[Opinion] Mental Infrastructure

There is a lot of mental infrastructure from the Industrial Revolution still laying around.

And most of that infrastructure can be seen on display in organizations:

Employees who are at the bottom of an organizational chart, believing that they are the foundation on which the organization rests, yet feeling as though they are treated as basement dwellers.

Managers and supervisors who are squeezed in the middle, believing that they are the glue that keeps the top of the organization from flying away, and keeps the bottom of the organization in line. Yet the reality is that they are asked to care about something that they did not initially build, and asked to give positive lip service to ideas that they know will have a low chance of success.

Upper management and executives who are at the top of the organizational chart, believing that they deserve the status that they have. And that preserving that status is the only thing that matters. Yet feeling as though they are in a constant battle with forces (i.e. governmental regulations, organizational ennui, etc.) that the people in the organizational chart below them could never possibly understand.

Work matters in the 21^st century, because of two reasons:

The first reason is that as the jobs that used be done by humans migrate more and more toward the computer, the mobile phone, and to whatever hardware innovation comes next (probably the cloud, virtual reality, and A.I.) the only question worth answering is: Can a computer do your job?

When the “yes” answers to that question outstrip the “no” answers, the Industrial Revolution based infrastructure of our assumptions, ideas, and even opinions, about work will change. If they don’t, if we bitterly cling to past notions, continually hag-ridden by reimagining a past to which we cannot return, we will fail to take advantage of the positive parts of our remaining mental maps for a future we cannot fully predict.

The second reason is that as individuals and companies become human centered rather than technology centered, the only things that matter are the Long Tail, emotional intelligence, leadership ability, courage, and resilience. Organizations of the past century said that those traits weren’t that important in light of where your job was placed on an organizational chart. But that is no longer true.

The work that matters will be that which values these traits above all else. And there are some fields (the human services most of all) that are poised to take advantage of this shift in what is valuable in the future, from what was valued in the past.

The infrastructure that needs to be torn down the most is in the minds of employees, managers, executives and others.

The true tragedy is that the demolition work is plentiful, but the workers are few.

HIT Piece 11.15.2016

I don’t know.

The three words that kill any consulting, coaching, or training gig.

The three words that kill any sale (B2B or B2C).

The three words that kill any career around a meeting table.

We recognize the vulnerability, powerlessness, and transparency in the “I don’t know” statement. And in the face of workplaces, organizations, and even communities, increasingly hostile to vulnerability, powerlessness, and transparency, “I don’t know” seems like a time waster.

Better to just bulldoze through and hope for the best.

Destigmatizing the “I don’t know” would go a long way toward normalizing the fact that there are legitimate things that we don’t know, legitimate information that we don’t have access to (or understanding of), and legitimate perspectives that we don’t acknowledge.

And, to be the appropriate role model, I’ll start:

I don’t know…

[Advice] When The Bubble Bursts…

Denouncing decisions made in the past without empathy is a sure way to be surprised when a bubble bursts.

Bubbles are created when we think we have predictive powers about future events, that we don’t. And then, we proceed to tell stories and build narratives that back up the “reality” of those bubbles in our heads.

This would be fine if it were an isolated incident.

Unfortunately, everybody’s doing it.

See, since no person knows the future (and a majority of people tend to denounce the past without learning from it), the chances of the narrative bubble we’re living in being the only bubble (and by extension the right bubble) are pretty slim.

To none.

There are other ways to be surprised when our bubble bursts, either collectively, or individually:

Lacking curiosity to explore alternatives—or even hear of them—from people with other narratives, who we find abhorrent, or wrong.
Assuming only one outcome to a conflict, a decision, or even a problem is the “right” one.
Manipulating available (and unavailable) information to “get consensus” from a fickle and wavering crowd.
Presuming that since we’ve already heard an alternative solution one time, that the next time we hear it, it will be the same as before. And thus dismissing important information we’d rather not consider.

The really humbling (or humiliating) point to consider is that bubbles invariably burst.

The presence of a bubble, whether an information bubble, or a narrative bubble, almost always ensures that there will be a resounding “pop” when the bubble bursts.

The only compelling question coming out of that burst bubble is: Are we going to learn from the bubble bursting, or are we going to continue to commit the logical and emotional fallacies that got us to “bubble-based thinking” in the first place?

[Advice] Values and Character

Values and character matter more than educational level when hiring people in an organization.

We can debate why that fact is important, but many organizations suffer from the effects of ethical lapses, poor judgment calls, and eroding communication patterns because they valued education above values and character.

Education in employees.

Education in upper management.

Education in board members.

Organizations very often struggle to define their own ethics and values, and thus struggle to hire people that are—well—ethical.

But there is a way out of this:

Determine what organizational ethics are and stick to them. Make them an integral part of the DNA of your organization. Have the courage to stick with those ethics, even when they impact the bottom line in the short-term.

Hire ethical people. The fact of the matter is, most (if not all) organizations are in a global war to hire and retain the most talented people that they can. And if a small manufacturer in Scranton, Pennsylvania and a large manufacturer in Birmingham, England are trying to get the same employees, the one who has a clear ethical stance will go a long way toward being competitive.

Get rid of unethical people. The whine here usually is “Well, we can’t get rid of (insert name of employee who is liked/perceived as bringing value to the organization here) because then we would get sued.” The majority of states in the US are “at-will” employment states. With this in mind, building in arbitration clauses (there are two kinds of arbitration, binding and non-binding) to employment contracts, creating NDA’s and fashioning a system where employees are educated on what their rights are, allows the organization to get rid of unethical people.

In reality, for most organizations, a lot of this comes down to having the courage to focus around the long-game of developing and encouraging values and character, rather than the short-game of quarterly revenue growth.

HIT Piece 11.08.2016

Here’s an update, if you’re interested:

If Trump gets elected…I’m not moving anywhere.

If Hillary gets elected…I’m not moving anywhere.

I’ll keep doing the same thing I’ve been doing since Reagan, Bush, Clinton, Bush, and Obama were elected and these silly threats started getting thrown around.

You know.

Working.

In the United States.

Under whatever government thinks that they are running the Republic.

I recommend that you all do the same.

[Opinion] Live with the Outcome of the Vote

Tomorrow in the United States, is election day.

There is, during local, state, and national elections, the usual appeals to get people to engage in phone calling for candidates, rallies, polling, and all the other “get out the vote” parts of an election campaign.

The appeals come from the idea that it is easy to convince people not to vote; thus, by getting in their face with constant appeals to participate in all aspects of the voting process (from planting a yard sign to actually voting) the candidates hope to ensure that people are persuaded to vote.

This is all well and good. But towards the end of an elections cycle, such appeals can rise to the level of farce.

What’s far more important is how candidates, and their supporters, live with the outcome of an election.

Candidates and supporters don’t need to be told how to get out the vote.

Candidates and supporters need to be told how to live with outcomes they might not like.

Or that they might have voted against.

This ability to deal with outcomes that are not voted for, without engaging in disruptive revolution, is a fixture of the United States electoral process, because of how the electoral process is designed via the Constitution: A candidate and their ideas may be popular, but if there isn’t enough support from populations in states with a high number of electoral votes, then the candidate loses.

Being a popular loser is something that past candidates have some experience with at the national level in the United States, and because of this two-tiered system, the electoral process has always been relatively free from the chicanery and corruption that sometimes rules in plurality, or parliamentary based systems.

The thing that drives the difficulty in living with the outcome is partially the media. We get the media system that we have built, and in the United States, it is a system based on short attention spans, emotional hijacking, and spreading of rumor as fact.

But we allowed that system to be built.

The other thing that increasingly drives anger, and dissatisfaction with electoral outcomes, is the fact that as the United States has become more fractured in its media consumption of facts, there has been the corresponding rise of tribal like behavior. This type of behavior, instigated by a click happy media structure, creates a perfect storm of disaffection and unrest, that goes beyond the outcomes of election days.

And it will go beyond Tuesday as well.

[Strategy] Crossing the Chasm for the Peacebuilder

For the innovative peacebuilder, the truly important switch must happen in how thinking about products and services cross the chasm.

Most of the time, processes (such as mediation, negotiation, or dispute resolution) are confused with products.

A process is, in essence, a service.

Sure, there are sometimes opportunities to grow a process past a service and into a product, but this is rare.

The idea that content focused around “how-to” can be a product, is supported by the digital reality we live in now. With digital platforms, developing digital components for processes we already think of as services, should become second nature.

But for many it hasn’t.

At least not yet.

There are four ways to cross the chasm in thinking, from a strong consideration and focus on services, to a strong consideration and focus on products.

Deep listening requires surveying clients (formally and informally), compiling that data, and executing on the results of that listening. By the way, deep listening is beyond active listening, and is something that peacebuilders are increasingly seeing as a tactic for clients at the table.
Deep understanding is the corollary to deep listening. Deep understanding requires accepting that crossing the chasm is the only way to scale. Plus, it requires accepting that one-offs, workshops, seminars, and more of the traditional ways of engaging with audiences, clients, and scaling a “lifestyle” business, have changed irrevocably.
Deep advice requires accessing the wisdom contained in the organizations peacebuilders may already be working in. It also requires listening to, and reading, advice that comes from non-traditional places. Accessing, and considering deep advice is strategic and tactical. Deep advice not only comes from outside the box, but also it comes from looking in another box entirely.
Deep courage is the last way to cross the chasm. Execution is about courage, and many of the reasons that serve to “stall out” the crossings peacebuilders attempt, is less about not doing the other three things listed above, but is more about the lack of courage to pull the trigger and execute on a truly scary idea.

Philosophy first, tactics second, and courage always to change how peacebuilding happens in our digital world.

[Advice] Curses Are Stories

Stories have immense power and we are delusional if we think that we are going to change them with good intentions, by throwing more money at them, by passing laws or even by ignoring their power.

Curses are stories.

As are myths, legends, gossip, rumors, and even tall tales.

It takes more than just raw talent or brute force to break a story. Many stories are resilient, not because of the content of the stories themselves (that’s another matter altogether) but because of the feelings that those stories generate.

Stories of conflict, despair, defeat, disappointment, are even more powerful, because it’s easier to convince people of a negative outcome than a positive one. Parties in conflict believe that their negative story is the only story possible out of a range of stories, and because they believe that, they continue to perpetuate the same story repeatedly.

But then, ever so often, a story has the power to change, from a negative one, to a positive one.

Usually this happens after the people hearing the story, absorbing the story, and repeating the story, either surrender, lose hope, or move onto to another story altogether. When a story changes from a negative to a positive, it usually takes one person (and usually that person is a man) to lay out a vision of another path, another story that can supersede the one that is ingrained in listener’s ears, hearts, and minds.

In the realm of politics (where stories—or narratives, if you will—drive votes) the name for the person who used to lay out the vision and tell a different story, and then doggedly pursue that story, was a statesman, or a visionary.

Part of the trouble with the modern (and post-modern) world, is that when every individual has a right to their own narrative (but not their own facts) the power of a story becomes even harder to break. It becomes integrated so deeply into identities, behaviors, and lived out choices, that it seems as if there could never be another version of the same story.

Or even, another version of a different story. And when every individual has a right to their own narrative, it becomes almost impossible for a single statesman to step forward and offer a unifying vision, because they aren’t granted the authority to do so by the same audience who desperately longs for a different story.

This is both a positive and negative development. It is corrosive because, without a sense from the individualized mass audience consuming the story that the story can change—it doesn’t. It is positive because it means that each individualized person can believe differently, act differently, and tell a different story without permission from above.

Stories have immense power. And the only way that we can change them is by becoming the visionaries we need to be to change the stories we tell ourselves.

And each other.

HIT Piece 11.01.2016

I wish that you had more time.

Time to explore all that the world has to offer.

Time to be more.

Time to do more.

Time to have more.

Time to do the things that really matter in your life.

Time to develop more personally, professionally, and even spiritually.

Time to make the right decisions, for the right reasons, to impact more people positively in your life.

I wish that you had more time.

But you don’t.

And you’ve chosen to use the time allotted to you to do, well, those things that you believe matter, in the long run.

Whether you have considered the long run, or not.

[Opinion] The Listicle is Simple and Seductive

Three points need to be emphasized at the beginning of any training, workshop, or seminar.

Your way of thinking about conflict, communication, and persuasion must shift before anything else can happen.

Your way of consuming information, your attention span, and your level of caring about the content you are about to hear, must shift before any deep learning can happen.

Your way of listening to the delivered content must shift from passive to active, for without that shift, nothing else can happen.

The desire, of course, from some of the participants is for these three things to happen. And these points being made out loud makes those participants relieved.

But there are other desires in the room.

The desire to get the tools, get the skills, get the listicle version of the information, and then to leave.

The desire to get the lecture, get the knowledge, but to not engage in any deeper change. After all, such change is challenging, and if there’s no support in the environment from which you came for change that needs to happen, well then it’s easier to ignore the calls to change.

The desire to not care. This is reflected in the phrases, the questions, the statements, and the observations that spring forth from the participants. Typically framed by some participants as “I hope that you can keep me awake,” or “You kept me awake more than any other facilitator I’ve ever sat through.”

The desire for the listicle version, the shorthand, the summary, the 30-second point, is seductive. But ultimately, changing the philosophy about how we think, matters more than applying shortcut tactics to achieve an outcome we might not enjoy.