The Ideas from “Conversations” with an Expert

Here is a snippet of a past conversation that SIMON TAUFEL had with NAGRAJ GOLLAPUDI about performing an Umpire’s job role in the CricketMonthly. Simon Taufel is a former International Cricket Umpire, 5 time winner of the ICC Umpire of the Year between 2004 to 2008.
Read the detailed interview at the original link given below:

NG: Can you talk about your regimen – what you do to PREPARE for these demands on mind and body?
ST: Talking about cricket specifics, I am very strong on WHO I am WORKING WITH, getting video footage of teams and players from a recent series – what some of their TACTICS might be, what the conditions were like, what kind of appeals and things to EXPECT, if there are any TRENDS in my own game I need to address. I try and go through my self-assessment in that format of the game or with those teams and look at areas I could have done better in and develop those into new match- or new series GOALS.

NG: Batsmen and bowlers switch on and off between (ball) deliveries. How did you do it?
ST: Ian Healy, the former Australian wicketkeeper, said something that day that stuck with me: you do not switch off and switch on, you SWITCH UP and SWITCH DOWN. That is pretty much what an umpire has to do all the time; you have to learn to switch up at the right time and switch down. Obviously we have to FOCUS on the BALL, but it is only probably TWO or THREE seconds that we actually have to be at a high level of focus, just like the wicketkeeper. It is about focusing on the RIGHT things at the RIGHT time. If you can do that consistently ball after ball, you are going to do a very good job. Our challenge is to umpire one ball very well, ball after ball, until we run out of deliveries.

NG: About learning from your mistakes and handling wrong decisions?
ST: When you are competing with 29 cameras, Hawk-Eye, Snickometer, Hot Spot, there are going to be times technology is going to show you did not see or you did not hear.
And that is why I always FOCUS on the INPUT side and not too much on the output. I look at my preparation, I look at my mental state, I look at what I was doing at the time, I look to see whether I was in that HERE-and-NOW space that we talk about, whether I was focusing on the right thing at the right time.

One Key Question to Spin Ideas in your domain into Action :
Q1. What is the “BALL” in your play domain, how long do you have to “SWITCH UP” your focus and what is the best “DAILY PREP” routine for your ball game?

Read more at https://www.thecricketmonthly.com/story/591383/-to-be-a-good-umpire-you-have-to-be-a-good-person 
Source Links: www.thecricketmonthly.com 
Watch this space for more “frame” posts that are inspired by life(nature, history, technology, news, etc)

Promantia Global Consulting LLP advises, guides and supports enterprise teams using the below strategies to Turn Ideas into Action
1. shaping ideas by mining, refining, framing, repurposing, combining.
2. validating ideas through specific probes and expert responses in your domain.
3. implementing ideas using cross-industry business solution patterns.

The Ideas from the “Lookout” role to spot obstacles ahead

On April 10,1912, the steam-powered Titanic ship with 2,240 passengers and crew members begain its journey from its port at Southampton, England, bound for New York City, USA. The 882-foot (269-meter) vessel stretched a length of two-and-a-half football fields.

A crow’s nest in the context of a ship is a structure in the upper part of the main mast of a ship or a structure that is used as a lookout point.
The crow’s nest sits high above the deck and provides the best view for a LOOKOUT(a role uniquely assigned to a person or persons) to spot approaching hazards, other ships or land. On the evening of April 14 the Titanic began to approach an area known to have icebergs. Frederick Fleet, was on lookout role duty on the night of April 14, 1912.

David Blair, from Dundee, Scotland, served as the Titanic’s original second officer, but was replaced at the last minute and left the ship in Southampton, saving his life. In his haste to disembark, however, he FORGOT to leave a KEY which was needed in the crow’s nest to access the BINOCULARS or a telescope. The task of spotting ICEBERGS by naked eye, was made difficult by the fact that the ocean was unusually calm that night. Also, because there would be little water breaking at its base, an iceberg would be more difficult to spot. Unfortunately, the lookout Fleet did not sense a desperate urgency to break the lock and access any optical devices.

Lookout Frederick Fleet survived the Titanic disaster and later testified that the disaster could have been averted if only he had the binoculars to spot the danger.
Read more at https://www.dailymail.co.uk/news/article-10194393/Medals-won-seaman-pocketed-key-Titanics-binoculars-set-fetch-15-000.html 

The Ideas from the “Wireless Radio Operator” role to receive and send messages

Throughout much of the voyage, the WIRELESS RADIO operators on the Titanic, Jack Phillips and Harold Bride, had been receiving ICEBERG WARNINGS, most of which were passed along to the BRIDGE(Steering and Command Room). The two men worked for the Marconi Company, and much of their job was relaying passengers’ messages.

At approximately 9:40 PM the Mesaba(a nearby ship) sent a WARNING of an ice field. The message was never relayed to the Titanic’s bridge.
At 10:55 PM the nearby Leyland liner Californian(another ship) sent word that it had stopped after becoming surrounded by ice. Phillips, who was handling passenger messages, interpreted it as non-urgent and scolded the Californian for interrupting him.

At approximately 11:40 PM, about 400 nautical miles (740 km) south of Newfoundland, Canada, an iceberg was sighted, and the bridge was notified but it was too close to avoid a collision. The ship’s starboard side scraped along the iceberg. At least five of its supposedly watertight compartments toward the bow were ruptured. The rest of the disastrous events triggered investigations, a box office movie and many preventive actions.

Since then, administered by the U.S. Coast Guard, the International Ice Patrol Ice Patrol keeps a close watch over Iceberg Alley. They warn shipping traffic away from the “limit of all known ice” the area where the patrol believes ice presents a serious danger.
Now, the European Space Agency(ESA) satellites provide Iceberg drift forecasts that predict the path of Icebergs within the overall 1 300 000 sq km service area. Radar satellites are extremely good at detecting sea ice and ICEBERGS, even in clouds or darkness.
Watch more of a iceberg hunting video at https://www.youtube.com/watch?v=QwfYRI1txx8 

Recognizing the misses and hits above, use the below Key Question to Turn Ideas in your domain into Action :
Q1. How should your teams” SCAN-DECIDE near risks-workarounds on the near horizon and SORT-COMMUNICATE warning messages, trends?

Today, to prevent HARMFUL and DANGEROUS outcomes, it is best for Enterprise teams to immediately apply some or all of the below actions,
1. scan the recurring experience of travelling daily in their, their customers, users domain “oceans and clouds“.
2. collect reliable industry terrain reports of the partly visible realities, sort the clutter of mostly-hidden risks like “icebergs“.
3. form, shape and turn ideas for cross enterprise teams like the “International Ice Patrol” to specific anticipatory actions.

Source Links: www.dailymail.co.uk , www.history.howstuffworks.com , www.britannica.com  www.esa.int 

Promantia Global Consulting LLP advises, guides and supports enterprise teams using the below strategies to Turn Ideas into Action
1. shaping ideas by mining, refining, framing, repurposing, combining.
2. validating ideas through specific probes and expert responses in your domain.
3. implementing ideas using cross-industry business solution patterns.

The Ideas behind the design of “Resilient-Honeycomb-Structures” designed by our neighborhood honey bee.

A honey bee has a brain size of one rice grain. In comparison, the human brain is 20,000 times this size.
Mathematician Thomas Hales, finally proved the honeycomb conjecture.
In a 2019 interview, Hales said that ultimately, “A hexagonal honeycomb is the way to fit the most area with the least perimeter”.
And SPACE-efficiency isn’t the only benefit of building with hexagons.
Stacked together, hexagons fill spans in an offset arrangement with six short walls around each “tube,” giving structures a high compression STRENGTH.
Read more of the 2019 interview at https://www.youtube.com/watch?v=7edkFs8Vu1E 
Browse more at https://asknature.org/strategy/honeycomb-structure-is-space-efficient-and-strong/ 

The ideas behind the making of “Durable-Pothole-GridMats”
“PotHoleRaja” a not-for-profit enterprise is filling potholes across 10 Indian cities, since 2016. Mostly carrying out road maintenance inside private properties. It has apparently been inspired by one of the biological-design-strategies. To solve a common recurring problem on the Bengaluru roads.
A 12-member team from PotHoleRaja has now DESIGNED ‘GridMats’, a honeycomb structure recycled from polypropylene waste.
This can go under the surface of the road as reinforcement to absorb and distribute the vehicular load evenly.
“When used with fillings, its load-bearing capacity is over 1,000 metric tonnes, equal to the weight of three Boeings,” says co-founder Sourabh Kumar.
Side Note:- Building cross slopes and drains along the edges to remove the rainwater may be best ways to prevent “Pot holes”.
Read more at https://www.deccanherald.com/metrolife/metrolife-your-bond-with-bengaluru/this-bengaluru-group-repairs-potholes-across-india-1053848.html 

The 7 Questions to Turn Ideas in your domain into Action, from the above case-stories in two unrelated domains:
1. In which of your critical tasks do you currently notice “pot holes“?
2. What SPACE and TIME constraints are on the path of your customers, users journey making it harder and slower for them ?
3. Do you have elemental and extensible structures made from your domain frameworks, industry standards, important rules, mental models, ecosystem maps, frameworks, technical tips, action strategies, detail diagrams?
4. What real “pothole” narratives, environment information, situational snippets, solution heuristics, unstructured individual insights can you quickly capture and organize ?
5. What combination of the above answers will you use to design “unique honeycomb” like structures with enough space ?
6. Can the infra and super structures bear the potential heavy load of your existing and future customers?
7. What daily hard skill practices can you embed in your new-old-part-full-time team to make them STRONG and FIT enough to design infra and super structures ?

Today, Enterprise teams need to notice the recurring experience of successes, uncertainties, problems, risks, opportunities, obstacles, issues, bugs, fixes in their own, customers, users domain pathways. They should make sense of the realities of their world so that they can act in it. They must shape and turn ordinary ideas to specific breakthrough actions. By design, they must increase the space and strength of their unique solution structures. They must imagine and fit “extensible super structures” to their products, services. These are critical prerequisites in order to make your customers work SMOOTH and FAST.

Source Links: deccanherald.com, asknature.org

Promantia Global Consulting LLP advises, guides and supports enterprise teams using the below strategies to Turn Ideas into Action
1. shaping ideas by mining, refining, framing, repurposing, combining.
2. validating ideas through specific probes and expert responses in your domain.
3. implementing ideas using cross-industry business solution patterns.