This document discusses solutions and the process of realizing solutions over time. It makes several key points: 1. Solutions progress from a potential state to an actual realized state through a dynamic process. Their final form depends on how they are navigated through "solution space" at different times. 2. A framework or system of values can influence the acceptance or avoidance of certain positions in solution space over time. Multiple parties like clients or solvers may introduce changes affecting the solution's final form. 3. Realization of a solution is more deliberate than predictable, as creativity seeks to discover potential value in new contexts while productivity assures expected value. Differences inform or incite motivation to accept changes.

1. Solution Space
The cultivation of values as solutions

2. Solutions progressively emerge, from a
potential state to an actual state
• Progress is a concept that is a management objective.
• Progression is by definition on a vector. But the efficiency of the progression's realization can be anything
from chaotic to extremely optimized.
• Realization can occur in both linear and non-linear progression. But the practical differences between linear
and non-linear are more a concern of management. Linearity is simply an accounting pattern for describing
the management of production.
• The actual quality or actual benefit of the realized solution may or may not correspond to a priori
management intentions.
• By definition, a “value” is the distinctive significance (meaning) of a known difference.
• A framework provides systematic explanation of what kind of values should be accounted for and/or
incorporated into a solution.
• A methodology constrains procedures to an accountable alignment with prescribed values
• The purpose of a process is to drive and track a progression, not just a transformation
• Methodology and process apply equally to progression.
• A framework is the normal instrumental reference for keeping focus on whether types of value needed from
the realization are being defended and actualized by the methodology -- and by the procedures (NOT
processes) that are employed to produce the realization.

3. Solutions are both emergent and dynamic.
Their final form occupies a space of “realization” in different ways at different times.
Beforehand, realization of the form occurs with navigating the space.
Navigation may rely more on a methodology than on a process.
Neither linearity nor non-linearity is a navigation prerequisite.
Linearity is simply an accounting pattern for describing the management of
production. However, management is usually interested in “progress”.
©2017 Malcolm Ryder / Archestra Research

4. Solutions are dynamic.
At any given point in time, the “coordinates” of an emerging solution show where
the most influence is being currently exerted. Since influence can shift in either
direction along any of the axes of the solution space, the issue arises of whether
there is a framework or system of values that predisposes acceptance or avoidance
of certain positions in the space. The values framework or value system itself can be
either imposed or discovered -- by an environment, client or solver. As time passes,
each of those three is more likely to introduce a change that can affect the
realization of the solution’s final form.
©2017 Malcolm Ryder / Archestra Research

5. Intellectual PsychologicalCognitive Developmental Adaptive Adoptive
Design is active in every aspect of solution progression.
Design is an activity that conforms an arrangement to a preference.
At each one of the dimensions along the span from potential to actual solution,
design offers a proposition about what kind of value is worth forwarding to the “next”…
Feedback mitigates or amplifies the influence of design’s value propositions.
Since all dimensions are active concurrently, the key issue is one of whether
a given decided value proposition has more or less influence on prevailing conditions.
• Theories
• Implications
• Facts
• Sponsors
• Triage
• Priorities
• Evidence
• Experiments
• Experience
• Models
• Requirements
• Tolerances
invention
culture
potential actual
• Defining
• Testing
• Prescribing
• Authorization
• Support
• Endorsement
©2017 Malcolm Ryder / Archestra Research

6. Realization of the solution is
more deliberate than it is predictable.
Creativity, like Productivity, is goal-seeking.
But creativity has a goal of discovering the potential value of resources in a proposed context.
Productivity has the goal of assuring the expected value of resources in a required context.
The differences inform (at least) or incite (at most) the motivation of
the solution user to undertake and accept a change to the status quo.
• Expansive
invention
culture
creative productive
• Disruptive• Radical
• Conventional
©2017 Malcolm Ryder / Archestra Research

7. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things did
happen or can happen in certain ways or to certain effects. The descriptions are determined mainly from the perspective of
strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine the decisions
and shapes of activity as discussed in the notes. All notebooks are subject to change.
©2017 Malcolm Ryder / Archestra Research
©2017 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com