Ideal Scene References

Slide 3

WHAT DOES IDEAL MEAN?

A standard or principle which people seek to attain; perfect or the best possible.

Source: MASTER GLOSSARY, Management References, page 86

Slide 4

WHAT DOES SCENE MEAN?

An area or sphere of activity; a set of circumstances of any kind; a situation in real life.

Source: MASTER GLOSSARY, Management References, page 137

Slide 5

WHAT DOES IDEAL SCENE MEAN?

The way an area or situation ought to be; the state of affairs envisioned by policy for that company or
area, or the improvement of even that.

Source: MASTER GLOSSARY, Management References, page 86

Slide 6

IDEAL SCENE

The gap between the Ideal Scene and the Existing Scene can be very wide and, in any endeavor,
elements exist that tend to prevent a total closure between the two.

Source: Goals management book, Management References, page 132

 Slide 7

IDEAL SCENE

However, approached on a gradient with skill and determination, it can be done.

Source: Goals management book, Management References, page 132

Slide 8

IDEAL SCENE

The mental processes of the person seeking to improve things toward an Ideal Scene or change them
back to an Ideal Scene must include those who are also parts of the scene.

Source: Goals management book, Management References, page 132

Slide 9

Seeing something wrong without seeking to correct it degenerates into mere faultfinding and criticism.
This is about as far as many people go. That something, real or imagined, is wrong with the scene is a not
uncommon state of mind.

Source: Goals management book, Management References, page 132

Slide 10

Not knowing what's intended or being done, or the limitations of resource or the magnitude and
complexity of opposition, the armchair critic can be dreadfully unreal. He therefore tends to be
suppressed, particularly by reactionaries (who try to keep it all as it is regardless).

Source: Goals management book, Management References, page 132

Slide 11

Unfortunately, the continual battle of life then is between the critic and the reactionary. As this often
blows up in pointless destruction, it can be seen there could be something wrong with both of them.

Source: Goals management book, Management References, page 132

 Slide 12

IDEAL SCENE AND PURPOSE

Let us look this over, this concept of the ideal scene, and see that it is not a very complex thing. One
doesn't have to be much of an expert to see what an Ideal Scene would be.

Source: Goals management book, Management References, page 132

Slide 13

The complex parts of the whole may not make up the whole, but they are not really vital to conceiving
an ideal scene for any activity, as small as a family or as big as a planet.

The entire concept of an Ideal Scene for any activity is really a clean statement of its PURPOSE.

Source: Goals management book, Management References, page 132

Slide 14

All one has to ask is "What's the purpose of this?" and one will be able to work out what the Ideal Scene
of "this“.

Source: Goals management book, Management References, page 132

Slide 17

To give a pedestrian example let us take a shoe shop. Its purpose is obviously to sell or provide people
with shoes. The Ideal Scene is almost as simple as

"This activity sells or provides people with shoes."

Source: Goals management book, Management References, page 133

Slide 18

Now, no matter how complex may be the business or economics of shoe sales, the fact remains that that
is almost the Ideal Scene.

Only one factor is now missing: TIME

Source: Goals management book, Management References, page 133

Slide 19

The complete Ideal Scene of the shoe shop is then,

"This activity is intended to provide people with shoes for (time)." It can be always or for its owner's
lifetime or for the duration of the owner's stay in the town or the duration of the State Fair.
Source: Goals management book, Management References, page 133

Slide 20

One has to work out fairly correctly what the purpose of an activity is and how long it is to endure before
one can make a statement of the Ideal Scene.

Source: Goals management book, Management References, page 133

Slide 21

Now we can see departures from the Ideal Scene of this shoe store.

From this one can work out the complexities which compose the activity in order to establish it in the
first place including the speed of the gradient (how much shoe store how fast) and also how to spot the
fact of departure from the ideal scene.

Source: Goals management book, Management References, page 133

Slide 22

This process would also work on any portion of the shoe store if the main Ideal is not also violated. The
children's department, the cashier, the stock clerk also have their sub-Ideal Scenes. And departures from
their Ideal Scenes can be noted.

Source: Goals management book, Management References, page 133

Slide 23

It doesn't matter what the activity is, large or small, romantic or humdrum, its Ideal Scene and its sub-
Ideal Scenes are arrived at in the same way.

Source: Goals management book, Management References, page 133

Slide 24

Statistics are the only sound measure of any production or any job or any activity.

Source: Goals management book, Management References, page 133

Slide 25

The moment that one goes into any dependence on opinion he goes into quicksand and will see, too
late, the fatal flaw in restoring anything.

Source: Goals management book, Management References, page 135

 Slide 26

If the fact that anything can be given production statistics seems too far out, it is visible that even a
guard, who would at first glance seem to be producing nothing but giving only security, is actually
producing minutes, hours, weeks, years of continued production TIME.

Source: Goals management book, Management References, page 136

Slide 27

Probably the most thoughtful exercise is not conceiving the Ideal Scene but working out what the
production statistic of it is. For here, the activity or subactivity must be very correctly staticized to exactly
measure the Ideal Scene of any activity or the statistic will itself bring about a departure!

Source: Goals management book, Management References, page 136

Slide 28

Just as the purpose from which the Ideal Scene is taken must be correct, so must the statistic be all the
more thoughtfully correct.

Source: Goals management book, Management References, page 136

Slide 29

As an example, if the Ideal Scene of the shoe store is given the total statistic of its income then three
things can happen:

1. It may cease to provide people with shoes that persuade them to come back for more.

2. It may sell shoes without enough profit to cover overhead and cease to exist.

3. It may conduct itself with more interest in the cashier than the customer and lose its trade.

Source: Goals management book, Management References, page 136

Slide 30

Probably its statistic is "percentage of citizens in the area profitably shod by this store."

Source: Goals management book, Management References, page 136

Slide 31

Working out how long it takes to wear out an average pair of shoes, any ex-customer would be retired
from the percentage after that time span had elapsed from buying his last pair.

Source: Goals management book, Management References, page 136

 Slide 32

Given a fairly accurate and realistically updated census figure, that statistic would probably tell the tale
of the ideal scene, which has its element of continuance.

Source: Goals management book, Management References, page 136

Slide 33

The sole fixation on making money can depart from the scene. Abandonment of making any money
would certainly cause a departure of the shoe store.

Source: Goals management book, Management References, page 136

Slide 34

IDEAL SCENE AND STATISTICS

WHATEVER THE FACTS AND ECONOMIC RULES MAY BE ABOUT PRODUCTION and the Ideal Scene, it
would seem to be the case, sufficient at least for our purposes, that this rule holds good:

THE CORRECTLY STATED IDEAL SCENE WILL HAVE A PRODUCTION STATISTIC.

Source: Goals management book, Management References, page 139

Slide 35

The way one defines "production" in this is not necessarily so many things made on an assembly line.
That's an easy one.

Source: Goals management book, Management References, page 139

Slide 36

It isn't just pairs of shoes. Production can be defined as the regulation or safeguarding of it, the planning
or the designing of it, a lot, lot, lot of things.

Source: Goals management book, Management References, page 139

Slide 37

A statistic is a positive numerical thing that can be accurately counted and graphed on a two-dimensional
thing.

Source: Goals management book, Management References, page 139

Slide 38

To test the correctness of an Ideal Scene, one should be able to assign it a correct statistic.

Source: Goals management book, Management References, page 139

 Slide 39

If one can't figure out a statistic for it, then it probably is an incorrectly stated Ideal Scene and will suffer
from departures.

Source: Goals management book, Management References, page 139

Slide 40

Wrong statistics assigned the Ideal Scene will wreck it. A wrongly conceived Ideal Scene will derail the
activity quickly

Source: Goals management book, Management References, page 139

Slide 41

To understand something, it is necessary to have a datum of comparable magnitude. To understand

logic, one needs to be able to establish what is illogic. One then has two things for comparison.

Source: Goals management book, Management References, page 139

Slide 42

The Ideal Scene can be compared to an existing scene. This is one way to establish the Ideal Scene. But
both need a factor to keep them in reality.

Source: Goals management book, Management References, page 139

Slide 43

To test the Ideal Scene for correctness one needs to be able to formulate its statistic.

Source: Goals management book, Management References, page 139

Slide 44

The exercise of testing the statement of the Ideal Scene, to keep it real and not airy-fairy and
unattainable, is to work out a realistic statistic for it.

Source: Goals management book, Management References, page 139

Slide 45

One can go back and forth between the statistic and the stated Ideal Scene, adjusting one, then the
other until one gets an attainable statistic that really does measure the validity of the stated Ideal Scene

Source: Goals management book, Management References, page 139 and 140

Slide 46

A statistic is a tight reality, a stable point, which is to measure any departure from the Ideal Scene

Source: Goals management book, Management References, page 140

 Slide 47

In setting a statistic one has to outguess all efforts to falsify it (predict possible outpoints in collecting it)
and has to see if following the statistic would mislead anyone from the Ideal Scene.

Source: Goals management book, Management References, page 140

Slide 48

Example:

Let's look at a shoe store.

Test statement of Ideal Scene: to make money.

Test statistic: pairs of shoes sold.

Now if you tried to marry up those two, you'd get a prompt catastrophe. The potential departure would
be immediate.

Source: Goals management book, Management References, page 140

Slide 49

We sell shoes at no profit to raise the stat, we make no money. We try only to make money; we sell
cheap shoes at high cost and our customers don't come back and we don't make money.

Source: Goals management book, Management References, page 140

Slide 50

So those two are both no good.

Departure would occur; indeed, it already exists right in the badly worked out Ideal Scene and the
statistic.

Source: Goals management book, Management References, page 140

Slide 51

And we probably get what was given in an earlier example.

Ideal Scene: to provide people with shoes and continue in business for owner's lifetime.

Statistic: percentage of citizens in area profitably shod by this store.

Source: Goals management book, Management References, page 14