople’s families and businesses when businesspeople can’t make enough money.

Marketplace competitions are “winners take all”.

Losers “lose” all of the time, energy, money and lost opportunities they “spend” to compete.

Everyone competes in the marketplace to earn prize money, or income, to support their family with their offers, practices, narratives and strategies.

*****

What is competition for you now?

Fundamentally, how has using computers and the internet changed the competitive situations in which businesspeople and business organizations find themselves having to compete to earn a living?

Speed, complexity, competitiveness, new technologies?

How has “earning a living” changed since IR#4 began and pensions for businesspeople were competed out of existence?

What is the “power” of marginal utilities to seduce and compel people? How do they work?

What is “value”, and why does it only exist when OPNS are “scarce relative to demand”?

When OPNS are “common”, Buyers don’t bother to assess value. They don’t have to. They allow marketplace competition to set the price for them.

Why doesn’t relying on common sense work when using computers and the internet?

What is task orientation and why isn’t it competitive in IR#4?

What makes using a competitive, fundamental strategy such as The Aji Source Fundamental Strategy so much more competitive than hard work, getting the job done and relying on common sense in IR#4, or when using computers and the internet to make money?

4. CSCS:

Concerns, Situations, Capabilities and Strategies

What human, marital, financial, career and business concerns

… do you need to take care of,

… to what standard, and why,

… to fulfill your financial, career and business intentions?

What competitive situations exist:

Threats to avoid? (competitors, technologies, politics, economics)

Obligations to fulfill? (COS, time, quality)

Opportunities to exploit?

… created by competitors’ OPNS,

… or those of your colleagues, employers, employees and vendors,

… and how do you cope with and exploit their existence to fulfill your intentions?

What tactical, strategic and competitive capabilities do you need to learn, or improve,

… to fulfill your intentions?

What strategies, or complex action plans,

… do you need to learn, design and execute,

… to fulfill your intentions?

5. The Action Package

Every human being develops an Action Package of different orientations and actions they use to act effectively, or to produce outcomes that fulfill their intentions.

Engineers, doctors and lawyers, for example, learn different Action Packages.

An Action Package is a human being’s:

Ambitions, Moods, Explanations,

Distinctions, Interpretations, Intentions,

Commitments, Practices and Outcomes

IR#4’s competitive situations require a completely new Action Package to cope with rapid change, competitiveness, complexity and new technologies.

Consequently, businesspeople need to redesign and improve their Action Package throughout the day.

Businesspeople always have a fundamental, or underlying, Action Package that is biological, personal, historical and cultural that they must be able to notice, observe, assess and modify to fulfill their financial, career and business intentions.

What is your Action Package?

What are your ambitions to survive, adapt over time, and live a good life?

What are your moods of ambition, passion about the future, enthusiasm about work, wonder about all there is to learn?

Are you in “good moods” or “bad moods” to learn, communicate, coordinate thought and action, and to design fresh, new OPNS you can use tactically, strategically and competitively?

What are your explanations about people, business, competition, computers and the internet, money, tools, identities, organizations, leadership, etc., that need to be tactical, strategic and competitive?

What are the distinctions you use to notice, observe, assess, design and execute new OPNS?

What are the interpretations about DMRVP, OPNS, CSCS and Aji you use to design new tactics and strategies?

What are your intentions to produce tactical, strategic, competitive and financial outcomes

… to fulfill your financial, career and business intentions?

What are your commitments — simple and complex — to customers, employers, employees, colleagues and vendors,

… and are they satisfactory?

What are the practices, or new business skills,

… you use to produce outcomes to fulfill intentions

… and are they satisfactory?

What are the outcomes, or results, of your thoughts and actions,

… or your OPNS, networks, autonomies, accomplishments, identities, leadership roles, business organizations and anticipations,

… that will fulfill your financial, career and business intentions?

* * * * *

Here is a bit about each of the Aji Action Package distinctions:

6. Commitments

A “commitment” is a declaration of cause.

When businesspeople “make a commitment” they announce that they will assume responsibility for, or be the cause of, producing an outcome.

There are only 5 fundamental commitments (simple) human beings can make, regardless of the language they speak or their culture.

Businesspeople also make an array of complex, fundamental commitments,

… e.g. OPNS, complaints, apologies, missions, ambitions, strategies.

Businesspeople’s identities of trustworthiness, value, authority, leadership and dignity (TVAL&D)

… are grounded in the accomplishments they produce with the simple and complex commitments they are able to design, speak and fulfill.

*****

How can you improve the value of your simple commitments? (Make them more important, useful and worthwhile to accept.)

How can you improve the “conditions of satisfaction” of your promises and/or the “time” — by when — they will be fulfilled?

How can you improve the COS and “by when” of the requests you make to colleagues, employers, employees, customers and vendors?

How can you improve the “declarations” you make about your intentions and value?

How can you improve the grounding and interpretations you make when you assess DMRVPs, CSCS, OPNS and how you execute The Strategy?

How can you improve the “power” of your assertions so they are more seductive, compelling and valuable?

How can you improve the “marginal utilities” of your OPNS so they are fresh, new, highly valued and scarce relative to demand?

How can you improve the commitments you make when you execute each part of The Strategy?

7. Tactical Meetings, “The Tactical Pivot”

How do businesspeople design and execute a NEW:

Offer?

Practice?

Business Narrative?

Strategy?

… so its marginal utilities are (1) fresh, (2) new, (3) highly valued, and (4) scarce relative to demand

… and execute The Strategy competitively enough to fulfill their financial, career and business intentions?

Please deconstruct your most valuable offer, practice, business narrative and strategy to illustrate your explanations and claims.

How do businesspeople improve the value of their EXISTING OPNS with new marginal utilities that are fresh, new, highly valued and scarce relative to demand?

How can you improve the value of your most competitive offer, practice, business narrative and strategy?

How do businesspeople use new or improved OPNS tactically, strategically and competitively to execute The Aji Source Fundamental Strategy?

How do you intend to use your most valuable offer, practice, business narrative and strategy to execute The Strategy:

Please (1) deconstruct and (2) assess the DMRVP

… of your competitors’ most seductive and compelling offers, practices, narratives and strategies,

… and the goods and services they produce with them,

… and then design better ones with more valuable marginal utilities for yourself.

How can you design your most strategic and competitive offers, practices, business narratives and strategies,

… so that they are more valuable — important, useful and worthwhile — than your competitors’

… and create monopolies for you, even if it’s only for a day?

* “Competitors” can include colleagues, employees, employers, vendors and customers.

How can you design and speak each offer, practice, business narrative and strategy you design

… so each one is easy, enjoyable and definitive to listen to?

(End Part 3 of 4)