MESHWORKS

MeshWORKS, a core technlology developed by Dr. Don Beck, enables the essential process of integrating, aligning, and synergizing resources, to meet the needs of people at different stages of development, by mobilizing all resources like laser-beams on specific challenges, goals, objectives or outcomes.

By their very nature, MeshWORKS foundations search for a central objective for which it seeks to ‘mesh’ people, organizations, and other resources. Such a transcendent purpose gives the foundation the high levels of trust, integrity, legitimacy, and respect that it will need to attract high levels of funding and also bring diverse elements together in common cause.

MeshWORKS-type foundations will thus be able to actually do the following that other models cannot or do not accomplish :

1. A MeshWORKS foundation will learn how to align its own resources, stakeholders, clients, and customers so that internal operations run in a smooth, positive, and additive way.
   
   

2. A MeshWORKS foundation understands the decision-making ‘codes’ inherent in all of the other six foundation types, to enable it to mesh them in common cause, enlist them in cooperative projects, or elicit funds from them for the larger, transcendent mission. This skill in marketing and fund-raising also extends to other funding sources, media interests, and technological assets.
   
   

3. A MeshWORKS foundation thinks in a time-line fashion in that it meshes the past, present, and future into an integrated wholeness to avoid generational gaps, historical cul-de-sacs, or total focus on dealing only with contemporary issues, problems, or situations. It both sees and takes the long view while dealing in tactical issues on a daily basis.
   
   

4. A MeshWORKS foundation is more interested in what is right rather than who is right; who has competency rather than status; and stresses what is natural (rather than artificial or contrived). This thinking occurs in highly functional flex-flow states as it is synchronized, and even harmonizes what appear to be discordant chords, frequencies, and conflicting forms of energy.
   
   

5. A MeshWORKS foundation measures and assesses itself based on what it is able to accomplish, whether it has been successful with the unique win:win:win (The Third Win) strategy, and to what extent it has created greater abundance (wealth, technological knowledge, greater access to resources, higher life quality, more people being helped in better ways and at less cost, a healthier family, community, society, or world, etc.)
   
   

6. A MeshWORKS foundation always has an eye on building something for the future; contributes to a growing body o knowledge; creates innovative ‘skunkworks’ initiatives; and searches for ideas, concepts, and solutions from far beyond its own discipline, boundaries, or spheres of influence. Such a ‘WORKS’ is always a project under construction
   
   

7. A MeshWORKS foundation continues to renew itself, absorb fresh ideas, tap-in to new resources, redefine its macro and micro goals, learn from mistakes, and be open to constant change, transitions, and transformations.
   
   

8. A MeshWORKS foundation possesses an uncanny ability to morph itself to find rapport, identify with, and shape itself and connect with a number of different organizations, interest groups, political groupings, and professional societies. This capacity is essential since it must mesh with these resources to accomplish the Third Win objectives.

Thus, MeshWeavers are able to infuse into the Constructive Dialogue an understanding of the deeper value system codes so that efforts can be tailored for specific situations and different levels of thinking in the people involved. Such an effort can provide the cohesive principle that is missing in the age of fragmentation. This approach can generate transpartisan approaches to policy formulation that are vastly superior to either partisan or bipartisan efforts.

The key technology here is to place competing values system codes on the ends of the paradox to demonstrate how both/and thinking is superior to either/or ultimatums. This would be a creative way to demonstrate how pro-growth and pro-quality of life can often find ways to accomplish both in a synergistic fashion.

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