A new career: Life Remixer/Experience Designer/Rule Bender/Flow Finder/Real-Time Strategist

Challenge: situations where a satisfactory solution has not been achieved

  1. bullying
  2. boredom
  3. lack of focus
  4. lack of motivation
  5. loneliness
  6. worry
  7. substance abuse

Solution: A DSS (Dynamic Situation Strategist)

What does it do?

  1. Takes a situation and defines goals to improve it
  2. changes rules to achieve the goals
  3. evaluates the situation under the new rules
    1. If the goal was not met, creates different rules and reevaluates
    2. If the goal was met, defines new goals to be mastered while keeping the previously obtained mastery, and reevaluates


What other ways of solving the challenging situations are used when a DSS is not around?

  • No change
  • Psychologist
  • Mindfulness, acceptance
  • Unstructured socialization

What makes a DSS different from other ways of solving challenging situations?

  • Internally
    • They have tools for quickly
      1. assessing the situation
      2. finding goals to consider
      3. selecting valuable goals
      4. finding rules to consider
      5. selecting valuable rules
      6. assessing if the situation has improved
    • They have a personality that facilitates this process
      • Openness
      • Solutions orientation
      • Joyful, Fun
      • Creative and Committed
      • Energetic
      • Finds the best in any situation
      • No expectations
  • Externally
    • They are valued, rewarded gladly and well wished by those who benefited from their actions and attitudes. People are open to trying their suggestions
    • They act so quickly and effectively that the situation could be changed as desired in minutes

Example cases

  • A DSS monitors children playing in a playground, maybe even remotely. When a child or groups of children feel low, underwhelmed, undervalued, or unfocused and they start bothering other groups, a DSS can make a plan to engage all children involved in the situation and nearby to be part of a game that
    • Activates the aspect/s that is/are under utilized e.g. chooses body, mind, emotions or energy
    • Gives rest to the aspect that is overactive or stressed
    • Considers the history of the children involved
    • Treats all children as equally as possible in regards to their desire to use their capabilities properly
  • When people are doing tasks that tend to distract them from what deeply motivates them, like when doing repetitive or low skill jobs, a DSS could be part of the job to understand it, and then it could apply the tools of his trade to enliven the situation. 
    • People could also be encouraged to stay focused on what deeply motivates them even in that situation, so that 
      • they may find ways to stay connected to the good feeling that staying connected to it brings, and
      • they might even find ways to nurture and grow that which they want even in that situation,  by thinking, processing, taking suggestions, observing, visualizing, etc
    • People could be encouraged to share what deeply motivates them with others so that synergies arise
  • A DSS builds, delivers and evaluates action plans for people who feel lonely, under the observation that loneliness is not necessarily about what company one keeps but it arises when time seems to pass slowly, which happens when life is not effervescent, which can happen when people are not being sufficiently challenged.
  • A DSS closely monitors a person through their day and when they are worried or angry, they help activate a different aspect of that person’s being (e.g. body, mind, emotion, or energy), or encourages a different response to that situation, or straight up surprises them in unexpected ways, under the observation that a worried or an angry response is simply an unconscious response, and so being taken out of the set of impulses that encourages the unconscious response gives one some more breathing space to notice it and decide how to act.
  • A team of well paid DSS’ monitor a heavily attended sports events for variables like the public’s engagement, the emotional state of players, or the public’s capacity to use what they see or experience that day later in their life, so that they consider alternative rules to add, e.g.
    • In a baseball game, whoever is running between bases must run backwards if their team is winning
  • In a nightclub, lounge or bar, a play area can be featured as prominently as the area which expends drinks with a DSS serving tools and strategies for clients to have a more consciously engaging time


Which tools do they have? (Pending Review)

1. Assessing the Situation:

  • SWOT Analysis: A classic tool for identifying Strengths, Weaknesses, Opportunities, and Threats in any situation.
  • 5 Whys: A simple yet powerful technique for uncovering the root cause of a problem by repeatedly asking "why?".
  • Fishbone Diagram (Ishikawa Diagram): Helps visualize the potential causes of a problem by categorizing them into different branches.
  • Mind Mapping: A visual brainstorming tool for exploring different aspects of a situation and identifying connections between them.
  • Observation and Data Collection: Gathering data through observation, surveys, interviews, or existing reports to gain a comprehensive understanding of the situation.
  • Pre-Mortem Analysis: A technique for anticipating potential problems or failures before they occur by imagining the worst-case scenario.

2. Finding Goals to Consider:

  • Brainstorming: Generating a wide range of potential goals without judgment or evaluation.
  • SCAMPER: A checklist of prompts (Substitute, Combine, Adapt, Modify/Magnify/Minify, Put to other uses, Eliminate, Reverse) to stimulate creative thinking and generate new ideas.
  • Lateral Thinking: Exploring alternative perspectives and approaches to problem-solving, often by challenging assumptions and conventional wisdom.
  • Value Chain Analysis: Identifying the different activities that contribute to value creation and exploring potential areas for improvement or innovation.
  • Customer Journey Mapping: Visualizing the customer's experience with a product or service to identify pain points and opportunities for improvement.

3. Selecting Valuable Goals:

  • Prioritization Matrix (Eisenhower Matrix): Categorizing goals based on urgency and importance to prioritize efforts effectively.
  • Impact/Effort Matrix: Evaluating goals based on their potential impact and the effort required to achieve them.
  • SMART Goals Framework: Ensuring goals are Specific, Measurable, Achievable, Relevant, and Time-bound.
  • Cost-Benefit Analysis: Weighing the potential costs and benefits of pursuing different goals.
  • Value Alignment: Assessing whether the goals align with the individual's or organization's core values and mission.

4. Finding Rules to Consider:

  • Benchmarking: Analyzing the rules and practices of successful individuals or organizations in similar situations.
  • Best Practices Research: Identifying established best practices and guidelines relevant to the situation.
  • Regulatory Analysis: Understanding the relevant regulations and legal frameworks that govern the situation.
  • Reverse Engineering: Analyzing existing systems or processes to understand the underlying rules and principles.
  • SCAMPER: A checklist of prompts (Substitute, Combine, Adapt, Modify/Magnify/Minify, Put to other uses, Eliminate, Reverse) to stimulate creative thinking and generate new ideas.
  • Lateral Thinking: Exploring alternative perspectives and approaches to problem-solving, often by challenging assumptions and conventional wisdom.
  • Affordances Listing: List all existing components of the activity. Consider the affordances each one has (i.e. possibilities you’re aware of and you know how to reach them). 
  • Ultimate Openness: Consider everything that could ever be (e.g. possibilities you are aware of and those you’re not aware of as well)

5. Selecting Valuable Rules:

  • A/B Testing: Experimenting with different rules and comparing their effectiveness.
  • Pilot Testing: Implementing rules on a small scale to gather feedback and identify potential problems before widespread adoption.
  • Simulation Modeling: Using computer simulations to test the impact of different rules on the system or situation.
  • Expert Consultation: Seeking advice from experts in relevant fields to evaluate the potential effectiveness of different rules.
  • Scenario Planning: Developing different scenarios based on potential rule changes and evaluating their potential outcomes.
  • Stakeholder Analysis: Identifying the key stakeholders affected by the rules and considering their perspectives and interests.

6. Assessing if the Situation Has Improved:

  • Key Performance Indicators (KPIs): Tracking specific metrics to measure progress towards desired outcomes.
  • Data Analysis: Analyzing data collected before and after implementing rule changes to assess their impact.
  • Feedback Mechanisms: Gathering feedback from stakeholders to understand their perspectives on the changes.
  • After-Action Review: Reflecting on the process and identifying lessons learned for future improvement.
  • Control Charts: Monitoring key metrics over time to identify trends and detect any deviations from desired outcomes.

Ways to popularize this career:

  • Online course
  • Comic
  • News post, writing as if it existed already
  • Banner as if it existed already

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