[Opinion] Doing More Work with Fewer People

There are now computer programs and algorithms that can render daily, rote, assembly line decisions faster at scale than human beings can.

There are experiments beginning with artificial intelligence programming, that promises to make decisions faster, cheaper, and more rationally and accurately than human beings, without getting clogged up with all that mushy “emotional” content humans bring to such decisions.

There are discussions about the disintermediation of low wage, low motivated, human workers with automation and robotics in places where such technology has never been seen.

There are even more discussions about paying people a pittance for a lifetime to do less of rote work, so that they can do the creative work resulting in outcomes and products that currently many of those same people want for free—or low cost—via a connection to the Internet.

Talk of all of these advances—algorithms, A.I., automation, robotics, basic income—are often made in certain media outlets, with breathless enthusiasm; while quietly, where many people live, we still go to restaurants, coffee shops, bars, and other establishments where human beings are laboring for a wage that is minimum, trying genuinely hard to do meaningless work that is truly the last vestiges of a system showing signs of collapsing all around us.

Meanwhile, at the other end of the spectrum, in certain media outlets the much talked about “winners” in society are still lauded via social media, television, and viral videos. Much of the news cycle focuses on the comings and goings of the mythical “1%”, while many of the people that act as a buffer between those “1%” and “the 99%” (you know…the middle class…) are working in jobs which appear to offer less and less financial reward, for doing more and more unrewarded work. Places where the corporate mandate to “do more with less” is not really about doing more work to produce outcomes that matter with fewer people; it’s really about doing more busywork that doesn’t matter, with fewer engaged people, while watching salaries remain stagnant.

The technological advances that are gradually seeping into our society are going to reshape the work landscape. The distortions of reward versus effort will be rebalanced in favor of effort. But neither of these events are going to happen in the way that they did in the past: There are no more third party advocates for workers (unions) at scale; and there is little empathy for those organizations and individuals expending effort to actually do work that means something (emotional labor) for little pay.

This is a conflict, no matter how many ways you slice it.

Policies and regulatory changes by governments would help to ameliorate much of this tension. Heart changes in the “1%” and “the 99%” would do a lot to reduce the social friction such changes are creating.

It appears that neither of those changes are on the horizon.

But there is a way out: It requires individual efforts, and individual leadership, in order to work though. And there’s no immediate, tangible, reward or recognition for being successful at it, which is why many individuals refuse to take it on.

Do more work that matters with fewer people.

The myth of scale that we were all sold in the Industrial Revolution was clear that, in order to “get rich” an organization (or individual) had to grow past just doing work by themselves. The myth of scale also reinforced the ego-driven, industrialist idea that, if a small group of dedicated people are doing hard, emotional labor and leading a small tribe of equally dedicated people, with no immediate, tangible benefits, then that work can’t possibly make a dent in the universe.

Well, like most myths, that one is no longer true. And while navigating the communications revolution of the Internet seems daunting to many people, and organizations, there are other revolutions coming, in the Internet-of-Things, and in the development of block chain programming.

The greatest revolution however, has yet to happen. And that is the one in the human mind, and the human heart, that unites with other humans to lead them into doing the only work that can’t be done by a robot, an algorithm, a computer program, or even intelligence—no matter how artificial.

And that’s the work of connecting, collaborating, and relieving the hearts of human beings embroiled in loneliness, disconnection, and conflict. And in doing that work, human beings will come to realize that the tools aren’t what makes the profit; it’s the people connecting with other people in a meaningful way, that makes the stock price tick up a tenth of a point every quarter.

Imagine if the global financial, spiritual, and emotional economy was based on fulfilling those principles…

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Podcast] Earbud_U, Season Three, Episode #10 – Cinnie Noble

[Podcast] Earbud_U, Season Three, Episode #10 – Cinnie Noble, Mediator, Conflict Coach, Social Worker, Entrepreneur, Lawyer, and Pioneering Conflict Coach

[powerpress]

Brand building is not easy, particularly in a world where peace building and brand building are not often associated with each other. But our guest today has figured out a way around that problem, by slowly and surely doing the things that matter.

I’ve been reading a lot of books about advertising, writing copy, and philosophies on how to embed a marketing message deep inside a consumer’s mind. But for the professional peace builder, brand building, advertising, and on and on seem overwhelming at best.

I even talked to a person last week who’s a corporate trainer in a different space, who when I mentioned my passion for marketing, she threw up her hands in disgust.

But one of the ways to overwhelm the advertising heebie-jeebies, is to build your peace business in the way that Cinnie did: with aplomb, intentionality, and care. She has been able to build a brand that has influenced many people: leaders, managers and clients.

But she has also managed to be industry facing and has challenged people in her industry to evolve tools and products that have helped mediators expand beyond just mediation and toward developing products that can serve as early stage interventions, instead of struggling to manage late stage interventions.

Co-creating a relationship around things that matter is part and parcel of the language of coaching. So is the CINERGY^® Model that Cinnie came up with.

But for our field, co-creating a relationship with the incremental brand building practices that Cinnie has pioneered is about the future of the field.

And Cinnie, Tammy Lenski, and Pattie Porter, and Anne Sawyer, and many others are doing that co-creating right now…

Check out all the ways below to connect with Cinnie today:

Cinnie’s Websites:

Cinnie’s Twitter: https://twitter.com/cinergycoaching

Cinnie’s Facebook: https://www.facebook.com/cinnie.noble

Cinnie on LinkedIn: https://ca.linkedin.com/in/cinnienoble

Cinnie’s Books on Amazon:

Conflict Management Coaching: http://www.amazon.com/Conflict-Management-Coaching-CINERGY-Model/dp/0987739409
Conflict Mastery Questions: http://www.amazon.com/Conflict-Mastery-Questions-Guide-You/dp/0987739417/

[Strategy] The Law of Compound Interest

The fact of the matter is no one can truly penetrate another person’s conflict experience.

We have fooled ourselves into thinking that, with all the social proofing via digital tools, and the peacock-like social media displays that we all put on every day, that we know other people’s inner lives.

But we don’t.

This is why we’re often surprised when a person casts aside the carefully constructed false mask of their digital life and shows the warts and all. We become fascinated, not with the honesty and truth, not even with the vulnerability; we become fascinated with the act of being honest and vulnerable. But we shy away from interacting with that person on a deeper level.

Conflicts, disagreements, “differences of opinion,” frustrations, expose this dichotomy in a person-to-person, face-to-face interaction. We want the other person to change (I had a person in a workshop recently ask me “Why shouldn’t the other person see that I’m angry!? Why shouldn’t they see that they’ve pissed me off!?”) because we want an outcome that benefits us in the short-term.

Without really unwinding the gossamer of strands that got us into that situation with that person in the first place.

The law of compound interest is particularly instructive when thinking about this. The law basically states that interest—over time—compounds slowly and inexorably, a quarter point or so at a time. Until, when the party who owes finally takes an interest in paying back the loaned amount of money, the interest has built up to such a point that they can’t. The law of compound interest is what led many in the ancient world to despise money-lenders (religious prohibitions against usury), or on the opposite scale, to lend money out at outrageous terms and then when the amount plus interest could not be paid back, to frame the lack of payment in moral terms and throw the borrower (and even their families) out of a community (debtors’ prisons).

The law of compound interest applies just as keenly when thinking about how the responses and reactions to conflicts, disagreements, “differences of opinion,” and frustrations build up over time, until the reaction from both parties is to explode in anger—or shut-down into passivity. There is no resolution from such cycles of build-up, explosion, retreat, build-up, because every new cycle builds up new strands of complication as surely as compound interest builds on the loan principle of the the conflict. Until it’s so big and heavy that banishment from a community—or a situation, or a relationship—seems like the only answer.

Engaging with conflict in this mental and emotional framework seems scary and requires a person to be as vulnerable as they would have to be if they ceased to perform for a digital audience of “friends” and began to get honest and vulnerable. Resolving the conflict in this mental and emotional framework seems easy because resolution implies a release of the tension, compounded over time, from the uncomfortable friction of “dealing with this person.”

But all the tactics and strategies; all the tools and the verbal jujitsu; all the “hacks” and improvements; all the surface engagement and “easy” resolution; all of these things are just methods to avoid vulnerability, to indulge in the satisfaction of releasing our anger as a weapon rather than as a tool, and in the end only compound the problem, one quarter point at a time.

-Peace Be With You All-

[Advice] We Are Surrounded By The Remains Of Average…

Have you looked at a factory building lately?

If you walk around your town (either America or globally) you can see the remains of burned out factory buildings, corporate office complexes, and even industrial parks that lie empty, vandalized, or half occupied by struggling commodity businesses.

If you walk around your town (mostly in America) you can see the remains of a K-12 education system that used to be the model of the world. Inside many school buildings, there remain students that sit in rows, raise their hands obediently, only speak when they are called upon, are taught to pass the test, and when they don’t or can’t perform in those ways, they are labeled and sometimes forgotten.

If you walk around your town (mostly in the formerly Western World) you can see the remains of churches. Sure, the seats are full in some buildings, but increasingly, buildings are emptying and churches are closing. And more and more there is the trumpeting of people who claim irreligiousness (or disbelief) and in response more and more churches are coasting on the past Spirit (both financial and otherwise) that used to there, and hoping that a positive change (that resembles past glories) will come.

What do the physical buildings, the educational system, and the church all have in common in your town? Or mine?

They are the remains of a time when being just average was “ok.” They are the remains of the third greatest revolution in human history, the Industrial Revolution. They are all that remains of a promise that was over engineered, over sold, and over bought: The consumer (or employee) can just show up at work, do average work just a little better year on year, and then retire and be “ok.” In addition, the consumer (or employees) children will be educated to a standard that will be just a little better each year, and the family will get a little safer each year, in a neighborhood that will be a little better each year, and everything will be “ok.” And, of course, the church will require just a little more (usually money) from the consumer every year, and this will be “ok.”

We are surrounded by the remains of “ok” in a time when “ok” is no longer good enough. And when the disconnect between “ok” and reality reaches a breaking point, we get demagogues, marketers, con men, flim-flam men, and others selling us a bill of goods about a return to a glorious past, rather than the hard truth about the realistic future:

Here’s the hard truth:

“Ok” was never good enough. And doing “just a little better” than last year isn’t going to get the same outcome financially, morally, ethically, or materially anymore–if it ever really did in the first place. The greatest psychological block of our time for people to overcome (at least in America) is this idea that average work, average effort, and average outcomes are still “ok”—even as everything we see economically, spiritually, and materially at the start of the fourth greatest worldwide revolution proves otherwise.

From our physical infrastructure to our internal responses to conflicts, meaning, and mattering, we’ve got to stop walking around our towns (either physically or metaphorically) trying to recapture “ok” and instead shift to inspiring people at every level to consistently pursue better than “ok” to get to best.

-Peace Be With You All-

[Advice] Broadcasting, Sharing, and Interacting

There are subtle differences between broadcasting, sharing, and interacting in any conflict scenario.

Broadcasting is what live streaming and most posting on social media is about. Broadcasting is an act that—by itself without more thought behind it—is deeply selfish and desirous of attention for its mere existence. Broadcasting a suicide attempt, or broadcasting a cat video, fall into this same category.

Sharing is what much of blogging, email newsletter creation, and some social posting is about. Sharing is an act that—by itself without more thought behind it—begins a collaborative communication process between a creator and their audience. The audience can be a Dunbar’s Number of close friends, or it can be an audience of a few thousand “followers” but sharing is about skimming the top of a building a collaborative relationship.

Interacting is what broadcasting, plus sharing, plus intentionality, is about. Interacting involves going past merely acting to prove the existence of a product, service, philosophy, or process, and goes directly to creating for an audience and their desires. Interacting means engaging actively with everyone in the audience (even those people we’d rather not engage with) and is the penultimate act of courage.

In a conflict, broadcasting is the equivalent of telling a story about your conflict repeatedly, in order to create separation between “us” and “them.”

In a conflict, sharing is the equivalent of attending training and hoping that you remember one thing that you can apply afterward.

In a conflict, interacting is the equivalent of going beyond telling your story and attending training, and taking the time and effort to personally engage with personal development around your responses and reactions to conflicts in your life.

Broadcasting, sharing and interacting are happening at all levels in our society; and, our digital tools have provided us with the ease of communicating faster and faster. But this also means that our responses to conflicts in our lives become more shallow and immediate, even as the reactions cut us emotionally at a deeper and deeper level.

[Advice] The Law of Average

It used to be ok to be, well, “ok.”

It used to be “ok” to do good enough work at home with your kids, in the neighborhood with your community, and in your church with your time.

It used to be “ok” to just show up, do what you’re told, don’t ask too many questions, and be the nail that hammered itself down.

It used to be “ok” to not do the little extras, to not give a little more, to care only at the level you were comfortable caring at and to devote little or no time to thinking about why that was ok.

And in this time, when things used to be “ok,” political world leaders still were elected and assassinated with regularity, wars still were started and ended, products were still invented and sold, television programs, the newspapers, and other forms of communication tools still worked to get you information. And people still lived and died, marketing still worked, and scandals still intrigued the masses.

So what happened?

The Law of Averages says that in a sample of any kind, from neighborhoods, to marketing campaigns, the statistical distribution of outcomes among members of a small sample must reflect the distribution of outcomes across the population as a whole.

The law has always been a fallacy, based on observed, personalized experiences that are then transposed to a much larger (or sometimes different) population sample. And the rules that the industrialists, the marketers, the politicians, and the policy makers created in the 20^th century (and that they are mightily trying to recreate in the 21^st century) are responsible for the massive belief in the law of averages.

But, wishful thinking is not reality. And the reality is, it was never good enough to just be “ok”: whether at your job, at communicating in conflict situations, or at creating a project, or taking a risk. And now, because of technological shifts that have been long remarked upon and analyzed, the fallacy is being exposed at mass, for what it is.

It’s not good enough to be average at communicating in a conflict scenario.

It’s not good enough to just show up at home, at church, in your community, or at work.

It’s not good enough to not go the extra mile, do the extra thing, and take the extra time, even if you don’t get paid for it. Especially if you don’t get paid for it.

It’s not good enough to disengage from what’s going on in someone else’s political, economic, spiritual, or financial reality because “that doesn’t impact me over here.”

Wishful thinking that “it will all be ‘ok’” doesn’t work anymore (and never really did), because it won’t be “ok.” The cultural, social, political, and financial machine that used to guarantee that “ok” would be good enough, is breaking down.

Its only individuals (not the masses at scale) who can choose to do the hard work that moves humanity collectively from merely “ok” in our emotional, spiritual, and material interactions with each other, and moves us to better, and finally to best (or most remarkable) in the world: meaning the world individuals inhabit on a daily, weekly, yearly basis, not the whole wide world.

Navigating the tension between the desire to passively slip into the anonymity of “ok” and the need to actively move from “ok” to better to best, is the place where engagement—personal and meaningful—must happen in the 21^st century if humanity is to become the best version of humanity it can be.

-Peace Be With You All-

[Opinion] Haters

The critic who has never produced anything…other than criticism.

The dilettante who has never done the hard work of going deeper…except in going deeper into dabbling.

The professional noticer who only notices the negatives…and begrudgingly gives space to the positives.

The Internet troll or commenter who takes perverse pleasure in commenting negatively…but who’s own personal life is in shambles.

There have always been critics, dilettantes, gossips, trolls, and commenters whose only job in the tribe is to maintain the status quo by determining who’s “in” who’s “out” and whether it makes a difference or not. And in a world where the masses mattered and the opinions of a few people could make or break the launch of your product, this function served a golden purpose: separating the wheat from the chaff.

The world has moved on though (as it always does) and the role of the critic, the dilettante, the professional noticer, the troll, the gossip, and the commenter, have to shift from curating for the masses, to curating for the small group. The function of social curation is never going to stop, but the audience that used to applaud public curation has moved on (as it also always does). This is reflected in the increasing ubiquity of trolling and the decline of constructive criticism.

And when the performer is conducting a show, the professional noticer, and the impolite troll are lumped into the general category of “haters.”

In a new communications world, in the midst of the fourth mightiest revolution in human history, the artist, the impresario, the performer putting on the show, has the power to shun the haters and their attempts to culturally curate through shaming. This is a hugely unremarked upon power shift, that has implications beyond communication in the digital realm:

What if it didn’t matter what the person in the other cubicle over thinks of you when you resolve that conflict?

What if it didn’t matter if you showed your humanity at work by treating people like people rather than like objects?

What if it didn’t matter how much revenue you made in dollars, but instead it mattered how much goodwill you could engender in the people who matter?

What if laboring emotionally was rewarded financially rather than looked upon as an outlier, or a spillover effect?

What if the statements and pronouncements of the critic, the dilettante, the professional noticer, the troll, the gossip, and the commenter couldn’t hurt your business because it’s really not for them, never has been for them, and never will be for them—and that was ok?

What if not scaling because you don’t have to please everyone at mass anymore, just a few hundred thousand people, really was the way to create engines of economic, cultural, and social growth?

What if the critic, the dilettante, the professional noticer, the troll, the gossip, and the commenter had to add something to the world and be vulnerable themselves, instead of trying to recapture an element of lost power that was an illusion in the first place?

What if you could hug your “haters,” but shun their shame, and grow from that emotionally, spiritually, and financially?

What if in every communication scenario, we started calling people’s bluffs, and having them really stand up, take responsibility and accountability, and encourage creativity from the challenge of saying “this is who I am, this is what I’m making” and let the work be on the line, rather than letting their inner selves be on the line?

-Peace Be With You All-

[Advice] What Are Your Core Values?

There are values.

There are beliefs.

There are principles.

Values are what we are willing to put our lives, our fortune, and our sacred honors on the line to defend, protect, and advocate for. Values are based typically in a moral or ethical code, or standard of behavior, sometimes enforced by society and culture, but much of the time determined privately by individuals.

Beliefs are what we really think, down deep, past the words that come out of our mouths. Beliefs are a core part of the stories that we tell ourselves about the values that we have. Beliefs are about trust, faith, and the confidence in something (typically values) that will come to reality.

Principles are the combination of values and beliefs. Principles serve as the fundamental truths that are the foundation of a chain of reasoning that leads to a set of manifested behaviors that shape our realities. Principles are bedrock, they are eternal, and they sound like positions when we articulate them.

But they are not positions (which are often about personal (and sometimes public) identity or maintaining “face”) nor are they about interests (which are often flexible, negotiable, situational, and impersonal).

There is little productive talk about values using anything but position-based language, designed to inflame people, rather than unite them. There is even less productive debate about beliefs using anything other than language designed to conjure up images of religion, rather than relationship. In both cases, the use of persuasive, argumentative, anchoring language is designed to separate people from each other (which is easy), rather than to engender deeper introspection (which is hard). And too often in our public language, at work, at school, in social media, and other places, we use the language of principles to talk about positions—or even worse–to justify behavior based in mere interests.

Don’t let people fool you. There’s plenty of hard, emotional work in introspectively determining what your values are, articulating to others what your beliefs are, and in figuring out how both of those are walked out in your lived principles.

But there’s no glamour. There’s low (or no) pay. And there’s often no audience. But it’s when there’s no glamour, pay, or audience to put on a show for, that we discover what really lives at our core.

-Peace Be With You All-

[Advice] Priority Management vs. Time Management

You can’t get more hours in the day.

I can’t get more hours in the day.

Neither can anybody that you know.

But have you looked at your priorities lately? Have you examined the choices that you make that reveal the priorities that you have?

Your p riorities matter more than how you spend your time. But this is tricky because, while it may be obvious to us (and everybody else) what our priorities are when we choose what to have at lunch between a roast beef sandwich or a vegetable dish, it’s only obvious to us (and not so much to anybody else) what our priorities are when we choose between being engaged or disengaged in a conflict.

Priority management reveals our deepest choices, desires, and motivations around, under, and above, the thing we talk about valuing the most—our time. Talking about the choices that undergird our priorities is not sexy or exciting. It’s sharp, cutting, and sometimes embarrassing. Which is why it’s easier to write about being productive, or “managing” time, rather than training adults in how to prioritize their lives by examining the stories they have chosen to create around their lives, and the lives of others.

Like many things in our lives, the thing that matters even more than our priorities (which are revealed after we make a decision) is the narrative we tell ourselves about our priorities before (and after) we make the decision to act on them. Or not.

To go back to the previous example: You may choose the roast beef sandwich because you think that meat tastes better because you were raised in a household where meat was eaten 3 times a day. Another person may choose the veggie dish because they think that the roast beef is too fatty and salty, and they’re trying to lose weight and eat better because they want to sit on the beach without embarrassment in August.

So, one makes roast beef, or veggies, the priority, then they order lunch in a blink, and they don’t beat themselves up over it.

But the story changes when the stakes are higher, like in the story we tell ourselves about what we do at work, the work that we have chosen to do, or the tasks we are asked to do at work. The story changes when we have to choose between priorities at home, and priorities in the community.

-Peace Be With You All-

[Strategy] The Trust Deficit

Losing trust and getting it back—always a hard process—has become that much harder because of how we have changed socially in reaction to the presence of our new digital communication tools.

Credibility used to come from the work you performed, and from showing up every day, like clockwork. In the world of work, our workplaces, and in the world of communication, when everyone can show up, credibility is lost when consistency is abandoned. Just look at the world of lifestyle coaching, blogging, podcasting, and even the early days of adoption of streaming video platforms such as Meerkat, Periscope, and Blab. Credibility used to be built by sticking around after the “newness” of something wore off. Now, in the constant, impatient chase to pursue the new, credibility takes a hit.

Transparency used to not even be a consideration in public communication. The public was happy not knowing the details of the lives of those considered to be “famous.” Affairs, cheating, fraud, abuse, addiction, moral failings: all of these used to be fodder for the arena occupied by scandal rags, “yellow” journalism, and gossip columnists—and dismissed, or viewed as scandalous in and off themselves, by “decent” people. But now, all of that has gone mainstream. And while there are a few people still around who value the old ethic of the personal and the private not being public, many individuals choose to transparently video stream, Tweet, Facebook update, and otherwise expose their reality to the world. We are arcing over to a time when how much you have been transparent matters more than what you have been transparent about. A place where the act of participating matters more for your credibility than the content you are sharing.

Authenticity used to be about the soundness of moral (or ethical) character, in the face of tough decisions no matter their impact. Sayings such as “He (or she) is bona fide” speak to the idea that being authentic was once about character—which no longer often gets commented on. This is not to say that character no longer counts, but the shared moral and ethical framework that undergirded much of societal cueing about who had character—and who didn’t—has gradually eroded away. Now the way we determine authenticity has become individualized, rather than corporately shared, and authenticity is simultaneously about ourselves (“I need to be free to be who I genuinely am”) and about negating a previously publicly shared moral and ethical framework (“Don’t judge me”).

Establishing, building, and maintaining trust in an environment of tools that reward impatience and a lack of focus, where the act of being transparent matters more than what we are being transparent about, and where authenticity has become personal rather than shared, has become infinitely more difficult.

But not impossible.

The way out of all of this is to hearken back to some older truths:

Credibility is about commitment and consistency, rather than about the shiny, the new, or the tool. Judgement about credibility should come from looking at a track record, rather than a snapshot, moment-in-time event.

Transparency has to revert back to being a sacred part of a two-way relationship, rather than either a selfish one-way act (“I broadcast to you.”) or a selfish two-way act (“We broadcast—or share—only with each other and our narrow band of ‘friends’.”).

Authenticity is the sacrifice that the libertine makes on the altar of the public good, rather than seeking to hold onto it all the time at the expense of the public. Shakespeare had it right about Julius Caesar: The sacrifice of being “on” all the time in public and in private is the ultimate trust building tool.

But all of this is hard.

And without getting our arms wrapped around these three areas as leaders, employees, and even individuals, trust will become yet another sacrifice made on the altar of our post-modern communication tools.

-Peace Be With You All-