Discipline makes Daring possible.

Reality TV

Reality TV

Since, as usual at this time of year, there’s been nothing on TV, we’ve been catching up on ‘Connections’ with James Burke.   A fascinating ‘alternative view of change’ first broadcast in 1978.

Watch it here, at Internet Archive while you can.

What the series shows is that change (or as some like to call it ‘progess’) is not linear at all.

Discoveries are sometimes made on purpose, but almost as often they are made by accident, as a side effect of looking for something else, or as a failed experiment, or by someone coming at it from a different perspective.  Often they were ignored completely, until enough of them were in place for others to put them together and create something new.

And as we know from the history of steam power, gunpowder and moveable type printing, if the social conditions weren’t conducive, they were often simply abandoned or used for pure amusement for centuries.

Serendipity, obliquity and culture play such an important part, that it’s almost impossible to predict where future change will come from.

What we can do is keep ourselves aware of the bigger systems, cultural and scientific, which are the drivers and sources of change – ecology, physics, capitalism, politics, the carbon cycle.  That way, we can at least have an idea of where the impacts of change might be felt, and decide if we want it or not.

That means learning about how our world works.   It takes effort, and often a bit of digging to find the material – which in itself tells us something about the system we currently live in.

‘Connections’ is the kind of reality tv we used to make.  The kind I’d like to see more of.

That Question

That Question

What question do you get asked over and over again about your product or service?

What could you do to save people having to ask it?

What could your people do with the time they spend answering it?

My weird habit

My weird habit

I have a weird habit.

If I’m in a loo where the toilet roll holder is empty, and there are toilet rolls around to refill it.  I refill it.

It doesn’t matter whose loo it is.  A client’s, a friend’s, a department store’s, a pub’s.   I’m sat there anyway, the job needs doing, so I do it.

Imagine, if everyone did this, how much more comfortable office life would be?

A small example of what happens when responsible autonomy is paired with direct and immediate feedback.

Now imagine what your business could be like if you took this approach everywhere.

How does improvement happen?

How does improvement happen?

How does improvement happen?

First by collecting feedback, both quantitative and qualitative.

Then by looking at what that feedback might be telling you about what’s happened in the past, and what is likely to happen in the future if nothing changes.

Then by adjusting the system accordingly.

Your adjustments might be wrong of course, which is why it’s a good idea to keep them small until feedback shows you’re heading in the right direction.

Over time you’ll learn to keep it simple.

Then improvement will come naturally.

Connect the dots

Connect the dots

Back in February, I got involved in a project called ‘Connect the Dots’, an ancillary to The Carbon Almanac.

The idea was to take the well-researched facts, issues and solutions from the Almanac and connect them together visually, so that someone can see how they interact.   More importantly, so someone can see how a single action can have multiple impacts.

We started with Solutions, because in spite of what we see and hear, they are already out there.  People are already taking practical, unheroic, collective steps to change the systems that we have turned into traps.

We’re having a rest for a week, and then we’ll come back to it, perhaps with more people joining in.  So it will continue to grow.

Yesterday the project went live.

Find it under ‘Extras’ at The Carbon Almanac.

It’s not finished – it never will be.

It’s not perfect – it never will be.

Hopefully it is inspiring enough to prompt more people to take action.

Together.

Connecting the dots.

There’s no escape

There’s no escape

No matter how much we might wish it away, there is no escaping the fact that we are all connected.   That what we do in one place and time affects others in a different place and time.

In economics and big business, we like to pretend that this isn’t true.  That there are things we don’t need to worry about because they happen outside our bubble.

We call these things externalities.

As if they don’t affect us.

But sooner or later they do.

Because the bubble is imaginary.

We live in a series of systems, and ultimately a closed system – planet Earth, and sooner or later the all the consequences of our actions will come back to bite us.  Even those we choose not to see.

Time then to take responsibility, and dissolve our bubbles.

Climate change needs to be on the balance sheet.  Or we need to do away with the system that gives us balance sheets.

There’s no escape.

‘Sorry’ is never enough

‘Sorry’ is never enough

Corporations, being founded on a theory of Homo Economicus, naturally believe that when someone complains, they are merely seeking personal redress.

That’s true, but it isn’t the whole story.

Most often people want recognition of their own case AND to make sure it doesn’t happen to someone else.   Sometimes people just want to make sure the mistake isn’t repeated.

That means “Sorry” is never enough, even when accompanied by compensation.   What people really want to see is evidence that the mistake is being rectified.  That systems and process are changed to ensure it can’t be repeated.

Otherwise, the only conclusion to be drawn is that it wasn’t a mistake, but policy.   And compensation a bribe to keep your mouth shut.

 

Check out this Twitter thread from George Monbiot to see what I mean.

And this thread for the complaint that started it.

It’s not too late

It’s not too late

It’s not too late but we need to begin changing our systems. And you can’t change a system until you see it.”

https://vimeo.com/727950704

You can order a copy now from here: https://thecarbonalmanac.org/book/, or pre-order from your favourite independent bookshop.  Here’s mine.

There’s even a downloadable kids book and educators guide, a photobook, podcasts and a Daily Difference email.  And more extras coming soon.

All designed to get us talking to each other about climate change.  Because when we talk, we connect, and when we connect we can take action big enough to make a difference.

After all it’s our future we’re talking about.

It’s not too late, but we need to start changing our systems now.

Instinct and intention

Instinct and intention

In the late 18th century it was tough to be a sailor in the Royal Navy.   Discipline was harsh, pay was low, the food was terrible and battles were deadly.   Especially if you were part of a gun crew.

Firing a cannon was far from simple, it took several steps and required good co-ordination and careful timing.   The equivalent of a modern Formula1 pitstop.   Plus of course all the time you were firing, the enemy was firing at you, shattering the hull of your own ship into lethal splinters.

The bosses expected gun crews to work by instinct.  Their thinking was that in the midst of battle, when your life depended on it you would naturally do the best job you could.

A new boss changed all that.   His radical idea was to look at what the best gun crews did, then train every crew to work as they did, practicing until every crew performed the best it could – consistently and on purpose.

“A waste of good ammunition” said his bosses.

Horatio Nelson insisted and got his way.

The rest as they say, is history.

Instinct can get you a long way, but if you want to go further, you need intention.

Discipline makes Daring possible.

Yet more thoughts on Packaging your Promise – Timing

Yet more thoughts on Packaging your Promise – Timing

The function of your Package is to enable the transformation the client desires.

Its format is about delivering that transformation effectively, in a way that suits their motivation and ability.

Timing is about how long that should take.  Balancing the urgency of the need against the practicalities of learning, absorbing and doing that will actually sustain the transformation beyond the journey.

Questions to ask:

  • How long does it take to complete the whole thing – to get from where they are now, to where they want to be, with you?
  • How much time does the Client need to devote to this?
  • If there are natural breaks, should there be gaps between for consolidation or implementation?
  • What’s the right pace? Where’s the balance between having time to do it and maintaining momentum?
  • When does it end?
  • Is maintenance required once the desired transformation has been achieved?

Of course, thinking about these things inevitably sparks more ideas about the format, and possibly ideas for further Packages.

And of course the underlying questions are still:

  • How can you make it as easy as possible for them to do, so they don’t give up along the way?
  • How do you make it as easy as possible for you to deliver, so that you can scale?