Discipline makes Daring possible.

Affiliation

Affiliation

We all have our own way of seeing the world – our own view of how we think it works, what motivates ourselves and others, what’s acceptable and what’s not.  That worldview informs how we act in the world – what we read, what we watch, what we buy, who we are drawn to.

Much of that worldview can be based on fact – physics, for example – but a surprising amount of it is opinion.   That makes everything political, because everything we do is a negotiation between our worldview and the worldviews of the people and organisations we deal with.

Life is easier if those negotiations mostly take place with people and organisations with whom we share important aspects of our worldview.  People and organisations we feel an affiliation with.

But we have to be careful, because some people and some organisations, are willing to pretend to a worldview they don’t really hold, in order to win our affiliation and trust, for their benefit, not ours.  And in our always-on, non-stop, social-media-driven globalised world, that is easier than ever to do.

That means 2 things:

As individuals we have a responsibility to each other as honest human beings, to put some effort into not being conned, by digging a bit deeper, checking that deeds match words, that the ‘person’ we are talking to is who they say they are, so that we can to be true to our own worldview.

And as businesses we need to be absolutely clear that what we promise is true, then fearless about sharing it.

If everything is political, we have more power than we think.

Good design is long-lasting

Good design is long-lasting

“It avoids being fashionable and therefore never appears antiquated.   Unlike fashionable design, it lasts many years – even in today’s throwaway society.” Dieter Rams Design Principle number 7.

When a service process captures the ‘what has to happen’ without getting too bogged down in the ‘how it happens now’, it lasts.  It stays meaningful, and as a result stays useful, and used.

This is possible because human beings are very good at grasping an overall structure, and very good at flexing themselves around it to deal with a specific situation.

So let them.   In a service business, variation is information.

Gassaku

Gassaku

Gassaku, or ‘joint work’, is, unsurprisingly, a Japanese concept, where each collaborator’s contribution is celebrated and acknowledged, while recognising that the completed work transcends all of them.

In the west, we’ve become so used to the idea of the lone artist, the single originator, the star founder, that we are almost blind to joint work.   Except perhaps, when we watch a film, and see at the end the enormous numbers of people that helped to make it.

Yet all work is joint work.  We achieve nothing alone.

Everything we do is built on the work of others – not just those around us now, but those who have gone before.  Not just work that directly contributes to our achievements, but the work (not always paid) that built and continues to build and maintain all the infrastructures that enable them.

Time we acknowledged their contributions.

Stakeholders

Stakeholders

I found this on the Corporate Accountability Network‘s site the other day: “The Corporate Accountability Network thinks that every company, … Read More “Stakeholders”

Better tools

Better tools

One of my favourite Seth Godin aphorisms is this one:

“Make things better by making better things.”

Making things better is what humans do.  And we mostly do it by creating new, better tools – tools for making and tools for doing; tools for organising and tools for co-ordinating; tools for learning and tools for thinking; tools for connecting and tools for feeling.

For me, great tools extend human capabilities without undermining the humanity behind them or the context around them.   They make us both more human and more part of the world we live in.

Our very best tool is our ability to re-imagine what ‘better’ means.

Do no harm

Do no harm

One of the books I’m reading at the moment is “Jainism and Ethical Finance”, by Atul K. Shah and Aidan Rankin.

The first vow taken as a Jain is ahiṃsā  – non-violence or the desire to do no harm.

The interesting thing about this is that it extends beyond humans to animals, insects, microbes and even plants.   Strict Jains are vegetarians who do not eat roots, because this destroys a plant’s ability to reproduce itself.

That is a very thought-through concept of impact, that we could all learn from.

Especially as it doesn’t prevent Jains becoming highly successful business owners.

Neighbours

Neighbours

Last night, on my way to my pilates class, I spotted one of my neighbours leaving the house of another.

I happen to know that she visits this neighbour every day, with a meal, with shopping, to have a chat.  She’s been doing it for at least 30 years.

For no other reason than that they are neighbours.

What struck me last night was the sweatshirt she was wearing.

“Love will save us” it said.

She’s right.  Nothing else will.

Good feedback

Good feedback

Good feedback is:

  • Objective.   ‘You’re crap at this’  doesn’t help.   “You tend to pull to the left” does.
  • Specific.  “Try harder” doesn’t help.   “Try aiming to the right of where you want to land” does.
  • Enabling.  “Like this” doesn’t help.  “Let me put your arm in the right place so you can feel how it should be” does.
  • Timely.  “A week ago you threw short” doesn’t help.   “That last throw was only out by an inch” does.

Feedback is good when it tells the recipient something about the process, because the process is what you have to change to improve the result.

Feedback is even better if it can come from the process itself, because then the person running the process has autonomy as well as responsibility.

A cattle-prod, physical or emotional, isn’t feedback.  It’s just bullying.