Discipline makes Daring possible.

The sleep of reason

The sleep of reason

NASA engineers had noticed a problem with the O-rings used to seal joints in the boosters of the Challenger space shuttle.  When the weather was cold at launch time, the O-rings failed to seal the gaps properly.   But they couldn’t quantify the effects, so were not allowed to act on their concerns.  After all, the NASA engineering watchword was : “In God we trust.  All others bring data.”

But what if you don’t have data?  Does that mean you just leave it to God?

Of course not.

As Richard Feynman said at the enquiry following the disaster “If you don’t have data, you must use reason.” 

Our processes must allow for that.

If the sleep of reason produces monsters, imagine what wonders we create when we combine data with waking reason, driven by humanity?

Our processes must be designed for that.

 

HT to Abishek Chakraborty for the prompt.

While the cat’s away…

While the cat’s away…

…the mice will continue with whatever processes are in place.

Do you want them to be yours or theirs?

Preserving process knowledge

Preserving process knowledge

How do you embed ‘process knowledge’ – the knowledge of how to do things – into other people’s heads across space and/or time?

Well the first step is obviously to get it out of your head first.    Then you have to communicate it to others in a way that is easily absorbed yet also ‘sticky’.

One familiar way is through apprenticeship – repeated physical practice under the eye of a master.  Great over time, although slow, harder to apply over space.

Another familiar way is to write things down – in manuals, standard operating procedures, process maps.  This solves the problem of space as well as time, but is actually notoriously un-‘sticky’.  Nobody likes reading manuals – in fact most people hate it.

So the best way is to create some combination of scribing and physical practice that combines the best of these approaches.

And that’s just what aboriginal Australians have been doing for around 40,000 years.  They preserve their culture – their ‘way of doing things’ through a complex combination of activities that includes mapping, painting and sculpture of all kinds, song, dance and actual doing, tied to a landscape that acts as both operating territory and memory jogger.

What’s interesting is how even the ‘scribing’ is so physical and multisensory – maps can be physical representations that are walked around; memorisation takes the form of songs and stories attached to landmarks.  Painting or dancing is not just a way of representing an activity, its a form of doing it.

We process mappers and manual writers could learn a lot from this approach.

Hmmm.

Watch this space.

Even brilliant businesses fail in the end

Even brilliant businesses fail in the end

A butcher’s shop Deptford is closing down soon.

No big deal you might think.

Except this butcher’s is a family firm that’s been going for 192 years.  Their pies, home-made, filled with succulent chunks of meat and delivious gravy are legendary.  Their T-bone steak has topped the leaderboard of the Steak Society’s ‘T-bone Tour’ since 2018.  And it’s all surprisingly good value too.

It will disappear just when the market for it’s wares is growing as Deptford gentrifies.

But the current owner, Bill Wellbeloved, needs to retire, and couldn’t find anyone to take over the business.

Even brilliant family businesses fail in the end, if they don’t find a way to last longer than their current driving force.

That’s why Gibbs & Partners exists.  So brilliant businesses can carry on for as long as their clients need them.

Planning to disappear.

Planning to disappear.

It’s well known that being employee-owned is good for a business.

But why stop there?

Why not make your business employee-run too?

Enable every employee to be ‘a Boss’ with a Customer Experience Score.

You business will be scalable, replicable, durable.

And you can plan to disappear.

Acumen

Acumen

Acumen:  Sharpness.  The ability to get right to the point, to the heart of the matter.

Acumen is something Jaqueline Novogratz obviously has in spades, because she realises that the people at the bottom of the pile have it too.

And that the best way them to help them is to enable them to apply it to help themselves.

Bottom up, ripple out.  That’s the way to do it.

No need for you to be there.

 

Work/play

Work/play

Why do we enjoy playing Dungeons and Dragons?

Because we know the rules.  We know the world we’re operating in.   We know our own capabilities.  We know there is randomness, provided by the dice.  And we know that the people we’re playing with know all that too.

Within that framework, each one of us can play freely with the skills we’re given and the attributes we acquire.  We can collaborate, go it alone, or switch between the two.  If we’re Dungeon Master, we can even change the rules.

Nothing is predetermined, there’s room for the unexpected, yet everything is coherent.    It’s a safe space enclosing the perfect balance between constraint and freedom, between box and creativity, between process and play, between community and individual.

Life can’t be like this.

But work can.

Discipline makes Daring possible.

I’m sorry, I haven’t a clue

I’m sorry, I haven’t a clue

The joke hidden in the game of ‘Mornington Crescent’, played to inscrutable rules on ‘I’m Sorry I haven’t a Clue’ –  is that actually there are no rules.   The teams make them up as they go along.

It’s an old parlour game, a jolly hoax played by a group of friends on a newcomer.    Hilarious for the friends.  Bewildering for the newcomer.

And it’s probably what joining your business feels like.

Amplification

Amplification

The genius of a composer like Mozart, is that no matter who plays his music, or what they play it on (even a synthesiser), you know it’s Mozart.

The genius of a musician like Grappelli or Menhuin, is that no matter what they play you know it’s Grappelli or Menhuin.

A genius musician playing a genius composer amplifies the experience of both.  And shows other musicians and composers what can be achieved.

It’s the score that makes this amplification possible.

Every musician get’s told what notes to play, what mood to create.  No less, no more.  The how is completely up to them – as long as it delivers the required experience, or better.

Discipline makes Daring possible.

Give us a clue

Give us a clue

In a business, striking the right balance between control and freedom is hard.

We want the serendipity that freedom brings.  To be open to emergent behaviour or trends.   And increasingly, we want our workplaces to be human, places where people can exercise their natural powers of creativity, collaboration and problem solving to the benefit of the customer and the company.

But emergence without direction or foundation simply turns into entropy.

The answer is to make sure the culture doesn’t only live inside people’s heads.

Document your Promise of Value as a compass to guide everyone on your journey.

Install a floor through which nobody can fall.

Capture the high-level process as the clue that will get everyone (especially newbies) through the labyrinth safely.

Then set your people free.