Components

In Event Flow™ theory, components are define as objects that have a characteristic response to event flows. The most fundamental components we can identify in any activity are: Ideas and Process, which are both non-linear in their defining characteristics, and Work, which is linear.

Let’s look at the basis of these characteristics. When we execute a specific task, i.e. produce Work, the outcome is very predictable. As we continue day in and day out, we can predict the amount of output for a given event energy input.

When we start to deal with Ideas, however, we see a multiplication of returns proportional to the amount of time spent on Idea creation. Ideas inspire additional ideas, with those ideas spurring more. Yet, after a certain amount of time (approximately 5 times the amount of time it took to generate the first idea) the amount of productive additional ideas reaches a plateau.

Likewise, with Process, when we begin to improve a given process, we get the easy gains first. Then with time, additional gains are harder to come by.

These three components are intertwined in our daily lives. Yet most of us focus on Work alone. Society has evolved to the point where ideas and process are becoming more important than traditional models of work. We can achieve a lot more and avoid great difficulty if we consciously make use of all three components.

It’s important to know the characteristics of the resources to be used to actually produce the final output (Work) we desire and fulfill our individual and organizational goals. In a business context, innovation is often one of these goals. This can be defined in a broad sense as doing things differently than they’ve been done before. To do so, we must create alternative ideas and then hone them to a predictable, repeatable sequence of steps known as process. Thus Process is a convergent component, while Ideas are divergent.

These three components comprise our response to changes around us. Over time our responses become well defined. When events occur that fall outside our response pattern, we tend to either reject them or get stressed by them. Shifting how we make use of the various components allows us to change our response to one that allows us to integrate change much more easily and thus become more effective as individuals and organizations.

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Ideas

Process

Work