[Advice] Caucusing Arete – Part Two

ADR professionals are asked to where many hats, and are often called to wear them all with excellence.

There is much debate over whether it’s good enough to be good enough anymore, or if we all have to be excellence, but in the space of ADR, arête is important.

Arête is the Greek word for the idea of living up to your potential with excellence.

Now, we’ve talked about this before, but the issue becomes more important when we talk about client autonomy and a preservation of client self-determination.

Wearing that hat—for both clients in a dispute mediation scenario—is kind of like holding two thoughts in your head (and in your heart) at the same time.

For the ADR professional, becoming comfortable with pursuing this form of excellence is a strong part of the hard work of building something that matters.

-Peace Be With You All-

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

We’re Going To Win

Nonviolent resistance is fetishized through cultural memory as being easy, but it’s really not.

There’s a story in Malcolm Galdwell’s book David and Goliath that he takes from Diane McWhorter’s book Carry Me Home, where a man is giving a speech and he is attacked. The crowd at the speech at first believes that the attack is part of the speech, but quickly realizes that it is not.

The man giving the speech, instead of responding with violence toward his attacker as a form of defense, became his assailant’s protector, singing him songs and wrapping him in an embrace. Eventually, the attacker is introduced to the crowd as a guest.

The man whispers to his attacker before introducing him to the crowd “We’re going to win.”

How many times in our lives do we respond to an attack with aggression, passive resistance, apathy or even outright violence?

Responding to an attack with nonviolence—and following that response all the way to its logical conclusion, which may involve the potential for death—is the single most courageous act David can perform against Goliath.

“We are going to win.” But, Martin Luther King knew that nonviolence unto death was the only courageous way to accomplish that win.

-Peace Be With You All-

Conflict Engagement Systems Design: Real Innovation for Your Organization

Innovation is the “hot” word among all the business thought leaders as we kick off 2015…

There’s “dark-side” innovation, “game changing” innovation and even “shark jumping” innovation, as a recent search of LinkedIn thought influencer posts recently revealed.

But there’s very little talk about organizational innovation focused on the greatest—and most taken for granted resource—that and organization has: its people.

Now, as companies are emerging from the trance of Frederick Wilson Taylor, they are still continuing to treat employees and others as disposable widgets. The current pressure on Marissa Mayer and Yahoo is just a recent high profile example of this.

But, organizations are more than short term ROI and their daily stock ticker price.

Something has to give, if innovation is the key to moving forward in a business environment that is increasingly unstable and unpredictable.

It’s time to hack at the organizational culture that underlies preconceived notions of productivity, innovation and even people.

Conflicts are part of the innovation process and disputes are the result of that process.

Conflict also brings change and can serve as a driver for innovation in even the most entrenched organizational culture.

It’s time to hack a new system. It’s time for conflict engagement systems design for the 21^st century.

-Peace Be With You All-

The Crack-Up of The New Republic

Watching old industries get disrupted is a painful thing, and nowhere is this more evident than with established media companies.

From the New York Times to the New Criterion, everyone is feeling the pinch from digital disruption and “vertically integrated” media companies, such as Buzzfeed and the Huffington Post, who rely on click-bait articles to justify the spending of advertising dollars.

And all of this is happening in a world of declining audience attention spans, increased distractions and with the ever present specter of “content shock” on the horizon.

In case you missed it, The New Republic, recently purchased by Chris Hughes, is cracking up. The media driven articles about the methods and responses to this change, serve as another sign that, what was once thought secure and assured in an open market, is now not so much.

This is what happens, when digital replaces physical, all methods and modes of communication have to change in order to adapt to the new market realities.

In other words: It had to happen.

Content distribution channels remain the ultimate arbiter of content market value. They are—as they always have been—agnostic on the substance of that content: uplifting or entertaining; progressive or conservative; educational or vapid.

Look, digital disruption is taking out everyone, even the old gray lady is offering payouts to journalists who want out because they can’t adapt to the new rules. Say what you may about the direction of The New Republic, and about whether or not it becomes “vertically integrated,” the underlying hand-wringing for “educational long form content” getting out to “the masses” is misplaced.

Content, is content, is content. Long form, investigative, journalism has never been immune to forces of digital market disruptions.

This is a time for excitement, not dread. A time for hope, not fear. A time for response, not blind, reaction.

-Peace Be With You All-

Systems of the 21st Century

For many organizations, the 21^st century has proven to be pretty much the same as the 20^th century.

People still get hired and fired in much the same ways that they did 20 years ago.

Organizations and businesses still do the core processes of their businesses—sales, finance, marketing, accounting—in the same way that they did—with some minor cosmetic changes—30 years ago.

And, unfortunately, organizations and businesses still handle conflict in the same way that they did 30 years ago. They still view conflict as a process rather than as a product.

They still view the resolution of conflicts—however they are resolved—as “the way we do things around here.” This is reflected in either the avoidance of the process, the accommodation of the tradition of the process, or the attacking of outside interveners with new ideas as “not understanding how we do things here.”

Many organizations still pay outside consultants or have internal offices and departments, designed to “handle” conflicts in the ways that the organization sees as comfortable and preserving the status quo.

In order to do the brave work of the 21^st century, peacemakers must become more and more involved in developing bleeding edge systems for organizations, because the changes to systems that on the surface appear cosmetic, will have deep ramifications for the future.

-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: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Advice] Priorities and Struggles

The struggle of consulting goes beyond setting up a timetable for success and knowing when to pull the plug if it’s failing.

The struggle of consulting is in making generosity a priority when every fiber in the consultant’s body and experiences screams for selfishness, pulling in, pulling back and cutting off.

The priority has to be making generosity a habit, rather than focusing on the struggle to be generous in the first place.

Be warned though: Once the professional consultant shifts from struggling in selfishness to struggling to be generous, that becomes the true work.

-Peace Be With You All-

Trust Me

“Trust me. I got this.”

If there is any other phrase that precedes a sense of oncoming dread and mistrust, it’s this one.

If there is a statement that preceded eventual conflict more than any other, we aren’t aware of it.

Trust, when freely given, often operates as a noun, describing a person, place, thing or an animal. In such a context, trust transforms a relationship from one level and moves it into a far more intimate level.

However, in the above statement, trust transforms from a noun to a verb, requiring the giver to transform into a passive actor in their own drama. In such a context, trust transfers control from an active actor, engaged with their own outcomes, to another active actor whose motives may not be—well—trustworthy.

The sender of the phrase is looking to reassure the receiver and, typically, this sentence means that the reassurance is not working.

The professional peacebuilder should probably avoid the transformation of trust from an active noun to a passive verb, unless the relationship that she is building is long-term enough to warrant such a change.

Otherwise, she’s just asking for trouble.

-Peace Be With You All-

[Opinion] 10 Year Overnight Success-Vol. 2

10,000 hours is a long time to persevere and continue without gaining competence, much less mastery.

The human mind seeks shortcuts, quick answers and easy solutions, because it likes the status quo and seeks to maintain equanimity and order in a world of chaos and conflict.

Yet, without those hours, every single one of them, there can be no catharsis. There can be no learning.

When we were still actively engaged in the visual arts, we used to hear, “Every artist has 2,000 bad pieces of art inside of them.” This statement was met with incredulity at the time, but it turned out to be absolutely true.

And here’s the other thing about those 2,000 bad pages, by the time the artist gets to page 1,999, he—or she—doesn’t care about what other people think about all the pages that came before.

10,000 hours does more than pound the path toward competence and mastery. It forges the will of iron to continue in the face of rejection, dismissiveness, ignorance and misunderstanding.

So that, at the end of those 10,000 hours, the human mind has become used to the very things that it feared.

-Peace Be With You All-

[Advice] Firing Your BFF

If you hire your friends because you don’t know who else to hire, and they’re the only ones in your circle that you trust, then you are well on your way to actually having to fire one of them someday.

And, before the successful consultant scales up to employing the person that they used to share ice cream cones with on the playground at age six, there are about three things to consider:

Does the friend that you’re going to hire have the expertise needed to serve your company well, or are they just a warm body filling a space in your organization?
Does the friend want a position because they can actually add value, or are they just there to ride your coattails?
Does the friend have friends that are going to be a headache, or an asset, to your organization if it comes down to having to hire more people?

After the successful, scaled up consultant takes these three things into consideration, no amount of connections, collaboration or previous commitments should encourage a “friendly” hire.

As Michael Corleone once infamously said “Friends and money – oil and water.”

Think about hiring someone other than your BFF, so that you don’t have to hack that relationship to make it work again.

-Peace Be With You All-

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

Peter’s Face Here

Even in an economic and industrial structure moving rapidly toward the destination where being “good” isn’t nearly good enough, there are still people named Peter in our lives, influencing our decisions.

In conflict, people named Peter rarely engage with difficulty or confrontation, much less conflict. They prefer to avoid the whole thing and stay in the comfortable box of their assumptions and preconceived notions.

In an organization, people named Peter still tend to fail upward in a race to the bottom around mediocrity and incompetence.

In an economic and industrial structure increasingly based around collaboration and openness, people named Peter exhibit an disturbing tendency to remain competitive and closed—and seem to be succeeding tremendously if stock prices are to be believed.

Shocking incompetence, wide ranging mediocrity, selfish competition—these seem to be the catalysts for growth even as competent, skillful, open disruption continues to flood the market with goods, services and ideas.

People named Peter should take note, as should people not named Peter: in the economies of scale of the likely future, the Peter Principle—working toward a personal level of incompetence, and working toward the level of management’s incompetence—will no longer apply.

And then people named Peter—along with other bad and incompetent actors in our midst—will have to either adapt, or perish.

-Peace Be With You All-

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