[Opinion] A Utopian Singularity

The release of nuclear power was greeted with a mixture of awe and triumph.

Splitting the atom was—at one time—the most difficult task that humanity had set itself upon completing.

Once the atom was split, however, and the power released from that act was applied to the making of war and the destruction of human lives, in order to—ostensibly—prevent the loss of other human lives, humanity recoiled in horror at that which we had accomplished.

Robert Oppenheimer’s words at the Trinity test ring down through to our time: “ Now I am become Death, the destroyer of worlds.”

And now, we have arrived at yet another linchpin moment in human history. Just as the act of splitting the atom and releasing it’s energy was supposed to bring humanity closer to a utopian peace, we are now at a moment where very smart people are promising us that we are ready to release the potential of AI and many other technologies.

They promise us a jobless future of endless prosperity, with at least our basic needs completely fulfilled.

They promise us a future of 3D printed food, self-driving cars, predictive machines that will learn what we need and provide it to us without question.

They promise us a future where there will be haves and have-nots, but that they line between the elite and the commoners will be the same as those who can defeat—or prolong—their own deaths through genetic manipulation, and those who know that the technology is out there to do this, and cannot get it.

But, in the midst of all of these promises—remarkably similar to the many promises made to humanity by well meaning smart people (like Robert Oppenheimer) before we released atomic power—they do not ask the truly existential questions the release of such technologies creates:

Will a jobless future have space for fulfilling work to be accomplished by people who want to do it?
Will 3D printed food provide for all of humanity’s basic dietary needs without damaging the environment, or the people who consume it?
Is overcoming death really the highest possible calling for an individual human being?
Can a man made machine ever experience emotions, question its own limitations or explore the possibility of a soul?
Will machine learning bring utopian peace, or is the brute nature of the human animal more likely to emerge once the singularity arrives?

What’s most disturbing to us is that none of the really smart people in genetics, neurobiology, data analytics, computer and software technology or any of these other fields, seem to be interested in sitting down with a few philosophers, religious practitioners and policy makers to even discuss the questions in the first place.

To quote another famous man: “Your scientists were so preoccupied with whether or not they could that they didn’t stop to think if they should.”

Humanity’s progress is too important to be left alone in the hands of the very smart people.

-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/

[Strategy] 20-80-100

80% of the conflicts in your organization will be solved by 20% of the people in your organization.

And, not all of those people will have positional titles, effective job descriptions, or even work in “traditional” departments that “are supposed to” address conflicts.

Pushing the frontier of who gets what, so that the majority gets more value out of the conflict resolution process, should be the goal of all organizations.

But, there’s a ceiling on that value, generated by competing goals and desires, differing value placed on outcomes and the lack of ability for some in an organization to accept the efficacy of pursuing more than one outcome.

As long as 20% of the people in organization are overcoming 80% of the ceilings in 100% of organizations, the ceiling on claiming value will not move effectively.

-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/

[Strategy] Integrative Change

The systems undergirding our lives, our families, our communities and our organizations, governments and businesses are based on distributive mindsets, philosophies, behaviors and approaches to conflict.

Distribution grows from the foundation of perceived scarcity of resources, competition, a “winner-take-all” mentality, and limited outcomes around things that matter.

But sometimes, even inside of these systems, and working inside distributive rules, individuals attempt to remake the world to reflect a different reality and to attain different outcomes.

Individuals attempt to be collaborative and build relationships based on integrative bargaining strategies, collaborative teambuilding and a philosophy that the ends and the means must match.

On rare occasions, individuals scale up those relationships into organizations. Then, the distributive systems embedded in economics, social policy and the law, co-opt their best practices, their language and their approach to develop a “brand image” while losing and abrogating the heart of those individual interactions.

The push and pull that underlies the growth of the Internet—and its future spread to other areas—is that between a distributive world view and economic system, now being forced to operate within a highly integrative system that wasn’t really built for them.

The great benefit of integrative negotiation tactics and strategies is that they serve to build the foundation to be distributive in the future, rather than having to consider proving the benefits of distributive negotiation tactics and strategies by the next quarterly stock report.

Organizations built on an integrative framework inherently will have no trouble operating distributively when its time. And they will reap the benefits long-term for a long time. We’re looking at you, Facebook.

Organizations built on distributive frameworks will perish, or have immense trouble determining when best to operate integratively when it’s most appropriate. We’re looking at you, IBM.

Individuals, however, will continue to interact both distributively and integratively no matter what the system tells them.

-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/

[Strategy] CRaaS for Employees

Online based processes to resolve human disputes have had a long and harried journey.

In some ways, this is because technology and innovation has not caught up to the conceptual framework of the people who envisioned its wide use.

In other ways, the integration of human beings—with the emotional stimulus that human beings bring to conflicts—has proven to be beyond the capacity of such online systems to handle.

In orer to overcome both of these drawbacks, clumsy integration of human beings into the process of online dispute resolution at the beginning point, the midpoint and even the endpoint of systems has become enshrined in ODR procedures and practices.

However, organization of all sizes, can create their own conflict resolution as a service platform, for the benefit of employees, with the help of web based applications, cloud based storage capacity and encrypted and secured servers.

As technology further advances, predictive (rather than reactive) systems based in artificial intilleigence, data storage practices and analytical tracking, could provide the next pieces in the process to integrate humans in a conflict resolution system that serves the needs of both human resources and the employees in conflict.

-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/

[Opinion] The Voice

Before there was ever the written word, there was the voice that was heard.

The oral tradition of storytelling has along and ancient pedigree, dating back to the dawn of humanity and continuing on through this day.

We have invented tools to record or musings, our hopes, our dreams, our poetry, our songs, our defiance and our place.

The human voice carries meaning with which the written word can never fully compete.

And in the new world of podcasting, the technology for recording the spoken word and transmitting it to hundreds and thousands of people has never been less expensive.

We are living through a Renaissance of podcasting as the field expands (11 million podcasts at last count) and as the field does so, more and more people looking to find an audience, gather a tribe, and make some noise, are going to get on the bandwagon.

We’ve been diligently working on Season Two of Earbud_U, the conflict engagement podcast, bringing together interviews with people from various backgrounds and with various experiences, and asking them the ultimate questions, ultimately.

But, Season One is about halfway through and your can hear all of the episodes, featuring all of our guests, by clicking on the links below:

Earbud_U, Episode #1 – Darren MacDonald

Earbud_U, Episode #2 – Jared Campbell

Earbud_U, Episode #3 – Brad Heckman

Earbud_U, Episode #4 – Elin Barton

Earbud_U, Episode #5 – Diane Lange

Earbud_U, Episode #6 – London Ladd

And…

-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] The Janitor and the CEO

In every organization, no matter how great or small, there is a person who is in charge of doing the things that no one else wants to do.

Sometimes, the organization imposes the title of “secretary” or “administrative assistant” on the person occupying this position and being accountable and responsible in it.

But in reality, the person who does the things that no one else wants to do, has the most power in an organization.

There are two positions in any organization that have power: The janitor and the CEO.

Both are invaluable and require that the person occupying those roles be a faithful steward of the position.

But no one else in the organization wants to change places with either one of those people.

This is probably why there is so much conflict over so little mediocrity stacked so deep in the middle.

[T/Y to Darren MacDonald for bringing this to our attention.]

-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/

[Strategy] CRaaS for HR

Human resource professionals deal in regulation, policy and procedure.

Human resource professionals are often assigned to address conflict issues and determine consequences for participants involved in policy—and even legal and regulatory—violations.

And yet, for all of their necessity, human resource professionals are in an endless quandary of trying to be valuable, yet remaining unseen.

“No one wants to be in HR. Young people don’t even think about going into HR.”

As organizations shrink and change, the human resource professional must begin living up to the name of their industry. Learning to advance, beyond just the quick workshop session must occur in:

Innovation
Social media use
Conflict engagement
Emotional Intelligence

And then, the learning must be embedded into the organization and the HR professional, with software resources based in the cloud.

If not, the human resource profession runs the risk of being yet another industry—or division in an organization—where the question “Why don’t we just have AI powered robots do this work?,” becomes the opening question to disruptive change.

-Peace 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/

[Advice] 3 Steps for Reframing Organizations

Many organizations still prefer to litigate—or lobby for legal changes—to protect their standing in the open market.

This includes not just external protections, such as market access, intellectual property protection and copyrights on branding efforts, but also, internal protections around hiring, recruiting, onboarding, and resolving internal employee disputes.

Organizations and businesses still handle conflict as a product rather than as a process. This comes with the perspective of conflict resolution—however they are resolved—as “the way we do things around here.” This leads to thinking of conflict resolution as just another method of gaining a favorable organizational outcome.

However, by focusing on the design of the architecture of their internal conflict resolution systems, organizations can evolve beyond merely protecting their place in the market and move toward innovating with people.

Here are three steps to accomplishing this:

Creating new design architecture requires unbundling every step in the hiring to firing funnel and reexamining all of the assumptions that are baked into your organization, particularly those around the idea of “who gets to work here.”
Developing new design architecture requires dissecting the culture of an organization and determining what the real purposes of the organization are, not just the purposes displayed on the masthead, or for stakeholders.
Embedding a new design architecture for resolving conflicts requires a transforming of organizational thinking around conflict—shifting from thinking of conflict as an unfortunate by product of another process to be resolved as quickly as possible and in the organization’s favor, to thinking of conflicts as a process to be engaged with as a a natural part of evolution, growth and innovation.

Unbundling, dissecting and transforming will take any organization toward building a conflict resolution system as a service working for employees and other stakeholders, rather than a service working against employees and other stakeholders.

-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] A Positive No

The moment that you are ready to leave the office, complete a project, take a phone call, or meet a deadline, another person walks up.

This person has other priorities, but finding out what those are is not the thing that you are interested in, but that person makes sure to tell you all about their priorities.

The thing about time management is that managing other people is the unsung, unconsidered hardest thing to do.

Other people have their own priorities, and we are too embarrassed, too distracted, or too disinterested to discover what they are.

This is when the positive no, or the sandwich no, becomes the best way to address the energy vampires (or time sucks) that other people can be sometimes.

It goes something like this:

“Thank you for coming to me with [insert whatever the topic is here]. No, I don’t have time to talk about this right now. But, please come back [name a definitive later time here] and I will talk with you then.”

Then, put that time vampire on the calendar, turn around, and walk away firmly. This last part is important, because many people can’t close the conversation.

When using a positive no—or a sandwich no—remember to always be closing.

-Peace Be With You All-

(D) x (V) x (F) > R…

….where, of course, the R (Resistance) is a constant.

When was the last time that dissatisfaction, a vision for change and quantifiable first steps were greater than R in your organization?

Conflict as a process is change.

But people in organizations become so comfortable with the outcomes of the conflict process—that is disputes—and their outcomes—that is dysfunction—that R remains a constant.

Think back to your immediate family.

How long has R been around about conflicts that matter?

Now, in an organization, where familial ties do not bind, how much stronger—and constant—is R when it comes to real, meaningful innovation?

You know, the kind that involves people, not software…

Jesan Sorrells, MA

Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email: jsorrells@hsconsultingandtraining.com
About.me: http://about.me/Jesan_Sorrells
Twitter: www.twitter.com/Sorrells79
Facebook: https://www.facebook.com/HSConsultingandTraining
LinkedIn: www.linkedin.com/in/jesansorrells/
Website: http://www.hsconsultingandtraining.com