56 Other relevant project information is as follows:-
Catalysts:- A provisional list (this and the whole project is designed to adapt as catalysts join) of the sort of catalysts needed is: a) people from a range of countries and practical settings; b) people committed enough to obtain all the modules and learn about the processes; (Money raised goes to advance the Project.) c) people with institutional bases which would lift credibility and lower overheads; d) web builder and webmaster to provide and maintain the virtual presence of the Federation and its Institutes as per the outline plan; e) facilitator for meetings - mostly virtual; f) executive secretary; g) people to seek content for and coordinate the pages on the website under the headings "Institutes", "Tools" and "Research". Overall, fields, interests and skills will need to cover Planning, People; Market; Product; Money; Physical, Social and Cultural Environment – the Elements of the SOARA Process of Integrative Thinking .
Affordability:- The basic modules offered at www.integrative-thinking.com may be purchased and learned one at a time so they should be affordable by even the smallest and poorest organisation. However, if even the existing low prices are not affordable one copy of each module and template can be provided at whatever price an organisation certifies it can afford. Special arrangements can be made if multiple copies are required so all involved in the organisation can learn the processes and thereby acquire a common basis for communication - essential for success in any relationship or organisation. Each organisation is invited to suggest the financial arrangement which would suit it best.
Time:- The material is in easily digested small "bites" with a page at the end of each group of "bites" on which the learner records reflections and possible actions. In this way busy people can keep track of their learning. Moreover they can retain what they have learned because there are aids to memory and revision sections built-in.
Practicality:- The material is designed to be learned by each learner applying it to a problem of their own so each needs a copy of all the material to retain and refer to in future. It is designed to be accessible to people whose frontal lobes are more or less developed (mid-teens onwards) but the concepts could be taught to young children too.
Applicability:- Everyone needs to negotiate changes from what they have to what they want. This is what learning the SOARA Process of Integrative Thinking teaches quickly, economically and permanently. Every organisation needs good governance policies. DIG 247 templates help organisations produce them quickly, economically and permanently. The potential market for a licensee would be huge as the material is applicable outside formal education channels and to people in the existing economy
Joint venture basis:- Joint venture agreements are used to record contractual arrangements between all parties.
SECTION IV: BENEFITS OF INTEGRATIVE IMPROVEMENT
“....strengthening organizations is perhaps the most important challenge facing developing countries and aid donors.”
World Bank Institute Report on “Focus on Rethinking Organizations: Capacity Day 2006”.
57 These benefits are perhaps most readily explained by considering some broad questions and answers about the practical implications of the Integrative Improvement approach and its link ages to Integrative Capitalism, Integrative Democracy, sustainability and peace.
58 Why would adopting the Integrative Improvement approach benefit existing or start-up businesses?
a) Planning, production, marketing and distribution costs would be reduced because demand based on meeting the rapidly changing needs and wants of end-users would be known accurately before planning, production, marketing and distribution of goods and services took place and customer satisfaction would be monitored quickly, accurately and automatically.
b) Competitiveness and revenues of existing and start-up businesses would improve because end-users would have their demands satisfied well. This would encourage repeat business, increased numbers of customers for existing businesses and the growth of new businesses stimulated by seeing the success of those following the Integrative Improvement model.
c) Good governance in businesses, based on stakeholder engagement, trust, accountability, responsible behaviour and transparency at all times in all organisations involved, would counter the current tendency to poor governance in government which adds to business costs. There would be less need for regulation and embedded tools could help ensure compliance so there would be fewer opportunities for delays and corruption.