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#NoSoftware + Attendants

August 6, 2023
Antimatter principle, Article, Attendants, Capability development, Culture change, Improvement, Innovation, Needs, NoSoftware, Organisational effectiveness, Quintessence
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#NoSoftware + Attendants

Adding more developers to a team for more throughput seems like a no-brainer. But, just as theory of constraints teaches us that increasing capacity at non-bottleneck stations won’t improve overall throughput, simply hiring more developers does not address the throughput challenge when, as in most cases, development is not the constraint.

Enter the #NoSoftware approach – a perspective that challenges the typical software-centric thinking. The premise, that we should reduce or eliminate unnecessary software to achieve greater efficiency, echoes another emerging trend in tech leadership: the idea of “Maximising the Amount of Work Not Done.” Also known as “software last of all“.

At first glance, this might seem counterintuitive. After all, isn’t productivity about doing more? However, when applied strategically, focusing on what doesn’t need to be done can pave the way for streamlined operations and better outcomes. And no role embodies this concept better than the role of “Attendant” (NB. Role, not Job).

The Attendant’s Impact

While software developers are integral to translating requirements into code, Attendants focus on discerning and addressing the genuine needs of a wide range of Folks that Matter™, from customers and fellow team members to senior management. The role isn’t to delve deep into the intricacies of code (they can do that too, when necessary) but to simplify, streamline, and ensure that the tech team’s efforts are genuinely needs-driven. Here’s how Attendants make the difference:

  1. Prioritising Genuine Needs: Amidst a sea of potential features, Attendants ensure that only those bringing significant value are pursued, eliminating unnecessary work.
  2. Enhancing Communication:In the role of Attendant, developers act as conduits of clear communication between various parties, reducing misunderstandings and the subsequent need for rework.
  3. Championing Simplicity: Attendants continually advocate for the simplest solution that effectively addresses the needs of the Folks that Matter™. And communicate and track them via trhe Needsscape. This philosophy speeds up development, minimises bugs, and ensures more reliable product delivery.
  4. Curbing Over-Engineering: By always aligning solutions with the genuine needs of the Folks that Matter™, Attendants act as guardians against the pitfalls of over-engineering, ensuring products and their features remain focussed, relevant, user-friendly and cost-effective.

The #NoSoftware Synergy

The Attendant’s perspective on streamlining work resonates with the #NoSoftware approach. Both focus on the needs of the Folks that Matter™. By understanding and embracing the principles behind these ideas, organisations can focus on what truly matters, eliminating unnecessary noise and ensuring the delivery of impactful solutions.

Summary

Whether it’s the #NoSoftware approach or the invaluable role of Attendants, the tech world is shifting towards a more thoughtful, needs-oriented paradigm – and it will be a game changer.

“Deserving”, Entitlement, and Violence: A Fresh Take on Communication

August 5, 2023
Article, Compassion, Needs, Nonviolent Communication, Relationships
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“Deserving”, Entitlement, and Violence: A Fresh Take on Communication

Understanding Nonviolent Communication

At the heart of Nonviolent Communication (NVC), a method developed by Marshall Rosenberg, lies the principle of shared human connection. As we journey through life, this method can drastically shape how we interpret, understand, and respond to others, especially in heated or challenging situations. Rosenberg dedicated his career to understanding different factors that contribute to aggressive behaviours in our interactions, with a particular emphasis on the concepts of “deserving” and “entitlement”.

Deserving, Entitlement and Their Role in Society

“Deserving” is often used as a benchmark to determine who receives rewards and who gets punishments. Do what someone wants, and you’re seen as deserving of praise; stray from the path and you’re seen as deserving of punishment. Entitlement goes a step further, suggesting that one inherently deserves rewards, respect, or special treatment. It’s within this framework that the ideas of deserving and entitlement can give rise to violence.

The Scope of Violence

Violence, as defined by Rosenberg, isn’t restricted to just physical harm – it encompasses psychological and emotional harm too. This can include anything from passive-aggressive comments or dismissive attitudes, to more direct forms like bullying or physical aggression.

The Pitfalls of a Deserving or Entitled Lens

When we view others through a “deserving” or “entitled” lens, we judge them. This perspective can lead us towards a black-and-white mindset: right vs wrong, good vs bad, in vs out. This oversimplified view neglects to consider the complex motivations and needs that drive human behaviour.

For example, imagine a friend who regularly arrives late. An immediate reaction might be, “They deserve to be left out next time,” or, “They’re always late because they feel entitled to our patience.” This viewpoint not only labels and judges your friend, but could also incite conflict or violent communication. The focus is on punishment, rather than understanding the reasons behind their tardiness. (See also: The Fundamental Attribution Error).

The Power Dynamics of Deserving and Entitlement

The mentality of deserving and entitlement can create a power dynamic where some individuals are perceived as superior (those doling out rewards or punishments) and others as subservient (those on the receiving end). This dynamic fuel violence as it cultivates feelings of resentment, rebellion, and anger among those seen as ‘undeserving’ or ‘over-entitled’.

Shifting from Deserving to Needs

Rosenberg’s solution was to invite a shift in thinking – from thinking in terms of ‘deserving’ or ‘entitlement’ to thinking in terms of ‘needs’. Instead of deciding if someone deserves something or not, make an effort to understand the feelings and needs driving their actions. Recognising these needs nurtures empathy and helps to resolve conflicts.

Fostering Understanding and Compassion

Rosenberg advocated for replacing judgment with curiosity, to promote understanding and compassion. By doing so, we can encourage peaceful conflict resolution and cooperative communication, breaking away from the punitive and destructive cycles of reward and punishment.

Conclusion: Towards Healthier Interactions

In conclusion, letting go of the notions of ‘deserving’ and ‘entitlement’ can significantly transform how we approach communication and conflict. Judgment is replaced with understanding, punishment with empathy, and violence with peace. This shift allows us to see each other not in terms of what we and others ‘deserve’ or ‘feel entitled to’, but by what we ‘need’. This, in turn, paves the way for healthier, more compassionate interactions.And world peace.

Workplace Dynamics

August 4, 2023
Antimatter principle, Article, Culture change, Improvement, Management, Needs, Quintessence
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Workplace Dynamics

Workplaces are complex environments, a collection of personalities, goals, and hierarchies. Performance, morale, and engagement often become key indicators of success in the eyes of management. However, in many organisations, managers misdiagnose the underlying problems that plague the workplace, focusing on individuals who seem to be “behaving badly” rather than systemic issues. Let’s dive into this paradox.

The Symptom: Behaving Badly

It’s not uncommon for managers to identify problems within a team based on observable behavior. Arriving “late”, missed deadlines, negative attitudes, and other seemingly defiant behaviors are visible symptoms that something is amiss. Labeling these actions as “behaving badly” and attributing them to individuals is an understandable yet misplaced reaction.

The Root Cause: The Way Work Works

Beneath these symptoms lies a more complex issue: the structure and culture of the workplace itself. If employees are disengaged and underperforming, it’s often due to underlying factors such as:

  • Inadequate Communication: Lack of clear direction, feedback, and open dialogue can leave employees feeling disconnected and misunderstood.
  • Unrealistic Expectations: Overburdening employees with unrealistic targets and insufficient resources sets them up for failure.
  • Lack of Recognition: When hard work goes unnoticed, motivation and morale suffer.
  • Poor Leadership: Inconsistent leadership and lack of empathy can create an environment where employees feel unsupported and undervalued.
  • Toxic Culture: A competitive or hostile work environment can erode trust and collaboration, leading to a breakdown in teamwork.

The Manager’s Dilemma

Understanding the root cause requires a paradigm shift from focusing on individual behaviours to examining the environment that shapes that behavior. For many managers, this is hard to see. It involves self-reflection, empathy, and a willingness to change not the individual team members but the system itself, not to mention themselves and their (shared) assumptions and beliefs.

Strategies for Improvement

Here’s how managers can foster a more supportive workplace:

  • Embrace Open Communication: Encourage open dialogue, ask for feedback, and continually demonstrate that all voices are valued.
  • Set Clear and Achievable Goals: Collaborate with team members to set goals that are both challenging and attainable.
  • Recognise and Reward Effort: Show appreciation for hard work, both privately and publicly.
  • Invest in Fellowship: Support people to become more responsive, empathetic, and effective in their roles and in their relationships with each other.
  • Foster a Positive Culture: Create a supportive environment that continuously invites collaboration, innovation, and well-being.

Conclusion

In a world where the pressure to perform is immense, it’s easy to blame individuals for failures within a team. However, the real solution lies in addressing the deeper systemic issues within the organisation. By understanding how the way work works can undermine performance, morale, and engagement, people can create a more positive, productive, and fulfilling workplace for all. Recognising that what may seem like people ‘behaving badly’ is often a signal of needs not being met can be the first step toward real and lasting change.

Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

July 30, 2023
Antimatter principle, Article, Needs, Psychology
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Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

The Antimatter Principle, coined by widely acclaimed software development philosopher Bob Marshall, offers a simple but profound message: “It’s in your best interests to attend to others’ needs.” Far from being a moral ideal, this principle has real pragmatic applications in the world of business. Yet, despite its potential, organisations continue to ignore this guidance. Why is this principle so vital to the success of modern businesses, and why is it so often neglected?

Understanding the Antimatter Principle

The essence of the Antimatter Principle lies in recognising and addressing the needs of others (and oneself). In a business context, it encompasses customers, employees, shareholders, and other stakeholders. By focusing on everyone’s needs, businesses create value, foster trust, and build lasting relationships.

However, it’s neither a feel-good slogan nor a social responsibility doctrine. It is a foundational business approach that, when applied effectively, leads to better products and services, increased customer satisfaction, improved employee engagement, and ultimately, higher profits.

Why it Works: Pragmatic Benefits

1. Enhanced Customer Satisfaction

  • By understanding and addressing customer needs, businesses can offer solutions that truly resonate with their target audience. Satisfied customers often become loyal customers, reducing churn and increasing lifetime value.

2. Increased Employee Engagement

  • When employees feel that their needs are being attended to, they tend to be more engaged and productive. A company that prioritises employee well-being sees reduced absenteeism and turnover.

3. Innovation and Collaboration

  • The Antimatter Principle encourages collaboration and innovative thinking. By putting stakeholders’ needs at the center of decision-making, new and better ways of doing things get discovered.

Why the Message Isn’t Being Received

Despite these clear advantages, why do many businesses fail to embrace the Antimatter Principle?

1. Short-Term Focus

  • The emphasis on quarterly profits often eclipses long-term planning. Investing in relationships with customers or employees may not show immediate returns, making it less appealing for some managers and executives.

2. Ignorance.

  • Most organisations and their decision makers are woefully ignorant of psychology, especially as it appies in the workplace.

3. Misunderstanding of the Principle

  • Some may perceive attending to others’ needs as a weak or altruistic strategy, failing to recognize the pragmatic and strategic benefits that it can bring to a business.

4. Resistance to Change

  • Implementing the Antimatter Principle requires a shift in mindset and potentially significant changes in organisational culture. This can be challenging and meet resistance at various levels of the organisation.

Conclusion

The Antimatter Principle is not a moral guideline; it’s a practical blueprint for business success. By making the needs of stakeholders a core focus, businesses unlock unprecedented growth and sustainability. Yet, embracing this approach requires overcoming shortsightedness, ignorance, misunderstandings, and resistance to change.

For those organisations willing to consider botht the short-term and longer-term value of attending to others’ needs, the rewards can be substantial. In the end, the Antimatter Principle doesn’t just advocate for a better way of doing business; it illuminates a smarter one.

Unmasking Need Projection

July 29, 2023
Antimatter principle, Article, Needs, Nonviolent Communication
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Unmasking Need Projection

The psychological arena is a fascinating field, replete with intricate phenomena, one of which is need projection. This subtle yet powerful mechanism refers to the act of projecting our needs and desires onto others, expecting them to fulfill these without us having to articulate them explicitly. Intriguingly, need projection often intertwines with a sense of obligation and, in extreme instances, can set the stage for aggressive behavior and violence. This blog post aims to explore the concept of need projection, its potential implications, and highlight its connections with obligation and violence.

Need Projection: A Complex Dance

To comprehend need projection, it’s beneficial to understand its psychological cousin, “projection.” Projection involves unconsciously attributing our emotions, traits, or reactions to someone else. Need projection takes a similar form, with us imposing our personal needs and expectations onto others, without clear communication.

Various factors might contribute to this behavior. We might fear vulnerability, harbor a sense of entitlement, or believe that those who truly care about us should instinctively understand our needs. However, the added layer of perceived obligation — the notion that others are duty-bound to meet our needs without explicit communication — can amplify this phenomenon.

The Obligation-Violence Link in Need Projection

Need projection, when combined with a sense of obligation, can engender a complex web of silent expectations and unvoiced duties, leading to misunderstandings and conflicts in our relationships. When these covert expectations aren’t fulfilled, feelings of disappointment and resentment can surface.

For instance, consider these statements:

  1. “The government needs to legislate against air pollution.”
  2. “The management needs to do something about toxic employees.”
  3. “My wife needs to stop telling me what to do.”

In each example, the speaker is projecting their personal need onto an entity (the government, management, or a spouse), attaching an obligation to their demand. The unmet expectations can lead to growing frustration and resentment.

Looked at objectively and dispassionately, the response to almost every projected need is:

“No. If they (governement, management, spouse) did have this need, they would do something about it. The need you mention is yours.”

In more extreme cases, continuous disappointment stemming from unfulfilled expectations and unexpressed obligations can escalate into violence. This violence can manifest as verbal hostility or, in extreme cases, physical aggression. It’s a desperate and harmful attempt to regain a sense of control or express pent-up frustration due to the persistent cycle of unmet needs.

The High Cost of Need Projection

Beyond its potential for triggering conflict, need projection can impede open communication, stunt emotional growth, and degrade our relationships. By constantly shifting our needs onto others, we may get trapped in a cycle of dissatisfaction and frustration, which can erode trust and harmony within our relationships.

The Path to Clear Communication

Breaking the cycle of need projection begins with self-awareness. Recognising when we are projecting our needs onto others paves the way for improvement. Following this, we must endeavor to express our needs openly, even if it might seem uncomfortable initially.

Open communication serves to mitigate the burden of silent obligations and reduces the potential for violent outcomes due to frustration. It’s a stepping stone towards healthier, more fulfilling relationships, and it bolsters our ability to handle our own needs more effectively.

Understanding need projection, its intricate ties to obligation and its potential escalation to violence, offers a unique lens to comprehend our behaviors and relationships better. By learning to express rather than project our needs, we take a significant stride towards healthier communication, enhanced personal growth, and peaceful coexistence.

Summary

In summary, need projection is a compelling and complex psychological phenomenon. It refers to the act of imposing our own needs and desires onto others, often without clear communication, expecting them to intuitively understand and fulfill them. This behavior often intermingles with a sense of obligation, creating a web of silent expectations and unexpressed responsibilities.

The consequences of need projection are multifaceted. While it can lead to misunderstanding and conflict due to unfulfilled expectations, it can also stunt emotional growth by inhibiting open communication. In extreme instances, the continuous cycle of unmet needs, fueled by unexpressed obligations, can escalate into aggression or violence.

Breaking free from need projection necessitates self-awareness and a willingness to openly express our needs. Cultivating clear communication helps alleviate the burden of silent obligations, reduces the potential for violent outcomes, and paves the way towards healthier, more fulfilling relationships.

The understanding of need projection, and its intricate links to obligation and violence, offers valuable insight into our behaviors and relationships. By making a conscious shift from projecting to expressing our needs, we can enhance our personal growth, foster stronger connections, and promote a more harmonious social environment.

 

Maximising the Amount of Work Not Done: The Power of Attendants in Tech Teams

July 15, 2023
Alien tech, Article, Attendants, Business, Community, Culture change, Needs, Organisational effectiveness, Paradigm shifts, Product development, Quintessence, Software Delivery, Software development
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Maximising the Amount of Work Not Done: The Power of Attendants in Tech Teams

The world of technology is evolving rapidly, and to keep pace, we must continually reassess how we approach our work. A concept gaining popularity in tech leadership circles is the idea of “Maximising the Amount of Work Not Done.”

Counterintuitive

While this may sound counterintuitive, it is a strategic move towards efficiency and streamlined operations. The role of the “Attendant” embodies this principle. Let’s delve deeper.

The Attendant’s role is less focused on coding intricacies and more on recognising and satisfying the needs of various stakeholders – customers, fellow team members, other teams within the organisation, senior management, and the organisation as a whole. The attendants’ goal? To find the simplest and most efficient solutions to meet these needs.

In doing so, Attendants embody the principle of maximising the amount of work not done. Here’s how:

  1. Focusing on What Really Matters: In any project, there can be a multitude of potential features, tweaks, and enhancements. However, not all are equally important or add significant value. Attendants prioritise based on the actual needs of stakeholders, focusing efforts only on work that meets genuine needs. This eliminates unnecessary tasks and promotes efficiency.
  2. Streamlining Communication: Miscommunication can lead to rework and delays. Attendants foster clear, effective communication among various parties, ensuring everyone understands the goals and requirements from the start. This reduces the chance of misunderstandings that can lead to unnecessary work and rework.
  3. Advocating for Simplicity: Attendants champion the philosophy that simplest is often best. They seek to develop solutions that meet everyone’s needs effectively without unnecessary complexity. This can drastically reduce development time, cut down on potential bugs, and increase the speed of product delivery.
  4. Preventing Over-Engineering: By maintaining a sharp focus on stakeholders’ needs and the simplest ways to meet them, Attendants help prevent over-engineering— the practice of making a product more complicated and/or feature-rich than necessary. This not only saves time and resources but also results in products that are easier to use and maintain.

Game Changer

Embracing the Attendant’s role and their commitment to maximising the amount of work not done can lead to more efficient, streamlined operations. It brings a focus on delivering value quickly and eliminating tasks that do not directly contribute to meeting stakeholders’ needs. In a rapidly evolving tech landscape, this approach is a game-changer.

The Powerful Role of Attendants: Meeting Needs with Simple Solutions!

July 15, 2023
Antimatter principle, Article, Attendants, Careers, Needs
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The Powerful Role of Attendants: Meeting Needs with Simple Solutions!

Hey there, future changemakers! Today, we’re going to chat about a super cool role in the tech industry that’s shaking things up. It’s called the “Attendant,” and it’s all about moving beyond just technical stuff to refocus on understanding and meeting people’s needs. Intrigued? Let’s get into it.

Often, when we talk about tech roles, we picture folks who speak the complex language of software coding and build all kinds of exciting products. However, the role of the Attendant brings a fresh approach to the table. It’s less about writing code and more about getting to know what people need from these products.

In the past, the focus in tech was mainly on the technical bits and pieces. Sometimes, this meant they didn’t fully grasp what users, other teams, or the whole company really wanted from their products. Imagine it’s like buying a new car without asking your partner what features he/she’d need from it.

That’s where the magic of Attendants comes in. They’re not just the messengers; they’re the problem solvers, the needs fulfillers. Their job? To focus on everyone’s needs and to find the simplest possible solutions to meet these needs. Sometimes this might mean software, but often as not, not. They’re like the architects of solutions that everyone can understand, use and love.

Now, don’t get it twisted – being an Attendant doesn’t mean you’re any less important or skilled than those who focus on the purely software aspects. On the contrary, Attendants are superheroes in their own right. They’ve got top-notch communication skills, a deep understanding of people’s needs, problem-solving abilities, technical chops, and a ton of empathy.

So, what’s the big deal about being an Attendant? This role is all about truly understanding what people actually need, and then creating *simple* solutions to fulfill those needs. They’re the solution-builders who consider what everyone needs, not just what can be done with technology. And who knows, this could be a role you’d like to explore in your future? If you’re interested in a job that mixes understanding people and finding the simplest solutions, this might be the perfect path for you.

Why Science Gets No Look-in In Business

June 23, 2023
Antimatter principle, Article, Business, Lamentation, Leadership, Needs, Opinioneering, Organisational effectiveness, Paradigm shifts, Quintessence
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Why Science Gets No Look-in In Business

“Business is not an exact science” is a phrase often heard in corporate corridors and meeting rooms. It’s a near universal assumption, but one which is not supported by the scientific evidence.

A deeper understanding of this phrase highlights a rather intriguing aspect – the inherent need for those in charge, the decision-makers, to want it to be so.

In an exact science, laws and theories remain constant. The predictability they provide allows for clear, unambiguous paths to solutions. If business were recognised as an exact science, decision-making would be deterministic. However, this undermines the role of leaders, reducing them to mere implementers of pre-defined formulas. Leaders and their lackeys claim their art lies in making decisions amidst uncertainty, demonstrating the ability to take calculated risks, and applying intuition and experience where data falls short (a.k.a. HiPPO – highest paid person’s opinion). To maintain this dynamic, those in charge need business to remain neither a science nor exact.

A parallel is observed when we talk about “dealing with people.” This phrase encompasses a broad spectrum of situations, from human resources to customer relations, from team building to conflict resolution. People, with their diverse backgrounds, perspectives, emotions, and motivations, are incredibly complex. If dealing with people were accepted as an exact science, every interaction would follow a more or less predictable pattern. But again, those in charge need it to be seen as different from that.

If dealing with people were reduced to an exact science, leaders fear their highly rewarded personal touch, empathy, and agency would lose its kudos – and premium.

In definitive terms, leaders actively choose to uphold the notion of business and dealing with people as non-exact sciences to preserve their role as highly rewarded key decision-makers. Their profiles are enhanced by the unpredictability and intricacies of these domains. If every business decision or human interaction could be distilled down to a precise formula, leadership would lose its gloss.

Furthermore, this narrative is conspiratorialy upheld by consultants, analysts, and other business intermediaries. Their existence and remunerations rely heavily on the continued perception of business and human interaction as art forms that demand expert insights, not exact science.

Implicitly, they understand that their sponsors, primarily composed of business leaders, favor the preservation of this “non-exact” paradigm. Consequently, they conspire in maintaining the fiction, weaving it into their advice, thereby safeguarding their relevance and demand.

How To Support Teams’ Learning And Development Needs

June 9, 2023
Alien tech, Article, Capability development, Coaching, Culture change, Improvement, Learning, Needs, Paradigm shifts, Psychology, Quintessence, Self-organisation, Teambuilding
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How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.

Self-Serving or All-Serving?

June 6, 2023
Alien tech, Antimatter principle, Article, Attendants, Needs, Organisational effectiveness
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Self-Serving or All-Serving?

It’s often said that we are best at solving problems we understand. But what if the problems aren’t ours? While (software) development teams excel at catering to their own needs, attending to the needs of others presents a new challenge. Uncover the disparity in this service and explore how the emerging role of Attendants promises to reshape this landscape by navigating the Needsscape and addressing the needs of all.

Development teams have long been the driving force behind many of the products and services that we use daily. But when it comes to meeting people’s needs, there’s a noticeable disparity. On the one hand, development teams are generally proficient at attending to their own needs. After all, they are most familiar with the tools and methods they use, and they sometimes even have the power to alter them to better suit their needs. They also have a clear line of communication within their teams to express their needs, and they understand the technical language and nuances that go into addressing these needs.

However, when it comes to the needs of others – users, stakeholders, or other teams within an organisation – development teams often fall short. They might struggle to fully understand the perspectives, problems, and desires of these other groups, especially if they do not have direct interaction or a clear line of communication with them. This gap in understanding can lead to products that do not fully meet the needs of the people they’re intended to serve.

In essence, the ability to attend to one’s own needs does not necessarily equate to the ability to meet the needs of others. It requires a broader understanding, empathy, communication skills, and a willingness to step outside one’s comfort zone. This is where the new role of Attendants can make a significant difference, with their primary focus on navigating the Needsscape and serving the needs of ALL the Folks That Matter™.

Business Is All About Attending to Folks’ Needs

June 6, 2023
Alien tech, Antimatter principle, Article, Attendants, Needs
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Business Is All About Attending to Folks’ Needs

So why not structure around that imperative? Imagine a profession unconstrained by traditional boundaries, an occupation focused on understanding and addressing needs in their entirety.

The Era of the Attendant

Welcome to the era of the Attendant – a role dedicated to exploring, mapping, and translating the ever-changing ‘Needsscape’ and serving the requirements of users, customers, groups and organisations. This is not just a job; it’s a paradigm shift in our professional landscape.

A Novel Professional Paradigm

I’d like to champion for a novel professional paradigm: the Attendant. Attendants stand apart in their unwavering commitment to exploring, comprehending, translating, and addressing the explicit and tacit needs of individuals, groups, and organisations. The Attendant role introduces a fresh perspective on the fulfilment of needs, unfettered by the limitations of a specific medium or discipline.

Mastery of the Needsscape

Central to an Attendant’s role is the mastery of the ‘Needsscape,’ a dynamic landscape of evolving requirements and expectations. Attendants are skilled at cultivating this Needsscape, distilling key insights, and transforming them into actionable and adaptable outcomes that cater to folks’ needs.

The introduction of the Attendant role marks a fundamental shift in our understanding of professional roles. This shift advocates for roles that place paramount importance on interpreting the ever-changing Needsscape and addressing these needs rather than being restricted to a certain set of tasks. The future demands not only the creation but also the attentive, adaptive, and progressive servicing of needs.

A Promising Future

Attendants, with their focus on deciphering and navigating the Needsscape, are ideally positioned to steer us into this promising future.

You may also like to read more about the Needsscape:

How Do We Change a System That Doesn’t Want to Change?

June 2, 2023
Alien tech, Article, Culture change, Empathy, Listening, Needs, Organisational effectiveness, Organisational Therapy, Quintessence
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How Do We Change a System That Doesn’t Want to Change?

Changing a system that doesn’t want to change is hard. To do so invites us to focus on needs, not wants. Wants are like wishes, but needs are what drive action. So, change requires us together to change what the system needs.

This means we need to change what the people who own and run the system need. They decide how the system works. Their needs shape it. For positive change, their needs must fit with the changes we need.

One way to do this is to invite folks to consider why the change is good. Let’s say a business is reluctant to address “people issues”. By illustrating, with dialogue, how people are central to them getting their needs met, work can be easier, save money, and make customers happier.

Organisational culture is also key. It’s like the personality of the business. It decides how people think and act at work. If we can change this culture, it can also change what the system and those in charge of it need.

In the end, changing a system is about changing its needs. This can help bring the change we all need.

What is Normative Learning?

June 2, 2023
Alien tech, Article, Community, Culture change, Learning, Needs
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What is Normative Learning?

Imagine waking up one day, only to realise that the world isn’t as you’ve always perceived it. Your beliefs, assumptions, even your understanding of yourself and your group(s) are challenged, inviting y’all into an enlightening journey of self-discovery and adaptation. Welcome to the fascinating realm of normative learning – an odyssey towards personal and community transformation, and broadened horizons.

Normative learning is a process of reevaluation and adaptation, where we reassess our understanding of the world and our place within it. This iterative process can be triggered when we encounter situations or information that contradict our preexisting beliefs, assumptions or expectations. Such moments force us to confront the fallibility of our understanding, prompting us to say, “Hmm… it now appears that the world does not work the way I/we thought it does.”

This kind of learning goes beyond simple knowledge acquisition. It’s a complex negotiation of personal and societal belief systems, often challenging the status quo, questioning ingrained habits, and promoting growth. It is not always an easy process, but it’s an essential one for both personal and societal development. The revision of assumptions and beliefs broadens our perspectives, enabling us to be more open, empathetic, and adaptable.

Moreover, this learning journey can also lead to a profound reevaluation of self. By reframing our worldview, we inherently alter our self-image and self-knowledge. As we understand more about the world, we understand more about ourselves, making normative learning not just a cognitive exercise but a path to personal and collective transformation and enlightenment. This complex relationship between knowledge, self-discovery, and societal norms is what makes normative learning a fascinating area of exploration.

Why So Cruel?

May 3, 2023
Antimatter principle, Article, Culture change, Lamentation, Needs
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Why So Cruel?

What is it that makes people, particularly those in positions of power and authority, seem so cruelly blind to the needs of others? Could it be that the Antimatter Principle, which encourages us to focus on attending to folks’ needs, is simply lost on those who rise to the top?

Is it possible that “the system” in most organisations unwittingly selects for promotion and responsibility those with shortfalls in empathy, compassion, and interest in the needs of others? Perhaps there’s a hidden flaw in the criteria used to evaluate leaders, resulting in the ascension of individuals who prioritise their own ambitions over the well-being of their team members.

Might we also consider that folks in positions of power may develop a sense of entitlement, leading them to overlook the feelings and concerns of those they perceive as beneath them? If so, how can we, as individuals and as a society, work towards changing this and foster a more compassionate approach?

Let’s not forget, though, that there are certainly people who do exhibit empathy and a genuine concern for the needs of others. What sets them apart from the rest, and how can we nurture these qualities in future generations?

In conclusion, it’s a curious conundrum why some people in power can be so seemingly blind to the needs of others. Whether it’s a product of the system selecting for certain traits or a gradual development of entitlement, organisations might choose to recognise the importance of empathy, compassion, and the Antimatter Principle in creating a more nurturing and supportive environment for everyone.

Insubordination!

March 10, 2023
Article, Business, Culture change, Dialogue, Needs
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Insubordination!

The fear of employees ganging up on bosses is a common dread among business owners and leaders. According to a study conducted by the American Management Association, 53% of managers surveyed reported that they were afraid of their employees ganging up on them. The fear of insubordination, disloyalty, and rebellion can lead to a sense of paranoia among bosses, making them feel that they are under constant threat.

The terms “insubordination” and “superiors” suggest a hierarchical power dynamic in which employees are seen as subordinate (and inferior) to their bosses. The use of these terms can create a perception that employees are expected to blindly follow orders and never challenge the boss. However, in modern workplace culture, the relationship between bosses and employees is evolving. Employers are now expected to listen to their employees, value their opinions, and create an inclusive workplace culture where everyone’s voice is heard.

Business owners and leaders should be aware that the fear of employees ganging up on them can negatively impact workplace dynamics, create a toxic work environment, and stifle innovation. These folks may choose to create an open and transparent workplace culture where employees feel comfortable expressing their concerns without fear of retribution.

Communication and collaboration are key to fostering positive relationships between bosses and employees, building trust and creating a productive and successful work environment.

Bottom line: A positive culture is one where everyone’s needs are considered and actively attended to.

 

Unveiling the Surprising Purpose of Anger and the Sustaining Power of Hope in the Quest for a Better World

March 8, 2023
Article, Caring, Improvement, Needs, Nonviolent Communication
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Unveiling the Surprising Purpose of Anger and the Sustaining Power of Hope in the Quest for a Better World

Are you familiar with the two flames burning in the human heart? One fueled by anger against injustice and the other by hope for a better world? Discover the surprising purpose of anger and how hope sustains our fight for a more just and equitable society in this thought-provoking exploration of Tony Benn’s powerful quote.

Tony Benn’s quote, “There are two flames burning in the human heart all the time. The flame of anger against injustice, and the flame of hope you can build a better world,” captures the paradoxical nature of the human experience. On one hand, most of us are driven by a deep-seated need for justice and equity, and on the other hand, we are sustained by a persistent hope for a better future.

Anger is often viewed as a negative emotion, one that is associated with aggression, violence, and irrationality. However, anger also serves a surprising purpose: to signal to us that our needs are not being met. When we feel angry, and thereby become conscious of our need for justice and equity, we are more likely to take action to see our needs met, and to work towards creating a more just and equitable world.

The flame of hope, on the other hand, is fueled by our need for belief in the possibility of a better future.

Hope is what allows us to persevere in the face of adversity, to keep struggling for what we believe in, and to continue working towards a more just and equitable society. Without hope, our need for justice and equity can easily be overwhelmed, and our desire for change can be replaced by despair and apathy.

In conclusion, Tony Benn’s quote reminds us that as human beings, we are driven by two powerful forces: the flame of anger against injustice, and the flame of hope that we can build a better world. It is up to each of us to harness these forces and to use them to create positive change in the world. Anger can be a powerful signal, but let’s use it as such in the hope of getting our needs better met.

Mastering the Art of Discovering Folks’ Needs

March 7, 2023
Antimatter principle, Article, Culture change, Needs, Nonviolent Communication
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Mastering the Art of Discovering Folks’ Needs

Do you struggle to uncover the needs of those around you? Discover the power of the Antimatter Principle and learn how to cultivate empathy, deep listening skills, and observation techniques to uncover the desires, hopes, and concerns of the people in your life. With these tools, you can build stronger relationships, improve communication, and develop a greater understanding of those around you. Don’t miss out on the opportunity to connect with others on a deeper level and create more fulfilling connections.

I write a lot about attending to folks’ needs. I’ve explained the psychology behind it, and named it the Antimatter Principle. I’m often asked HOW to discover folks’ needs so we can attend to them. Here’s a brief response.

Attending to the needs of others is an essential part of building strong relationships and creating a fulfilling life. However, discovering these needs can be challenging. The first step in discovering folks’ needs is to cultivate empathy and deep listening skills. This means paying attention to both verbal and nonverbal communication and being present in the moment.

To begin, it’s important to ask open-ended questions and encourage the other person to speak freely. I often start out with “Is there anything you’d like to have happen?” This can help uncover their desires, hopes, and concerns. Additionally, observing their behavior can also give clues to their needs. For instance, if someone is constantly checking their phone, they may be feeling disconnected and in need of attention. Caution: It’s way too easy to project your assumptions into what you observe. Always test such assumptions by asking e.g. “I see you checking your phone. I guess this might mean you’re feeling disconnected?”

It’s also essential to recognise that folks’ needs change over time. Therefore, it’s important to continually revisit the dialogue and check in with people to ensure that their needs are receiving attention.

In attending to folks’ needs, it’s important to recognise that everyone is unique and has their own set of needs. Thus, it’s crucial to approach each individual with an open mind and an intention to learn about them. By doing so, we can develop meaningful connections and improve our understanding of others, leading to greater empathy and compassion.

Beyond the Price Tag: The Stone Truth About What Really Attracts Top Talent

March 4, 2023
Article, Business, Culture change, Needs, Recruiting, Remuneration
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Beyond the Price Tag: The Stone Truth About What Really Attracts Top Talent

Are you tired of losing your best employees to competitors? It’s time to rethink the traditional (and unevidenced) notion that “you have to pay market rates to attract good people”. Simply offering more money will likely attract mercenaries rather than loyal and committed employees. So, what can companies do to attract and retain people? Let’s explore the factors that truly matter in building a team of dedicated and passionate people who will help drive your company’s success.

The idea that “you have to pay market rates to attract good people” is widely accepted in the business world. The basic premise of this argument is that in order to attract the best talent, companies must offer competitive compensation packages that reflect the current market rates. This is because highly skilled and qualified individuals are in high demand, and will often receive multiple job offers from different companies. As a result, companies that offer below-market compensation packages are unlikely to attract the most talented candidates.

“If all you have is a hammer…”. Compensation is that hammer.

However the stone truth is that simply paying market rates is totally inadequate to engage and motivate. This is because individuals who are primarily motivated by money are mercenaries – individuals who are willing to work for the highest bidder, without any loyalty or commitment to the company or its values.

In this sense, paying at or above market rates will attract mercenaries rather than truly committed and loyal employees. Mercenaries may be skilled and talented, but will lack the long-term commitment and dedication that companies need to succeed in the longer run. By definition, mercenaries are primarily motivated by financial gain, and will quickly jump ship to another company if they receive a better offer.

Therefore, companies might choose to consider factors besides compensation, such as company culture, opportunities for growth and development, and a strong sense of purpose and mission. By offering a more holistic package that goes beyond mere financial compensation, companies can attract employees who are not just in it for the money, but are engaged with the company’s long-term success. A policy of hiring mercenaries also lowers the workforce’s esprit de corps.

Finally, there’s Deming’s 95:5. Deming’s 95:5 rule states that 95% of productivity in any organisation results from the system or process, while only 5% is down to individual talent. This principle has important implications for the idea of paying market rates. By focusing on the 95%, rather than the 5% represented by individual employees, “best talent” becomes next to irrelevant. Ultimately, the success of a company depends on the strength of the entire organisational system, rather than the individual skills and talents of its employees. Where’s the bigger payback?

 

The Antimatter Principle In The Real World – Rendanheyi

March 1, 2023
Antimatter principle, Article, Business, Culture change, Needs
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The Antimatter Principle In The Real World – Rendanheyi

Haier Group Corporation is a multinational home appliances and consumer electronics company based in Qingdao, China. It was founded in 1984 and has since grown into one of the world’s largest appliance manufacturers, with operations in more than 100 countries.

Haier’s unique management philosophy is called “Rendanheyi,” which means “employee-customer integration” in Chinese. This philosophy emphasises the importance of aligning the interests of employees and customers to create a shared sense of purpose and drive innovation. Rendanheyi involves creating a company culture that encourages employees to think like customers and solve their problems, which in turn leads to increased customer satisfaction and loyalty.

The concept of “zero distance” is an essential component of Rendanheyi. It means that employees should be as close to the customers as possible, to better understand their needs and preferences. This proximity to the customer allows employees to develop a deep understanding of their needs, which they can use to design and deliver products and services that truly meet those needs.

When it comes to software businesses, the application of Rendanheyi and the zero-distance philosophy can be transformative. In the software industry, it is all too easy to get lost in a sea of features and forget about the customer. By emphasizing zero distance, software businesses can focus on customer needs and create products that truly solve their problems.

This means that software companies should aim to have their developers, engineers, and other employees interact directly with customers as much as possible. This can be done through a variety of means, including user research, customer support, and even direct sales. By creating opportunities for employees to engage with customers, software businesses can ensure that they are developing software that meets their needs and expectations.

Another way that Rendanheyi can be applied to software businesses is through the use of cross-functional teams. By bringing together employees from different departments, such as marketing, sales, and development, software businesses can ensure that all stakeholders are aligned around the customer’s needs. This can lead to more efficient development cycles and better products that truly meet customer needs.

In conclusion, Haier’s philosophy of Rendanheyi and its emphasis on zero distance can be applied to software businesses in a variety of ways. By focusing on the customer and creating opportunities for employees to engage directly with them, software businesses can create products that truly solve their customers’ problems. Additionally, by using cross-functional teams and aligning all stakeholders around the customer’s needs, software businesses can ensure that they are delivering the best possible products to the market.

 

The Dangers of Projecting Needs onto Others

February 22, 2023
Antimatter principle, Article, Coaching, Dialogue, Needs, Nonviolent Communication, Therapy
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The Dangers of Projecting Needs onto Others

Projecting needs onto other people without evidence or dialogue can be a dangerous and problematic behavior that can lead to misunderstandings, conflicts, and even harm. Assuming that we know what other people need can reflect a lack of empathy, self-centeredness, and a belief in our own superior knowledge or intuition.

When we project our own needs onto others, we may be blind to their individual experiences, perspectives, and preferences. We may overlook their unique circumstances, cultural background, or personality traits that can shape their needs. Moreover, by stating unequivocally what other people need, we may come across as arrogant, dismissive, or manipulative, and erode trust and rapport.

To avoid projecting needs, we might choose to practice active listening, empathy, and curiosity. Instead of blithely asserting that we know what others need, we can ask open-ended questions, seek clarification, and pay attention to nonverbal cues. By doing so, we can gain a better understanding of their needs and show that we value them and their feelings.

Ultimately, projecting needs onto other people can be a barrier to effective communication, mutual respect, and collaboration. By acknowledging our own biases, limitations, and uncertainties, we can create a more inclusive and compassionate environment where people feel seen, heard, and appreciated.