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Caveat Emptor

August 24, 2023
Article, Purchasing
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Caveat Emptor

Navigating the labyrinthine alleys of software services, consulting, and methods purchases, you may encounter a Latin phrase that still rings true in our modern, hyper-connected world: “Caveat Emptor,” or “Let the Buyer Beware.”

In the rush to acquire the latest software method, tool, or the shine of a renowned coach or consultant, businesses and individuals alike are all too often seduced by clever marketing and lofty yet empty promises. The allure of immediate solutions and transformative results masks the pitfalls and hidden hazards that lie beneath the surface. A lack of care in these decisions doesn’t simply mean spaffing much money up the wall, often the purchases just make things markedly worse. (Examples: JIRA, SAFe).

An Ounce of Prevention

The cost of failed or misapplied technology can ripple through an organisation like a shockwave. It’s not just the money spent on the software or consultancy that’s at stake, but the collateral damage that occurs when things go wrong. That damage might involve wasted time, eroded trust, loss of personal credibility, and even the breakdown of essential systems and processes.

The Complex Webs We Weave

In the realm of buying software services and consulting, complexity can be a beast to tame. Snake oil can ensnare the ignorant, gullible and unwary. It’s here that the adage of Caveat Emptor reveals its wisdom.

Navigating the Pitfalls

  1. Realise You Don’t Know What You Need: Needs may (rarely) be apparent from the outset, but far more frequently needs will only emerga as you get into things, as you learn about the problem and possible solutions..
  2. Seek Transparency: Look for providers who are prepared to have skin in the game, and who are prepared to explore your needs with you.
  3. Consider Long-term Value: Assess the long-term benefits and how they align with your organisational goals. A cheaper, short-term solution might cost more in the long run.

The Conundrum of Incremental Discovery

The conventional purchasing model, often conducted through Purchasing Departments, tends to be rigid, linear, and typically driven by upfront specifications. But what happens when the needs are unknown or evolving, especially in the complex domain of software and consulting services?

Incremental discovery represents a more flexible and adaptive approach. By exploring and identifying needs and solutions step by step, it allows for continuous learning and adaptation. This is where the traditional purchasing model collides with the dynamism of modern requirements.

The Clash of Two Worlds

  1. Fixed vs. Flexible: Purchasing Departments often demand fixed specifications, pricing, and deliverables. Incremental discovery, on the other hand, acknowledges that needs and solutions unfold over time. This clash creates friction resultting in suboptimal outcomes.
  2. Contracts vs. Collaboration: Traditional purchasing emphasises binding agreements and often overlooks the necessity of ongoing collaboration. Incremental discovery calls for continuous engagement, understanding, and adjustment, which can be at odds with rigid contractual terms.
  3. Price vs. Value: The focus on obtaining the lowest price often overshadows the importance of achieving the best value. Incremental discovery considers long-term value, alignment with changing needs, buying the absolute minimum of shelfware, and the capacity to quickly and cheaply adapt to new insights.
  4. Risk Avoidance vs.Risk Management: While Purchasing Departments might aim to avoid risk through stringent controls, incremental discovery accepts that some level of risk is inevitable. It aims to manage and learn from risks, rather than avoiding them.

Finding a Balance

The challenge is to create an environment where the efficiency and control of traditional purchasing can coexist with the flexibility and adaptability of incremental discovery.

Some possible strategies might include:

  • Educating Procurement Teams: Help them understand the nature of incremental discovery and why it can be beneficial.
  • Creating Flexible Agreements: Design contracts that allow for adjustments and ongoing collaboration.
  • Balancing Control and Trust: Foster a culture where control mechanisms are balanced with trust in the provider’s expertise and integrity.

In the end, recognising the tensions between the conventional purchasing approach and the requirements of incremental discovery is essential. Acknowledging that these methods might seem incompatible is the first step towards finding innovative ways to harmonise them. The rewards for those who navigate this complex landscape successfully can be significant, leading to more effective solutions, greater satisfaction, and enhanced long-term value.

A Path Forward

It’s a mistake to see Caveat Emptor as a cynical warning. Rather, it’s a beacon that guides the wise towards caution and an incremental approach. It reminds us that what shines brightest is not always gold, and that a discerning eye and thoughtful approach can save more than just money.

Taking the time to understand what you’re buying, why you’re buying it, and from whom you’re buying it is not just prudent but essential. By not only remembering but embracing Caveat Emptor, we guard against valueless expenditure and also arm ourselves with the tools to make informed, intelligent investments that yield lasting benefits.

To Job or Not to Job…

August 24, 2023
Article, Careers
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To Job or Not to Job…

In a world that’s constantly buzzing with the idea of “hustle culture” and defining success by professional accomplishments, the decision not to have a job can be perceived as unconventional or even reckless. However, this choice is often more nuanced and intelligent than it might first appear. Let’s explore…

Haiku

Freedom’s quiet call,
Unbound from the daily grind,
Life’s path unconfined.

1. Personal Growth and Fulfilment

Choosing not to have a traditional job can open doors to personal growth and self-discovery. Without the constraints of a 9-to-5 schedule, individuals might find time to explore hobbies, volunteer, pursue research, and engage in activities that contribute to their personal well-being and satisfaction. The freedom to explore one’s passions can lead to a more balanced and enriched life.

2. Health and Well-being

Work-related stress is a major concern in modern society. Without the daily pressures and demands of a traditional job, individuals can find more time to focus on their mental and physical health. This choice can foster a more balanced lifestyle, allowing time for exercise, relaxation, and building meaningful relationships.

3. Alternative Careers and Ventures

Not having a traditional job doesn’t necessarily mean not working. Many people are turning towards freelancing, entrepreneurship, or other non-traditional forms of work that allow for greater flexibility and autonomy. These options can provide an opportunity to work on things that are truly meaningful and align with individuals’ values and interests.

4. Environmental Considerations

The choice not to engage in traditional employment might also align with environmental values. Commuting, office energy consumption, and other aspects of conventional work can have a negative impact on the environment. By opting out of this system, individuals can reduce their ecological footprint.

5. The Impact on Society

On a broader scale, the decision not to have a traditional job contributes to societal change. It challenges the normative structures that define success and encourages others to reflect on what truly matters. This can foster a culture that values well-being, creativity, and community engagement over pure economic productivity.

Conclusion

Choosing not to have a job isn’t simply a matter of opting out of earning a paycheck. It’s often a thoughtful decision, rooted in values, personal needs, and a desire for a different way of living. While this choice isn’t for everyone, and it’s certainly fraught with its own challenges, it’s an option that invites curiosity, respect and understanding.

In a society that’s ever-evolving and questioning traditional norms, the choice not to have a job might not only be smart but also courageous. It prompts a broader conversation about what it means to live a fulfilled life and how we might redefine success for ourselves and our communities.

Introducing the Quintessence Series: A Journey Through Change

August 23, 2023
Article, Business, Capability development, Quintessence
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Introducing the Quintessence Series: A Journey Through Change

Welcome to the first post in a series that explores the rich tapestry of memes presented in the book “Quintessence”. This series will delve into each meme in turn, shedding light on the collective assumptions, beliefs, and practices that make quintessential organisations thrive.

For those familiar with my previous work, “Memeology”, you’ll know that memes play a significant role in shaping the culture and effectiveness of technology organisations, particularly Digital organisations. “Quintessence” builds on that foundation, exploring the broad sweep of collective beliefs held by the most highly effective tech organisations.

Change: Positive Disruption

Quintessential organisations regard change as their friend and companion through life. The embrace of change isn’t just a theoretical concept; it’s a living, breathing part of how these organisations function.

The quintessential view of change is encapsulated beautifully by Captain Jean-Luc Picard (paraphrased): “Change is a companion who goes with us on the journey, and reminds us to cherish every moment, because it will never come again.”

Key Attitudes Towards Change

  • Change is exciting and energising.
  • The organisation structures itself to best accommodate change.
  • Innovation is sought from change.
  • New hires are sought who understand the upside of constant change.
  • Change is embraced and provoked at every turn.
  • The process of change is about creation, not imposition.

These attitudes reveal an organisation that doesn’t just react to change but actively seeks it out. Change becomes a tool for staying ahead of the competition and finding the “sweet spots” of markets.

Margaret Wheatley and Myron Kellner-Rogers express a related idea in “A Simpler Way”: Systems insist on exercising their creativity, and resistance to change often comes from being treated as non-living rather than embracing the system’s right to create itself.

Conclusion

Change isn’t a force to be feared; it’s an opportunity to be embraced. The quintessential mindset sees change as a companion on a journey, a catalyst for innovation, and a call to creative integrity.

Join us as we continue to explore more memes in this upcoming series. If you find these ideas intriguing, dive deeper into the topic with the book “Quintessence”, where we take an in-depth look at the quintessential mindset and its transformative impact on technology organisations.

 

Keep a look out for more posts in this series. Or subcribe to my blog!

 

Further Reading

Wheatley, M.J. and Kellner-Rogers, M. (2003). A Simpler Way. Berrett-Koehler

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 23 August 2022].

Ego – The Perfect Blocker

August 23, 2023
Article, Business, Empathy, Management, Organisational effectiveness, Organisational Therapy
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Ego – The Perfect Blocker

There’s a saying that wisdom often falls on deaf ears, and nowhere does this seem truer than when broaching the subject of ego with managers. Is it even worth trying to invite them to consider that their ego might be the major blocker to success for their organisations? The common sentiment might lead us to believe that there’s no point in even trying.

The Ego and Its Hold on Managers

In the context of business managers and executives, the term “ego” refers to a person’s sense of self-esteem or self-importance. It’s the part of the mind that mediates between the conscious and unconscious and is responsible for a sense of personal identity and self-confidence. This understanding of ego can be a powerful force in individuals, particularly those in leadership positions. Managers, often under pressure to perform, may become consumed with their sense of self, status, and personal wellbeing.

This focus on self can lead to a lack of openness to criticism or feedback, especially if it’s aimed at something as personal as the ego.

Why Telling Managers Seems Futile

Nobody likes being told anything, and especially when the subject is related to one’s self-image.

  1. Resistance to Criticism: Managers often see themselves as the decision-makers and leaders. Admitting that their ego might be an issue can feel like a personal attack, leading to defensiveness.
  2. Lack of Awareness: Many managers might be unaware of how their ego affects their decisions and the organisation as a whole. Without this awareness, any conversation about ego can seem abstract or irrelevant.
  3. Fear of Vulnerability: Acknowledging that one’s ego is a problem requires a level of vulnerability that many managers may be unwilling or unable to embrace.
  4. The Backfire Effect: Presenting evidence that challenges a manager’s belief or behaviour might cause them to hold on to their views more strongly. This psychological phenomenon further complicates the task of addressing ego in leadership.

A Different Approach: Is There Hope?

While it may seem like a lost cause, there might be ways to address the issue without direct confrontation:

  • Focus on Behaviour, Not Personality: Instead of talking about ego as a personality flaw, focus on specific behaviours – arising from e.g. ego – that might be addressable and changeable.
  • Invite and Support Self-Reflection: Create opportunities for managers to reflect on their actions and how they affect the team. This can lead to organic realisation and change.
  • Build a Culture of Openness: Cultivating a culture where feedback is encouraged and valued can slowly break down barriers and make conversations about ego more acceptable, less uncomfortable.

Summary

While it may seem futile to tell managers that their ego is blocking everyone’s success, it’s not necessarily a lost cause. The approach matters. By focusing on behaviour, encouraging self-reflection, and fostering an open culture, we can pave the way for constructive conversations about ego.

It’s not about pointing fingers or laying blame; it’s about creating an environment where growth and self-improvement are possible. The task is challenging, no doubt, but it’s not one that we should abandon without trying. It requires tact, empathy, and persistence, but the potential rewards for the organisation are well worth the effort.

Private and Public Organisations are Both Broken

August 23, 2023
Article, Business
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Private and Public Organisations are Both Broken

In the modern era, we’re caught between two seemingly contradictory and intractable forces in business. On one side, privately owned companies are driven, ostensibly at least, by profit. While this aim is the contemporary default for any business, it leads to quality, services, and eco-friendliness being neglected. On the other hand, publicly owned companies, riddled with disengagement, bureacracy and a lack of motivation, often have staff too busy e.g. chasing targets to care about the quality of their products and services. This conundrum presents a significant challenge in striking a balance between profitability, quality, and social responsibility.

Indeed, is balance even possible? Are we looking for compromises rather than evaporating the cloud and seeking our flawed assumptions?

The Profit-Driven Private Companies

In a privately owned company, the emphasis on profit margins can often become the primary focus. Shareholders expect returns, and the pressure is always on to deliver financial growth. However, the downside of this profit-driven approach can be significant:

  1. Quality Reduction: In an effort to cut costs, quality might take a back seat. Cheaper materials and reduced quality control measures may be employed to save money, thereby affecting the final product’s quality.
  2. Eco-Unfriendliness: Profit-driven agendas might cause companies to overlook or even blatantly disregard environmentally friendly practices. Long-term sustainability can often be sacrificed for short-term gains.
  3. Service Negligence: The quest for profits may lead to a decline in customer service. Building long-term relationships might lose out to quick sales and immediate financial gains.

The Unengaged Public Companies

Public companies, on the other hand, face a different set of challenges:

  1. Lack of Motivation: A sense of disconnection between the workers and the organisation’s objectives can lead to widespread demotivation.
  2. Disengagement with Quality: When employees don’t feel connected to their roles or the products and services they’re offering, there’s little incentive to ensure quality.
  3. Bureaucratic Inertia: Public companies often struggle with bureaucratic hurdles, slowing down innovation and responsiveness to market changes, and compounding the lack of staff motivation.
  4. Inattention to Needs Publicly owned organisations – and govenement organisations – are renowned for their manifest and endless failures to cater to their customers’ needs, and to their staff’s needs, too.

AI Sci-Fi and the Five Capitals: Reimagining the Boundaries of Science Fiction

August 21, 2023
AI, AInklings, Article, Writing
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AI Sci-Fi and the Five Capitals: Reimagining the Boundaries of Science Fiction

The boundaries between science fiction and reality have always been permeable. For decades, authors, filmmakers, and thinkers have envisioned worlds where robots walk among us, where spaceships traverse galaxies, and where human beings transcend their mortal coils with the help of technology. But what if we stand on the precipice of a future so revolutionary that our past imaginative exploits seem archaic in comparison?

The advent of advanced AI technology might just have rendered the majority of sci-fi novels invalid overnight. Before we jump into why, let’s first dive into the Five Capitals model, a framework that will elucidate just how deeply this change runs.

1. Natural Capital: This involves the world’s natural resources – land, air, water, and all living things. Traditionally, sci-fi has imagined a future where we either conserve or exploit these resources. But with AI, we have the potential to monitor, predict, and optimise our interaction with the natural world in ways never imagined. Or even fundamentally change the species’ relationship with Nature and the natural world. We’re not just talking about AI-controlled farms but entire ecosystems managed and sustained by algorithms.

2. Human Capital: This represents the skill, health, knowledge, and motivation of individuals. Sci-fi often imagined a future of human-AI conflict or symbiosis. But recent AI advancements suggest a more nuanced relationship. Imagine AI-driven education tailored to individual learning curves or health systems predicting and preventing diseases before they manifest. The very essence of our humanity could be uplifted.

3. Social Capital: Our institutions, relationships, and networks. Dystopian sci-fi frequently predicts a future where our social structures collapse due to technological advancement. However, AI’s actual trajectory could foster stronger, more informed, and cohesive social ties. Real-time language translation, optimised city planning, non-violence as the norm, and unbiased decision-making tools can revolutionise how societies function.

4. Manufactured Capital: All physical assets like machinery, buildings, and infrastructure. Where sci-fi predicts sprawling megacities and starships, AI promises a future of optimized, adaptive, and sustainable infrastructures. No more drab settings snd scences. Imagine building and cities that grow and change based on real-time needs, monitored and managed by intricate AI systems.

5. Financial Capital: Our financial resources. The economic dystopias of sci-fi may seem distant when we consider the potential of AI-driven economies. Predictive markets, AI-driven financial advice for all, and perhaps even new forms of currency and trade systems that are more equitable and balanced.

When we align AI’s potential with the Five Capitals, it’s clear that the traditional boundaries of sci-fi have expanded. The futures we have so far imagined may seem narrow, humdrum and constrained in the face of the possibilities that advanced AI presents.

As AI continues to progress, authors and thinkers might do well to recalibrate their imaginative compasses. The horizons have shifted, and the stories of tomorrow will be born from this new paradigm.

For writers grappling with these new realities, finding a community of like-minded individuals can be invaluable. The “AI for Book Authors” group on LinkedIn, with me as prime contributor and admin, is one such haven. By coming together, authors can navigate the unfamiliar waters of our rapidly evolving narrative landscapes and craft stories that resonate with our emerging reality.

The Group Mind in Organisations: Understanding the Collective Psyche

August 20, 2023
Article, Culture change, Organisational Therapy, Psychology, Therapy
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The Group Mind in Organisations: Understanding the Collective Psyche

In the realm of psychology, Carl Jung introduced the notion of the collective unconscious, a reservoir of shared experiences and symbols universal to all of humanity. If we zoom into specific organisations, communities, or groups, we find a similar dynamic at play – what we can call the “group mind” or “collective psyche.” This phenomenon is increasingly recognised as a powerful force in shaping the dynamics, behaviors, and outcomes within organisational contexts.

What is the Group Mind or Collective Psyche?

In the simplest terms, the group mind or collective psyche refers to the shared beliefs, assumptions, attitudes, narratives, and perceptions that emerge in any cohesive group of people. While each individual in a group has personal feelings, beliefs, and thoughts, there’s a collective layer where shared experiences, beliefs, and assumptions converge.

Origins of the Group Mind

  1. Shared Experiences: Just as shared experiences bond individuals in close personal relationships, they also shape collective perspectives in groups. In the corporate world, these shared experiences might be company offsites, product successes (or failures), or collective reactions to management decisions.
  2. Cultural Assimilation: As new members join a group or organisation, they typically undergo a process of orientation, or assumilation, consciously or unconsciously adopting the established norms, assumptions and beliefs of that group.
  3. Leadership Influence: The beliefs, assumptions, and behavior of leaders often have a cascading effect on the collective mindset of their teams or organizations. The messaging, priorities, rxemplars, and behaviors set by leaders can contribute to the emergence of a shared outlook.

The Role of Organisational Psychotherapy

In the context of the group mind, organisational therapy serves as a structured intervention aiming to address and heal challenges within the collective psyche. This therapy:

  • Diagnoses Collective Health: Just as psychotherapy assesses an individual’s emotional well-being, organisational therapy invite self-diagnosis of the overall health of the group mind, and inviting surfacing of and reflection on areas of conflict, trauma, and dysfunction.
  • Offers Tailored Interventions: Based on identified issues, therapy might involve team-building exercises, facilitated discussions, or deeper therapeutic processes to address ingrained issues.
  • Promotes Realignment: If the collective psyche is serving the organisational poorly in terms of its objectives or goals, therapy aims to hold the spoace for those involved, to steer it in more helpful directions, fostering alignment and cohesion.

Why is it Important in Organisations?

  1. Influences Behaviour: The group mind affects how individuals within the organisation respond to situations. If the collective psyche values innovation, individuals might be more willing to take risks. Conversely, if the psyche is risk-averse, individuals might steer clear of experimental initiatives.
  2. Shapes Decision-making: The shared beliefs and assumptions in an organisation play a key role in how decisions are made. Example: a company with a collective belief in sustainability will naturally prioritise eco-friendly initiatives.
  3. Determines Organisational Health: The collective psyche can either promote a sense of unity and shared purpose or create discord. Understanding the group mind is essential for diagnosing organisational challenges and ensuring alignment.

Navigating the Collective Psyche

  1. Open Dialogue: Encourage conversations that bring underlying assumptions and beliefs to the surface. This can be achieved through regular team reflections, open forums, and facilitated group discussions.
  2. Leadership Role Modeling: Leaders might choose to be conscious of the beliefs and behaviors they’re promoting. Transparent leadership can positively influence the collective psyche.
  3. Diversity and Inclusion: Incorporate diverse perspectives to ensure that the group mind doesn’t become too insular or resistant to change. A diversity of views can lead to a more resilient and adaptable organisational culture.
  4. Continuous Learning: The group mind is dynamic. Regularly revisit and challenge the collective assumptions and beliefs. This can be achieved through dialogue, training, workshops, and exposure to external perspectives.
  5. Engage in Organisational Therapy: Recognising when to bring in expertise for structured therapeutic interventions can make all the difference in maintaining a healthy group mind.

Summary

The collective psyche or group mind is a potent factor in organizational dynamics. By understanding its origins, implications, and how it operates, and by harnessing tools like organizational (psycho)therapy, organizations can nurture its positive aspects and address challenges, ensuring a thriving, cohesive work environment.

Living It Large!

August 20, 2023
Article, Psychology, Quintessence
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Living It Large!

In the vibrant tapestry of human expression, there’s a phrase that resonates with many: “living it large.” To some, this may conjure images of lavish lifestyles, luxury cars, or opulent vacations. But beyond the superficial layer of materialism lies a deeper, more profound truth. “Living it large” is about tapping into the expansive potential within us, an invitation to embrace life fully and to express our inherent greatness.

The Infinite Landscape of Human Potential

Every person is born with a unique blend of talents, passions, and capabilities. History has shown us countless examples of individuals who pushed the boundaries of what was believed possible, whether in the arts, sciences, sports, or humanitarian causes. Think of prodigies like Mozart, trailblazers like Amelia Earhart, or innovators like Steve Jobs. Their stories inspire because they epitomise the concept of “living it large” in their respective domains.

Sadly, for most, this vast potential remains largely untapped. Our daily routines, societal expectations, and personal fears box us in, creating a life that’s more about survival than truly flourishing. Yet, beneath these layers, the spark of greatness waits.

Living It Large is a State of Being

At its core, “living it large” isn’t about showing off or accumulating wealth. It’s a state of being, a way of life. It’s about pursuing dreams with fervour, embracing challenges with open arms, and continually seeking growth.

When we allow ourselves to dream big, we open doors to opportunities and experiences that can enrich our lives in unimaginable ways. This can be as simple as taking up a new hobby, traveling to an unfamiliar destination, or as grand as changing lifestyles, career paths or starting a humanitarian initiative.

Embracing Full Expression

There’s a powerful realisation in acknowledging that we have one life and that it’s ours to shape. We owe it to ourselves to make it as vibrant, fulfilling, and expansive as possible. When we live large, we give ourselves permission to explore, to take risks, to love deeply, and to contribute meaningfully. TO MAKE A DIFFERENCE.

In “living it large,” we challenge the status quo. We step out of the shadows and into the limelight, not for applause but to inspire others to recognise and act on their own potential. By fully expressing ourselves, we create ripples in the fabric of society, inviting and challenging others to do the same.

Summary

“Living it large” is about celebrating life in all its glory. It’s about understanding that our potential is like the vastness of the universe, deep and boundless. While we may never know its full depth, we owe it to ourselves to dive in, explore, and marvel at its beauty. So, let’s not limit ourselves with self-imposed boundaries. Let’s dream, let’s aspire, let’s live – and in doing so, let ‘s live it large!

And as we conclude this reflection, we’re left with a penetrating question: What are you doing about living it large?

Further Reading

Seligman, M. E. P. (2011). Flourish: A visionary new understanding of happiness and well-being. Atria Books.

In “Flourish,” Prof. Seligman, a pioneer in the field of positive psychology, expands beyond his earlier work on authentic happiness. He introduces the PERMA model, which identifies five essential elements that contribute to human well-being: Positive Emotion, Engagement, Relationships, Meaning, and Achievement. This work underscores the importance of understanding human flourishing in broader terms than mere happiness.

Why is UX So Bad, Just About Everywhere?

August 20, 2023
Article, UX
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Why is UX So Bad, Just About Everywhere?

User Experience (UX) refers to the comprehensive feeling and perception a user has when interacting with a product, service, or system. It encompasses not only the functional and pragmatic aspects of this interaction, such as usability, accessibility, and performance, but also the emotional and intangible elements that evoke feelings of delight, joy, and a deep sense of satisfaction often hard to articulate, sometimes referred to as QUAN (Quality Without A Name Cf. Christopher Alexander). UX is a blend of design, functionality, and the emotional connection users forge with a product. It aims to provide intuitive, satisfying, and pleasurable experiences that enchant users, fostering loyalty and deep engagement.

In app design, especially the design of business apps, it’s mystifying to see how often UX falls short. Let’s explore the reasons behind this.

The Current Landscape

  1. Cost of Focus: Business apps typically overlook or ignore one or more key constituencies of the Folks Tha Matter.
  2. Legacy Systems: Many apps stem from older systems, which can be resistant to modern, user-friendly upgrades.
  3. Overlooking the Emotional Component: Apps and business apps miss the mark in creating emotional connections.
  4. Rapid Development without Adequate Feedback: Hurrying to launch can mean bypassing essential user feedback. And there’s often little appetite for refining the UX post-launch.
  5. A Broad Spectrum of Users: Catering to a diverse audience, with varying tech proficiency, poses its own challenges.

“Software Last” a.k.a. #NoSoftware

The “Software Last” philosophy dictates that before diving into creating or automating a software solution, iwe might choose to deeply understand the needs of ALL the Folks That Matter – including those consituiences that often get excluded, overlooked or ignored –  and refine the business processes first. Let’s break this down:

  1. Understand Stakeholder Needs: Before a single line of code is written, businesses might choose to gain a profound understanding of who their stakeholders are, what challenges they face, and what these folks hope to achieve through the product, or service.
  2. Refine Business Processes: Instead of forcing a process into an existing software mold, organisations might choose to establish and clarify their processes first. This might involve eliminating redundancies, streamlining tasks, or redefining roles.
  3. Iterative Collaboration: Regular touchpoints with stakeholders ensure that as the product or serevice is being developed, it remains aligned with the refined processes and meets the needs of its users.
  4. Automation Comes Last: Only after these steps should automation be introduced. With a clear understanding of needs and a refined process, automation can truly enhance, not hinder, the user experience.

The Path Forward

By adopting a “Software Last” approach, the focus shifts from just creating software to creating meaningful, efficient solutions that prioritize users and their needs. This not only enhances UX but ensures software truly augments the business process, rather than complicating it.

In conclusion, while the UX of product and services has HUGE scope for improvement, by intertwining user-centric design principles with the “Software Last” philosophy, we can pave the way for product and services that are both functional and profoundly resonant.

We Are Each Our Very Own Gaolers

August 20, 2023
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We Are Each Our Very Own Gaolers

In the age of information, we find ourselves overwhelmed with a variety of perspectives, facts, opinions, and counter-opinions. One would assume that this abundance of information would lead to a more informed and open-minded populace. Unfortunately, the opposite seems to be happening: many are ensnaring themselves within their own delusional bubbles, becoming the very gaolers of their minds. The irony is that while we blame external forces—be it media, government, or society—for constraining our worldviews, the harsh reality is that often, we are our own worst enemies.

The Anatomy of Denial

Denial, at its core, is the refusal to accept a fact or reality. This psychological defense mechanism can occasionally be beneficial, providing temporary relief from a harsh reality. However, the problem arises when denial becomes a chronic state of being. When faced with uncomfortable truths or conflicting opinions, many resort to denial as a means of self-preservation, thus shutting themselves off from growth and understanding.

The Comfort of Echo Chambers

The rise of digital platforms has made it easier for individuals to find and connect with like-minded people. This in itself is not problematic. However, when these spaces turn into echo chambers, where dissenting opinions are vilified, it leads to a narrowing of perspective. The affirmation that comes from hearing our beliefs echoed back to us can be intoxicating, but it can also be limiting.

The Dangers of Delusional Bubbles

Living in a bubble of denial has multiple repercussions:

  • Stunted Growth: By refusing to challenge our beliefs or face uncomfortable truths, we deny ourselves the opportunity to grow, evolve, and adapt.
  • Impaired Decision-making: A refusal to see things as they are can lead to decisions based on false premises. This can have serious consequences in various spheres of life, from personal relationships to professional choices.
  • Increased Polarisation: When we shut ourselves off from opposing views, we deepen the divide between “us” and “them.” This can lead to increased misunderstandings, conflicts, and societal fragmentation.

“We Are Each Our Very Own Gaolers”

The phrase captures the essence of this self-imposed confinement. Just as a gaoler restricts a prisoner’s freedom, we, by clinging to denial and refusing to embrace the truth, keep our minds imprisoned. By being selective about what we choose to believe or acknowledge, we place shackles on our potential, perspectives, and ultimately, our freedom.

Breaking Free from Our Self-Imposed Prisons

Recognising that we might be imprisoned is the first step toward liberation. Here are some strategies to break free:

  • Practice Self-Reflection: Regularly question your beliefs and challenge your assumptions. Understand why you hold certain opinions.
  • Seek Diverse Sources of Information: Intentionally read or listen to perspectives that differ from yours. This doesn’t mean you have to agree, but understanding multiple viewpoints enriches your worldview.
  • Engage in Constructive Conversations: Avoid becoming defensive when challenged. Instead, engage in open dialogues, aiming to learn rather than to win.
  • Accept Discomfort: Growth often comes from discomfort. Accept that sometimes, the truth may be uncomfortable but necessary for personal evolution.

Summary

In conclusion, while the external world provides its share of challenges, we might choose to remember that often, the barriers we face are self-imposed. By recognising our tendencies to shy away from the truth and actively working towards embracing it, we can break free from our self-imposed prisons and truly experience the vastness and diversity of life.

Some Notes on Entropy

August 19, 2023
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Some Notes on Entropy

Entropy is a concept that arises in various disciplines, including thermodynamics, information theory, and statistical mechanics. The general intuition behind entropy is that it measures the amount of disorder or randomness in a system. Here are some definitions from different contexts:

  1. Thermodynamics: In thermodynamics, entropy (usually denoted by “S”) measures the degree of randomness or disorder in a system. It is related to the number of microscopic configurations (denoted as “W”) that a thermodynamic system can have when in a state specified by certain macroscopic variables. The formula for entropy in this context is given by the Boltzmann’s entropy formula: S = kB * ln(W) where “kB” is the Boltzmann constant.
  2. Information Theory: In the context of information theory, entropy quantifies the amount of uncertainty or randomness in a random variable. The entropy, denoted as “H(X)”, of a discrete random variable “X” with a probability mass function “p(x)” is defined as: H(X) = – sum(x in X) of [p(x) * log(p(x))]. This formula gives the expected amount of information (usually measured in bits or nats) you’d receive on average when learning the outcome of the random variable.
  3. Statistical Mechanics: Here, entropy again measures the degree of randomness or disorder, but it’s often discussed in terms of the number of ways particles can be arranged without changing the macroscopic state of the system. The concept is closely related to the thermodynamic definition but focuses more on the probabilistic distribution of particles in various states.

While the specific definition and application can vary by context, the central theme remains: entropy measures the amount of disorder, randomness, or uncertainty in a system.

The Second Law of Thermodynamics

The statement “the entropy of the Universe tends to a maximum” refers to the second law of thermodynamics, which asserts that the total entropy, or disorder, of an isolated system will always increase over time, approaching a maximum value.

In the context of the Universe, this law suggests that as time progresses, the Universe will become increasingly disordered, eventually reaching a state of maximum entropy. This hypothetical state, often referred to as the “heat death” or “thermal equilibrium,” is characterized by a uniform temperature and energy distribution, meaning no work can be done and no structures (like stars, galaxies, or life forms) can form or persist. Essentially, all processes would come to a halt.

It’s worth noting that while the second law of thermodynamics is a fundamental principle, it’s based on our current understanding of physics. The ultimate fate of the Universe and the complete implications of increasing entropy on cosmological scales remain topics of ongoing research and discussion

Decision Making: A Deep Dive from a Motivational Perspective

August 19, 2023
Advice Process, Article, Business, Community, Culture change
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Decision Making: A Deep Dive from a Motivational Perspective

Decision-making is an integral part of our personal and professional lives. In organisations and teams, the manner in which decisions are made plays a key role in influencing motivation and performance. Let’s delve into three common types of decision-making processes: unilateral, consensual, and mutual.

1. Unilateral Decision Making

Definition: In unilateral decision making, a single person or entity makes the decision without necessarily consulting others. It’s characterised by its top-down approach.

Advantages:

  • Speed: Since only one person is involved, decisions can be made quickly without the need for extensive discussions or consultations.
  • Clear Responsibility: The responsibility for the decision lies squarely on the shoulders of the decision-maker. This clarity can be useful when tracking results or accountability. Indeed, it invites blaming.

Disadvantages:

  • Lack of Buy-in: Decisions made without input result in lack of ownership and commitment from team members.
  • Limited Perspectives: A single person’s view can miss out on diverse perspectives or potential pitfalls.
  • Motivational Impact: Employees feel undervalued or overlooked, leading to reduced motivation and engagement, and reduced discretionary effort.

2. Consensual Decision Making

Definition: In consensual decision making, members of a group discuss and debate options until they reach a consensus or a majority agreement.

Advantages:

  • Diverse Input: Multiple perspectives are taken into account, leading to well-rounded decisions.
  • Higher Buy-in: Since everyone has a say, there’s often higher commitment to the final decision.
  • Motivational Boost: Being part of the process can boost team morale and foster a sense of community.

Disadvantages:

  • Time-Consuming: Reaching a consensus can be a lengthy process, especially with larger groups.
  • Potential for Groupthink: A desire for harmony might overshadow the need for diverse viewpoints or lead to conformity pressures.
  • Diluted Responsibility: With many involved, accountability can become blurred.

3. Mutual Decision Making

Definition: Mutual decision making involves collaboration between two or more parties, often representing different interests, to reach a decision that’s agreeable to all.

Advantages:

  • Balanced Outcomes: Ensures that all parties’ interests are considered and addressed.
  • Strengthened Relationships: Mutual decision-making can foster trust and rapport.
  • Motivational Synergy: Joint decisions can lead to heightened motivation, as all parties have a stake in the outcome.

Disadvantages:

  • Compromise Over Best Outcome: The need for mutual agreement might mean neither party gets their ideal solution.
  • Extended Negotiations: Striking a balance can be time-consuming and may require multiple rounds of discussions.
  • Potential for Stalemates: If neither side is willing to budge, decision-making can come to a standstill.

The Advice Process: A Radical Alternative

The Advice Process is a unique approach where individuals are empowered to make decisions after seeking advice from affected parties and experts. It combines the speed of unilateral decision-making with the input richness of consensual approaches. From a motivational perspective, this process values every individual’s expertise and opinion, fostering a sense of ownership and responsibility. However, like all processes, its effectiveness depends on the organisation’s culture and the genuine weight given to the advice received.

Summary

Each decision-making process has its strengths and challenges, especially from a motivational standpoint. The key is to recognize the context and choose an approach that aligns with the organisation’s culture, the nature of the decision, and the desired outcomes. As teams and organisations evolve, being adaptable in decision-making approaches can lead to enhanced motivation, innovation, and overall success.

People are Hurting: The Journey of Pain and Self-Responsibility

August 18, 2023
Article, Reflections, Therapy
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People are Hurting: The Journey of Pain and Self-Responsibility

In every corner of our world, people are hurting. Emotionally, mentally, physically, spiritually. Every pain is unique, just as every person’s experience is uniquely their own. But one thread binds all these individual aches and pangs: the yearning for relief and understanding.

Buddhist philosophy speaks of “dukha,” a term encompassing suffering and unsatisfactoriness. This ancient concept highlights that pain, in various forms, is an intrinsic part of the human experience. The very fact that life brings challenges and dissatisfaction is a universal truth, and understanding this is the first step toward healing.

It’s natural to hope that someone else will mend our wounds. After all, in many cases, it’s others who have inadvertently or intentionally caused them. When you’re struck, in whatever form, it’s instinctive to want the one who dealt the blow to be the one to soothe it.

However, here’s a truth that many of us find hard to accept: relying on others to ease our pain or hoping they’ll change is not the way forward. Some, in their pursuit of relief, resort to (metaphorical) anesthesia – distractions, vices, or behaviours that numb the pain temporarily but don’t offer a lasting solution.

When we shift the responsibility of our pain entirely onto others or external escapes, we give away our power. This externalisation leaves us vulnerable. If that other person does not meet our expectations or if our chosen distractions fail us, we’re left feeling helpless and stuck.

Taking responsibility for our healing does not mean we’re accepting blame for what happened to us. It means we’re taking charge of our journey from this point forward. Therapy is one avenue that allows to actualise this ownership. It provides tools, insights, and a safe space to explore our pain, get to its root, and work through it. It’s a proactive step towards self-understanding and recovery.

If you’re hurting, remember this: others may trigger your pain, but only you can control your response to the triggers. And this takes practice and effort.

The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

August 18, 2023
Agility at Scale, Antimatter principle, Attendants, Business, Culture change, Leadership, Management, Memeology, Organisational effectiveness, Paradigm shifts, Product development, Quintessence, Software development
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The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

When the term “Software Crisis” was coined in the late 1960s, the software industry was grappling with issues of complexity, reliability, and maintainability. The rate at which technology was evolving seemed to outpace the ability to efficiently and effectively manage software projects. Yet, half a century later, we still find ourselves confronting the same challenges.

The Persistent Nature of the Crisis

Most industries undergo evolutionary shifts, which often transform the landscape and resolve the challenges of the past. However, the software domain remains an anomaly. Instead of outgrowing its initial issues, we find them compounded by the enormous scale and scope of contemporary software development. Despite more advanced tools and platforms, software bugs, project overruns, and scalability issues remain pertinent.

So, why is the software crisis still with us?

The Inherent Complexity of Software

Software is, in essence, abstract and malleable. Unlike constructing a building or manufacturing a car, where there’s a tangible product, software development involves attending to folks’ needs through weaving intricate patterns of logic. As the Needsscape evolves, it becomes increasingly challenging to untangle and reweave the strands.

Furthermore, software isn’t limited by physical laws. While you can keep adding lines of code, each new line tends to increase complexity in a non-linear fashion.(See also: #NoSoftware)

The Economic Incentives

There’s an underlying economic motive to maintain the status quo. Major software corporations, consultancy agencies, educational establishments, and even management gain from the ongoing software crisis.

  • Software Companies: Continuous updates, patches, and new releases mean ongoing revenue. “Perfect”, bug-free software from the outset would reduce the push for upgrades and extended support.
  • Consultancy Firms: A continuing crisis ensures a constant demand for experts to guide, integrate, and sustain various approaches. (Ever seen consultants hired to obviate the Software Crisis?).
  • Educational Institutions: The ever-evolving landscape necessitates continuous learning, translating to enrollment in courses, certifications, and further studies.
  • Management: The status quo often validates management hierarchies and roles. Shaking up the software development paradigm challenges established management statuses and command & control dynamics, which many in management roles find unsettling. Where’s the leadership??

The Need for a New Paradigm

While we’ve seen enhancements in methods and technologies, they don’t directly tackle the root causes of the software crisis. A paradigm shift is essential, but what should it emphasise?

  • People: Centralide the role of people in the software process. Recognise that while tools and technologies are marginally relevant, it’s people and teams who breathe life into software. We might choose to prioritise their well-being, motivation, and skills.
  • Relationships: Emphasise collaboration and communication. Siloed teams and heroic individuals exacerbate challenges. Cross-functional cooperation and fostering an environment where diverse perspectives converge can lead to better solutions.
  • Collective Assumptions and Beliefs: Challenge and revisit the shared beliefs and assumptions in the organisation. Often, outdated paradigms persist because they go unquestioned. By reassessing and updating these, we can pave the way for innovative approaches.

#Quintessence

The enduring software crisis mirrors the challenges inherent in software development and the economic frameworks that have crystallized around it. While vested interests might resist change, history reminds us that transformation is both inevitable and necessary. When the software industry finally experiences its paradigm shift, it will not only resolve its longstanding crisis but also unleash unprecedented avenues for innovation.

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 18 August 2023].

Needsocracy: A Paradigm Shift from Merit to Need

August 18, 2023
Alien tech, Antimatter principle, Article, Business, Caring, Community, Compassion, Culture change, Deming, Paradigm shifts, Quintessence
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Needsocracy: A Paradigm Shift from Merit to Need

In an age of ostensible progress and societal evolution, we frequently find ourselves questioning systems that were once held as paragons of fairness. One such system, the meritocracy, is increasingly under scrutiny. Heralded as the gold standard of societal organization, where power and resources are awarded based on individual talent and achievement, meritocracy is now facing a formidable challenger: Needsocracy.

In a rapidly changing world where the definitions of success and progress are constantly evolving, a new concept is slowly emerging from the shadows: Needsocracy. At its core, it challenges our traditional meritocratic systems by positing that positions of power, responsibility, and resources be earned based on needs rather than merit. But what does this really mean, and how might it change the world as we know it?

Understanding Meritocracy

To grasp the implications of Needsocracy, it’s essential to understand its antecedent – Meritocracy. Rooted in the belief that power and resources should be awarded to individuals based on talent, effort, and achievement, Meritocracy has long been hailed as the fairest system of distribution. By prioritizing competence and hard work, it promises a level playing field where everyone has an equal opportunity to rise to the top based on their merit.

The Shortcomings of Meritocracy

While meritocracy has its strengths, it isn’t without its criticisms. Critics argue that:

  1. A Pretense of Equality: Meritocracy peddles the illusion of a level playing field, where success is solely a result of hard work and talent. But, in reality, initial conditions, family background, and sheer luck often play a larger role in individual success than merit.
  2. Perpetuating Privilege: Far from being the ultimate fair system, meritocracy often serves to perpetuate privilege. The well-connected get better opportunities, the rich have access to better education, and thus the cycle continues.
  3. The Relentless Grind: Meritocracy promotes an unhealthy obsession with perpetual achievement. It glorifies overwork, leading to burnout, mental health challenges, and a society where the worth of an individual is reduced to their output.
  4. Overemphasis on Competition: This often leads to societal stress, mental health challenges, and at times, a ruthless pursuit of success at the expense of ethics and interpersonal relationships.
  5. Ignoring the System: Meriticracy, grounded as it is in the merits of the individual, ignores “Deming’s 95:5” – the fact that some 95% of an individual’s contributions are dictated by the system (the way the work works) and only some 5% by the merits of the individual.

Enter Needsocracy

Needsocracy flips the script by arguing that societal roles and resources should be distributed based on the needs of individuals and communities. Here’s what that might look like:

  1. Prioritising Humanity: Instead of an endless race to the top, Needsocracy encourages society to cater to the basic human needs of its members, promoting overall well-being.
  2. True Representation: Under Needsocracy, leadership and responsibility would be entrusted to those who genuinely understand and represent societal needs. No longer would decisions be made by those detached from ground realities.
  3. Resource Allocation: Resources would be allocated to those who need them the most, whether it’s in the form of financial assistance, access to education, or healthcare. The goal is to create a foundation from which everyone can achieve their potential.
  4. Power & Responsibility: In a Needsocratic system, positions of power will be occupied by those who represent the most pressing needs of society. For instance, if a community faces a severe water crisis, leadership positions will be occupied by individuals directly affected by this challenge, ensuring that those with firsthand experience are making the decisions.
  5. Collaborative Over Competitive: By focusing on needs, society will transition from a competitive model to a more collaborative one. The success of one individual would be seen in the context of the well-being of the community.

Benefits of Needsocracy

  1. Inclusive Growth: Needsocracy has the potential to level the playing field and ensure that marginalized communities get a fair share of resources and representation.
  2. Holistic Development: By focusing on needs, we can address systemic challenges and root causes, leading to more sustainable solutions.

Challenges Ahead

The shift from Meritocracy to Needsocracy won’t be easy. Defining ‘need’ objectively, ensuring transparency, and avoiding misuse are just a few challenges. Moreover, balancing individual aspirations with societal needs will be a complex task. Societies already grounded in catering to cummunal needs – like the Chinese – may find the transition easier.

Summary

Let’s question long-held beliefs and systems. Meritocracy, once believed to be the epitome of fairness, now stands exposed with its flaws. Needsocracy offers a compelling alternative, urging us to consider a society that genuinely serves its people rather than creating hollow hierarchies.

Needsocracy offers a fresh perspective on how we might structure societies – and businesses, societies in microcosm – for the betterment of all. While it’s still an emerging concept, its potential to usher in a more inclusive, equitable, and holistic era of development is undeniable. As with all societal shifts, the journey to Needsocracy will require debate, experimentation, and evolution. But as we look to the future, perhaps it’s time to reject merit as the determinant of our worth and place in society.

Management Decisions: A Love Affair with Status

August 17, 2023
Article, Business, Management, Needs, Status
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Management Decisions: A Love Affair with Status

The world of management can sometimes resemble a theater where different players don various masks. Underneath the mask of ‘decisiveness’ or ‘authority,’ there lies a deeply rooted human emotion: the desire for status. Many of our actions, especially in the realm of management, stem from this very sentiment. Let’s delve into how a management’s affection for their status influences their decisions and behaviors.

The Siren Call of Status

Since ancient times, humans have been driven by the need for status. From tribal chiefs to modern CEOs, the pursuit of status, power, and recognition is deeply ingrained in our psyche. This isn’t necessarily a negative trait. In many ways, it’s a survival instinct. Being in a position of authority or having high status meant access to resources, protection, and other benefits.

However, in today’s corporate landscape, this love affair with status can sometimes overshadow genuine relationship building qualities and long-term vision.

Fear of Losing the Crown

With status comes the fear of losing it. For managers and executives, this fear can manifest in various ways:

  1. Resistance to Change: A manager who’s achieved success with a particular strategy or approach will inevitably resist new approaches or technologies. The unspoken reason? If the new approach fails, their competence, and thus their status, might be questioned.
  2. Suppressing Innovation: Employees with revolutionary ideas can be seen as threats to a manager who’s more invested in maintaining the status quo. Such a manager might sideline or even suppress these innovations to maintain their position.
  3. Credit Hogging: A manager deeply invested in their own status might take undue credit for team successes, further alienating team members and damaging morale.

Short-Term Thinking

A love affair with one’s status can lead to short-term decision-making. Instead of considering what’s best for the company five or ten years down the line, a manager might focus on immediate gains to boost their image now, at the expense of future growth.

Micro-management

Fear of losing status might make a manager involve themselves in every tiny detail. This not only stifles team autonomy and creativity but also indicates a lack of trust, which can corrode team dynamics.

Building Genuine Relationships

For companies to thrive, we might choose to recognise and address the pitfalls associated with a management team that’s too enamored with their own status. Some ways to do this include:

  1. Promote a Culture of Growth: Encourage an atmosphere where failure is seen as a learning opportunity, and the primary goal is collective growth rather than individual glory.
  2. Foster Open Communication: Allow employees at all levels to share feedback and ideas. This breaks the ‘ivory tower’ syndrome and helps in keeping managers grounded.
  3. Training: Regularly train people to build genuine relationship skills. This can include recognising and managing their biases and fears.

In conclusion, while it’s natural for individuals, including those in management, to cherish and protect their status, it’s crucial for the long-term health of an organisation to recognise when this becomes a driving force behind decisions. After all, true relationships aren’t about clinging to a title, but about guiding a team towards a brighter, shared future.

What Are You Afraid Of?

August 17, 2023
Article, Business, Fear
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What Are You Afraid Of?

Fear is a potent emotion that, while rooted in our instinct for survival, can sometimes mislead us, particularly in business. In the complex world of Dune created by Frank Herbert, the Bene Gesserit, a secretive sisterhood, employ the “Litany Against Fear” as a mantra to focus their minds in times of extreme danger. Its wisdom is universally applicable, even in the corporate world:

I must not fear.
Fear is the mind-killer.
Fear is the little-death that brings total obliteration.
I will face my fear.
I will permit it to pass over me and through me.
And when it has gone past I will turn the inner eye to see its path.
Where the fear has gone there will be nothing.
Only I will remain.

Here’s how we might choose to take the principles from this Litany to guide us:

  1. Recognition of Fear: Recognising and naming our fears is the first step. Whether it’s the anxiety of a deal falling through or the nervousness before a major presentation, identifying the source of your fear is crucial.
  2. Understanding Fear’s Transience: Like the Litany suggests, fear is transient. By confronting it head-on, we can allow it to pass through us, leaving us unscathed. In business, this means facing challenges directly, knowing that once they’re overcome, only the lessons and experiences remain.
  3. Decision-making in the Face of Uncertainty: In uncertain situations, where outcomes hang in the balance, and both hope and fear seem compelling, leaning towards a positive bias, as the Litany advises, can be powerful. This doesn’t mean adopting blind optimism, but rather believing in positive outcomes, fostering resilience, and motivating oneself to move forward.
  4. Preserving Mental Well-being: Just as the Bene Gesserit Litany emphasises mental discipline, we can choose to prioritise our mental well-being. Continual anxiety, especially if baseless or exaggerated, can deteriorate one’s mental health. Recognising this and adopting techniques, like the Litany, can bring clarity and focus.
  5. Harnessing the Power of Positivity: Once fear is confronted and understood, what remains is the self – resilient and empowered. In the corporate context, this translates to someone who’s learned, grown, and is ready to take on the next challenge with renewed vigor.

In conclusion, the Bene Gesserit’s Litany Against Fear provides timeless wisdom on confronting and managing fear. By integrating its principles, business executives can traverse challenges more adeptly, ensuring both personal development and organisational prosperity.

A Debate Between Business Luminaries

August 16, 2023
AI, Article, Debate
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A Debate Between Business Luminaries

I’ve continued playing with ChatGPT-4 and Multi-persona prompting (MPP). Here’s a sample debate between Bill Deming, Peter Drucker, Russell Ackoff, Eli Goldratt and Chris Argyris.

Topic: “Is management relevant in business any more?”

Bill Deming: Management as traditionally understood – you know, the top-down, command-and-control approach – seems quite incompatible with today’s business environment. But what do we mean exactly by “management”? And why is this question relevant today?

Peter Drucker: Well, Bill, if we think about management as planning, organising, directing, and controlling – it’s clear that some of these functions may seem outdated. But hasn’t the nature of work and business changed so much that we’re compelled to ask if the old ways are relevant? Do we still need to “manage” people, or can we trust them to self-organise?

Russell Ackoff: Building on Peter’s point, management’s essence was always about “doing things right” while leadership was about “doing the right things”. But, let’s not divert to the topic of leadership. Let’s consider the German military doctrine of ‘Auftragstaktik’. It emphasises decentralised decision-making and initiative at the lower ranks. Isn’t that a form of self-organisation?

Eli Goldratt: That’s an interesting point, Russell. Indeed, Auftragstaktik embodies trust in the people at the front lines. It reminds me of the constraints in a business system. Traditional management often focuses on local optimisations, which is deleterious for the system as a whole. In Theory of Constraints, it’s about aligning every part to the goal of the organisation. But, does this mean we can entirely let go of management?

Chris Argyris: Eli, the issue is often about the single-loop learning versus double-loop learning. Traditional management often gets caught in the former, continually tweaking processes – what Bill calls ‘tinkering’ – without questioning underlying assumptions. With the rise of concepts like self-organisation and Auftragstaktik, do you think PONC (Price of Non-Conformance) changes in context?

Bill Deming: Chris, great question. If employees are empowered and trust in self-organisation is embraced, then PONC might actually decrease. When individuals at every level can inspect, correct and adapt without waiting for higher approval, we reduce inefficiencies and mistakes, no?

Peter Drucker: Exactly, Bill. As I’ve often said, the best way to predict the future is to create it. If we empower employees to create and shape the future, then surely the traditional model of management becomes a barrier?

Russell Ackoff: Indeed, Peter. But let’s not forget about the human side. When we talk about self-organisation, are we also implying a certain level of maturity and responsibility in our teams?

Eli Goldratt: Absolutely, Russell. In any system, constraints will exist. The question is, can teams identify and address these constraints themselves? Or do they still need some form of direction?

Chris Argyris: It boils down to trust, doesn’t it? Do we trust our teams to be mature, to take responsibility, and to navigate challenges?

Jointly-written Public Statement

“In today’s dynamic and interconnected business world, the traditional model of management has indeed become irrelevant. The future lies in empowering teams, fostering trust, and encouraging self-organisation. While some support may still be needed to guide and align, the top-down, command-and-control model is outdated. We believe in the potential of individuals and teams to rise to challenges, harnessing concepts like Auftragstaktik and recognising the value in reducing the Price of Non-Conformance through trust and empowerment. We must move forward, redefining the way we understand and practise management in this new era.”

Further Reading

FlowchainSensei. (2022, March 4). Managers are PONC. FlowchainSensei [Blog]. /2022/03/04/managers-are-ponc/

  • In this blog post, FlowchainSensei delves into the concept of PONC, which stands for “Price of Non-conformance,” in relation to managers. The author evaluates how management inflates the costs associated with non-conformance in organisations. The post provides insights into the financial and operational implications of management decisions and practices. It is a valuable read for individuals interested in the intersection of management roles and organisational efficiency.

Unappreciated Product Development Skills

August 16, 2023
Article, Capability development, Experts, Management, Organisational effectiveness, Product development, Productivity, Recruiting
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Unappreciated Product Development Skills

Introduction

In the world of product development, hiring for the right skills is paramount. Yet, hiring managers and HR people often fail to appreciate the necessary core skills, and thus certain crucial skills often go unsought, overshadowed by more flashy competencies or specific technical abilities. While technical expertise is a nice to have, ignoring these unappreciated skills can lead to teams and departments that lack cohesion, struggle with efficiency, and miss out on a broader understanding of the development landscape.

Top Ten Overlooked Skills and Their Consequences

#SkillHiring Consequences
1The Importance of the Way the Work Works, incl subsidiarity.Teams lack a holistic view, leading to systemic issues and an inability to see beyond their immediate tasks.
2Risk ManagementTeams are reactive, rather than proactive. This leads to crisis management scenarios and frequently derailed release schedules.
3Role of VariationProjects may frequently miss deadlines or go over budget due to a lack of preparedness for uncertainties.
4Flow OptimisationTeams face frequent bottlenecks, resulting in uneven workloads, delays, and heightened stress levels.
5Feedback LoopsProducts misaligned with user needs or market demands due to a reluctance or inability to seek or respond to feedback.
6Systems ThinkingTeams operate in silos, leading to redundant efforts, inflated costs, delays, poor quality, and a fragmented product experience.
7Value Stream MappingMisaligned priorities, arising from a focus on tasks without understanding their overall product value.
8Make Things VisibleLack of transparency resulting in miscommunications, overlooked issues, and poorly informed decisions.
9Limiting Work in Progress (WIP)Overall productivity and work quality decrease due to excessive multitasking and constant context switching.
10Attending to Folks’ NeedsNeglecting this skill results in disengaged or unmotivated teams, decreasing engagement, discrationary effort and productivity, and increasing turnover rates.

Conclusion

To create a well-rounded and effective software development team, hiring managers migh choose to look beyond just technical proficiencies. By recognising and valuing these often-unappreciated skills, companies can increase the likelihood of building and maintaining cohesive, efficient, and innovative teams equipped to tackle the multi-faceted challenges of modern product development.

As the product development landscape continues to evolve, sadly, appreciation of the essential skills required to navigate it does not. Is it yet time to give these unappreciated competencies the recognition they deserve in the hiring process and beyond?

Offer

If your organisation suffers from any of the maladies listed under “consequences” in the table above, get in touch today for clear, independent advice on steps you can take to tackle the skills shortfall: bob.marshall@fallingblossoms.com

A Dance of Egos and Lost Opportunities

August 15, 2023
Alien tech, Article, Collaboration, Lamentation
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A Dance of Egos and Lost Opportunities

The philosopher George Santayana once remarked,

Those who cannot remember the past are condemned to repeat it.

Perhaps he was onto something, especially in the realm of interpersonal relationships and collaboration. In our world today, a tragic comedy plays out daily between minds and hearts:

You ignore my ideas because they’re unfathomable; I ignore your ideas because they’re stupid.

And while this back-and-forth may seem like a mere disagreement, it carries a weighty cost.

The Stifling of Unfathomable Ideas

Let’s first tackle the issue of “unfathomable” ideas. Ideas that challenge convention, defy logic, or seem too radical often find themselves on the fringes, overlooked or outright dismissed. But isn’t it these very ideas that have driven humanity forward? Think of Galileo championing the heliocentric model of our solar system, or the Wright brothers believing in flight despite widespread skepticism.

Innovation often demands that we break from the norm and dare to imagine. When we label an idea as “unfathomable,” we might be turning our backs on the next big breakthrough. After all, progress is rarely linear, and disruptive ideas are named so for a reason.

The Rejection of “Stupid” Ideas

On the other side of the coin, deeming someone’s ideas “stupid” is a blanket rejection, often rooted more in ego and personal biases than in a careful consideration of the idea’s merits. Labeling ideas as “stupid” stunts dialogue and collaboration, leading to a stagnant environment where only the loudest or most dominant voices are heard.

Moreover, what seems “stupid” in one context might be brilliant in another. The very foundation of respectful collaboration is that no idea is stupid; it’s all about quantity, with the faith that quality will emerge. Dismissing ideas outright denies the possibility of them evolving into something practical or innovative.

The Collective Cost

So, where does this leave us? With a world rife with missed opportunities. For every “unfathomable” idea shunned, we may miss out on groundbreaking advancements. For every “stupid” idea dismissed, we lose the potential for creative solutions.

The real tragedy is that these lost opportunities don’t just affect the individuals involved; they impact all of us. The innovations not pursued, the solutions not found, and the collaborations not formed can set entire communities, industries, and even civilizations back.

The Path Forward

So, how can we step away from this harmful cycle? By embracing humility, open-mindedness, and a willingness to communicate.

  • Humility: Recognizing that we don’t have all the answers allows us to approach ideas, no matter how unconventional, with a curious mind.
  • Open-mindedness: Even if we believe an idea won’t work, exploring its roots might lead to an alternate, viable solution.
  • Communication: Instead of outright rejection, pose questions. Understand the why behind the idea, and perhaps, through dialogue, refine or combine ideas into something greater.

Summary

In conclusion, the dance of egos, where ideas are dismissed either for being too outlandish or too simplistic, is a dance that serves no one. Might we tune into the rhythm of collaboration, understanding, and shared growth? Maybe, then, we can hope to harness the full spectrum of human potential and ensure that the world isn’t left the poorer for ignored ideas.