This website and the eBook, available off this website, present the organizational quantum state in terms that most anyone can grasp. I say this despite what Nobel laureate Richard Feynman said in his lecture on quantum mechanics over 65 years ago: “Because we are going to describe something which is different than anything you know about. . . . I think that I can safely say that no one understands quantum mechanics.”
From their conversations with Blue Solutions, people come to understand the quantum state* in their own words. They recover a language base from which to read about the subject. Long ago, such a language base became ingrained in oral cultures as our species developed enhanced language processing skills, and
when dyslexic adaptations in 1 out of 5 people, today, arose to better equip people to work with the quantum mechanics in organizations, notably in combination with being lefthanded, as it was for me, Albert Einstein and Niels Bohr—two friends who won back-to-back Nobel Prizes for their contributions to quantum mechanics. It bares mentioning that dyslexia was considered a gift, rather than a disability, before writing developed. It’s even possible that before writing everyone was dyslexic, just as before dairy farms everyone was lactose intolerant (down to 1 out of 6 people today).
So, the quantum state in organizations becomes clear through conversation, as it does in online sessions. Having said all that, it’s best to start with a conversation. So by all means book a Free Introductory Session.
To prove the point, my eBook recounts a controlled field experiment with two manufacturing facilities that had the intervention—Harley Pump (now FirstPower Group) and Sunbelt Plastics (sold to Tyco and later merged with Johnson Controls)—in contrast to two plants without the intervention—GM’s headlight and taillight plants (both plants shut down simultaneously six months early, 20 years later—Elliott Jaques’ extent of a CEO’s resource commitments and germination period for institutional innovations). With the intervention, the quantum condition made all the sense in the world and still does to those directly involved at Harley and Sunbelt. The problem with the eBook is that it leaves you having to wade through the writing not having had key words redefined through the intervention, such as occurred at Harley or Sunbelt.
Einstein and Bohr had related difficulties. As the eBook mentions, for five years after Einstein published his 1905 papers in his “miracle year” no one contacted him until Max Planck’s secretary did—Planck being the person who won the Nobel Prize for his discovery in 1900 of the quantum condition. As for Bohr, he had everyday people read his drafts for revisions prior to publishing, since many of them had firsthand experience with the quantum condition in blue-collar jobs. That left the academic audience for his papers scratching their heads about what he had written, made worse by Bohr’s blue-collar revisions. In other words, if you find this website and the eBook difficult to grasp, don’t be surprised. It wouldn’t have surprised Richard Feynman.
So, before you go any further, scratching your head and racking your brain, again I recommend a Free Introductory Session. What these sessions do is nothing short of amazing, going back to our species’ evolved language processing skills. Each session naturally grounds the language of quantum mechanics to a variety of work settings, management styles, and cultures. These sessions recover a lost vernacular as memorialized in a myth about a ziggurat, the Tower of Babel, being built in a region where early systems of writing developed. These diverse systems created a great rift. Once part of the same nation with the same language, people began writing and speaking differently. Soon, what one said sounded like babel to others. No longer able to talk to each other and finish the tower, they dispersed to the ends of the earth, as separate nations in constant conflict.
Thomas R. Blue, PhD
Footnote
*The quantum world of management positions. As my eBook explains in greater detail, the quantum state exists in plain sight, yet well disguised. For instance, a disguised Midlevel stands out in a trendline of Elliott Jaques’ resource commitments at the different management levels. It takes multivariate analysis of authority and responsibility to flush out this quantum state. Organizations are built on increasing authority moving up to the CEO level with the responsibility for the work delegated down the management levels. As clear evidence of this quantum state, authority and responsibility follow Heisenberg’s uncertainty principle with only one of them statistically significant at a time: either authority is significant with responsibility random, or responsibility is significant with authority physically real, but imaginary. Even when significant, there remains a p-value for the lingering uncertainty of the significance. Authority’s uncertainty of p = .006 equals 2pi (the radians in a circle) times responsibility’s uncertainty of p = .001, which is equivalent to Bohr’s formula of h = 2pi × ΔL for a quantum jump down to the next lower management level. So for each jump down of p = .006, there is a 1 time out of 167 increase in the uncertainty of authority and a p = .001 (1 time out of 1000) increase in responsibility’s angular momentum (ΔL). This brings us to yet another quantum characteristic: the uncanny accuracy, particularly when it comes to the Bohr model. With pi known to trillions of decimal places, authority’s uncertainty and Planck’s constant (h) can be calculated to trillions of decimal places as well.