Figure C8a.2 Table of components of goals, paths, and findings in triads hierarchy

Current definitions (in Wikipedia) represent the environment as a system composed of the material world's natural, artificial, and social components that may constantly interact with the object in question. Or otherwise: it is a set of all factors with which a living subject comes into contact and the conditions surrounding them.

These definitions miss a coherent scientific theory's base and relevant framework (a shared platform). Therefore the author offers a new view on this complex issue and defines it as the Great Triad (GT) model with the role of an observer in it.

The observer is the base for this proposal. It doesn't matter that the observer (humans, animals, birds, plants, and any life objects) knows nothing about the Great Triad (GT) and its internal hierarchy.

The most essential is that such a complex framework (model) for life (e.g., a need for water, air, energy, food, etc.) is open for any observer for his/her/its sustainability and to share life in such a framework. The model offers an observer his/her/its As-Is time-space position. It provides ideas on how to survive in peace and, in crisis, in danger of living.

For example, the Human effort (desire) "to understand the Univers" have its models. It is on the "global" level. Similarly, on a more detailed level, any life object on the Earth needs to know how to survive in peace and crisis in danger of living.

The model offers observers the same platform for understanding the environment for survival. Any life individual needs a personal view on the As-Is stage and analyzes and makes decisions on a platform. The Great Triad (GT) is a model that aims to understand this principle.

With exaggeration, we can see the Great triad (GT) model as one segment of the dimension of the message of a model called the "Big Bang" in space. In this sense, the Great Triad (GT) model presents a platform for any living object on an exceptional, unique planet Earth.

Now, after theory is a time to jump directly into practical situations. For example, suppose that the observer is a civil servant (e.g., from a Ministry of Environment). In that case, the implementation and monitoring of the state environmental policy will usually begin with enforcing the law via two core studies:

• Strategic Environmental Assessment, SEA (evaluation of systematic evolution of proposed policy, plan, or program at the earliest stage of decision-making processes).

• Environmental impact assessment, EIA (identification of a proposed project's social and ecological impacts before decision-making at an early stage in project planning and design).

Answers on the general and practical content of the GT model exist in a link to the following Figures:

1. Potential: strengthening of the self-reflection of the Human is growing, and his/her possibility to exist and protect himself in the Great Triad (GT) environment is getting new unknown dimensions.

2. Results: collecting results (through data and working with them) is growing. Human skills are strengthening.  The Human reacts on algorithms principles of the Great Triad (GT) but neglects the role of one of the three partners. A new type of predator in the GT environment exists and expands.

3. Strategy: the Human should understand what affects his/her thinking and behavior in his/her decision-processes, and start to regulate themselves and, in their interest, respect the principles of the partnership of the Great Triad (GT) model.

Generally, projects are accompanied by strategies and analyses that justify, fulfill and defend (in organizations or projects) individual decisions, communication management, marketing, architecture design, infrastructure, etc.). Essential strategic documents include the SEA and EIA studies and many other project preparation and implementation studies.

Most often, their goal is to defend the feasibility of projects. Unfortunately, many studies enter decision-making processes purposefully with a discontinuous link to periods and factual content. So it happens that the decision-making basis is not systemic.

Unfortunately, many studies enter decision-making processes purposefully with a discontinuous link to actual periods and factual content.  So it happens that the decision-making basis is not systemic.

Thus, the decision cannot reach either the strategic goals (e.g., sustainability of the diversity of animal species in Nature or sustainable reducing Human inputs to climate change on the Earth) nor keep financial expenditures in check (to have under good financial control transfers of money and spending on individual projects stages and operations).

This Chapter recalls the example of applying the enlightened pair "Vision and Mission" as a tool of distributed know-how in decision-making processes at the strategic level at the beginning of the Global Digital Transformation, GDT.

Describes how "Vision and Mission" are essential for the healthy start-up of any investment plans, project programming, and project preparation and implementation stages.

Examples are warning how vital the proper "Vision and Mission" for operation, modernization, and other phases of the project cycles are linked to the specific territory and its cultural, economic, and social conditions. Presenting "Vision and Mission" in simple sentences (like a marketing slogan) as a modern trend is wrong. The reason is simple. The gap between express and straightforward truth via "Vision and Mission" grows.

Present trends contribute to this by breaking down the arguments about the project into a wide range of specific issues related to time, space, and material inputs (such as demonstrating the project's feasibility, economy, environmental impact, and sustainability of operational functions).

The answers come from consultants (mainly from the growing consulting industry) who (usually in the public sector) do not provide co-evidence of the consent (responsibility) of the owners (responsible administrators) of the funds that the project ultimately consumed.

It is realistic (not only optimistic) to assume that these faults can be removed by the Global Digital Transformation (GDT) during its preparation and implementation stages.

However, it is a long journey that will not reach the goal without understanding scaling (its impacts on human thinking include general human resistance to changes, e.g., imbalance growing between the human freedom feelings and penetration of algorithms of machines).

Therefore, let's better focus on a scaling segment; how to do it when we want to start. In this Section of Chapter C, at the level of strategy.

The best approach is, to begin with, to own an example. The model's "Vision and Mission" standards for the SPC Concept are presented in Figures C8b.1,2 and C8c.1, 2.