Dialogue – Think Different

Unleashing the Power of the Antimatter Principle

flowchainsensei — Mon, 13 May 2024 04:21:16 +0000

Unleashing the Power of the Antimatter Principle

The Benefits

When it comes to collaborative knowledge work endeavours like software development and product development, the “Antimatter Principle” offers a revolutionary approach that promises to unlock unprecedented levels of engagement, value and effectiveness. By focussing on the psychology of human behaviour and treating people’s needs as the most precious and potent resource, this principle has the potential to transform the way we approach and manage such work.

Fostering a Culture of Mutual Respect and Empathy

At its core, the Antimatter Principle advocates for a deep understanding and prioritisation of the human needs of all stakeholders involved – developers, customers, partners, and anyone else impacted by or contributing to the project. By genuinely listening to uncover everyone’s underlying needs, it fosters an environment of mutual respect, empathy, and a shared desire to contribute one’s best efforts. This nurturing atmosphere empowers individuals to tap into their deepest motivations, unlocking a wellspring of creativity, innovation, and dedication.

Aligning Efforts with What Truly Matters

Traditionally, collaborative work often prioritise metrics like productivity, deadlines, or profits, relegating human needs to a secondary concern. The Antimatter Principle flips this paradigm on its head, advocating for a psychologically aware approach that places people’s core needs at the forefront. By aligning all efforts with what truly matters to those involved, it increases the likelihood of achieving outcomes that resonate deeply and create lasting value.

Maximising Value and Effectiveness

While challenging to implement, the payoff of the Antimatter Principle is immense. By tapping into people’s core needs and motivations, it has the potential to unlock exponentially more value and effectiveness than process optimisation or profit-driven methods. This approach recognises that true success lies not in mere efficiency, but in harnessing the collective power of human potential.

Implementing the Antimatter Principle

Identifying “The Folks That Matter”

Central to the Antimatter Principle is the concept of “The Folks That Matter” – a term encompassing all stakeholders with needs inviting attention. This includes developers, team members, customers, users, sponsors, regulators, society at large, and anyone else impacted by or contributing to the project. The first step is to establish a well-reasoned process for determining who falls within this crucial group. It’s this dialogue that brings much of the power to the Antimatter Principle.

Engaging in Deep Listening

Once “The Folks That Matter” have been identified, and more importantly the policy driving such identification and prioritisation, the next step is to engage in deep, active listening to uncover their underlying needs. This invites an organisation to create safe spaces for open dialogue, fostering trust, and demonstrating genuine empathy and curiosity. By understanding the human factors driving each group’s motivations and expectations, teams can align their efforts to deliver outcomes that resonate profoundly.

Prioritising and Focusing Efforts

With a comprehensive understanding of stakeholder needs, teams can then prioritise and focus their efforts on addressing the most critical and impactful requirements. One complimentary approach involves evaluating the “Cost of Focus” – the impact on desired outcomes from including or excluding certain needs – and making strategic trade-offs when necessary. By aligning resources with the needs that truly matter, teams can maximise their potential for creating transformative value.

Embracing the Antimatter Principle

While the Antimatter Principle may seem counterintuitive or even idealistic at first glance, its potential rewards are profound. By treating people’s needs as the rarest and most potent resource, it offers a path to unlocking unprecedented levels of collaboration, innovation, and success in collaborative knowledge work endeavours. Embracing this mindset requires a paradigm shift – a willingness to prioritise human factors over traditional metrics and to invest in deep listening and empathy. However, those who embark on this journey may discover that the true “antimatter” lies not in some elusive substance but in the limitless potential of human connection and understanding.

Appendix: The Folks That Matter

The concept of “The Folks That Matter” is a central tenet of the Antimatter Principle, referring to all the various stakeholders, team members, customers, users, and anyone else impacted by or contributing to a collaborative project or endeavour. These are the people with needs to be prioritised and attended to.

The “interesting angle” of The Folks That Matter is examining how this set of stakeholders gets determined – through consensus, autocracy, cost/impact analysis, or other means. And what consequences result from that examination and emergent dialogue.

With finite resources, difficult trade-offs must be made about whose needs to prioritise versus discount as “Folks Who Don’t Matter” for a given scope. Note the concept of “Cost of Focus” – communicating the impact on desired outcomes from including or excluding certain stakeholders’ needs. Similar to Cost of Delay for prioritising product features.

The core premise is that until you have a well-reasoned way to determine whose needs to “focus” on (whose needs matter most), other prioritisation efforts like Cost of Delay are moot.

In essence, “The Folks That Matter” framing reinforces and provides more operational details for implementing the “Antimatter Principle” of truly prioritising understanding and delivering on people’s core needs in collaborative efforts.

To Debate or Prototype? That is the Question

flowchainsensei — Sat, 04 May 2024 07:25:50 +0000

To Debate or Prototype? That is the Question

We’ve all been there – I certainly have – the team meetings that seemingly go on forever, dissecting every tiny detail of a proposed approach. Every potential issue is discussed ad nauseam. Opposing viewpoints are vigorously debated until faces are red and tensions are high. And at the end of it all, a week has gone by without a single line of code written.

These are the perils of analysis paralysis – the tendency to over-analyse a situation and get bogged down in discussions rather than actually making progress. It often stems from a fear of making the wrong choice, but paradoxically, it can lead to inertia that is far worse than any individual misstep.

For teams, a conundrum arises again and again: Is it better to spend a week rigorously debating and analysing the optimal approach for tackling a piece of work? Or is it more useful to rapidly build an exploratory prototype during that same week to validate ideas, hands-on?

The Endless Analysis Trap

There’s no denying the allure of the former approach. By thoroughly discussing every potential issue and considering all perspectives, surely the team can devise a near-perfect strategy, right? Wrong. Too often, this road leads to analysis paralysis – a state of inertia caused by bikeshedding hypothetical scenarios.

The Prototype-Driven Path

In stark contrast is the alternative of rapid prototyping. Instead of prolonged theoretical debate, a barebones working version of the software or a trial of the approach is built from the outset. This exploratory prototype serves as a proof of concept to validate the underlying ideas and assumptions through real implementations.

The virtues of this hands-on approach are numerous:

It forces ambiguous debates into concrete ways of working
Design and technical flaws are exposed early
Stakeholders can review actual working software, not just abstract plans
Time is not wasted overthinking issues that may never materialise

Striking the Right Balance

Of course, both extremes have their pitfalls. Some thoughtful upfront planning can sometimes help chart a general direction. But the most elite software teams recognise the limits of bikeshedding and paralysis by analysis. They favour iterative cycles – short bursts of planning, followed by prototyping, reviewing, refining, and repeating. A.k.a. PDCA (the Shewhart Cycle, popularised by Bill Deming)

By building tangible working software from the outset, even if rudimentary, teams avoid getting bogged down in theoretical tar pits. This practical feedback loop between talking and doing ultimately leads to better outcomes.

So for your next piece of work, might you choose to resist the urge to spend weeks analysing in the abstract? Roll up your sleeves, get building, and let the prototype guide your path forward.

What Does Your Team Prefer?

Every team has their own style. Some teams like to talk things through a lot before building anything. Others prefer to start building right away, maybe planning as they go.

Which approach does your team take more often? Do you find yourselves getting stuck in discussions without moving forward? Or does your team start building prototypes from the get-go?

There’s no one right answer for every situation. But it’s important to know your team’s natural habits. If you tend to over-discuss, consider setting time limits and forcing yourselves to start building. If you build prototypes yet find soem of that build time is wasted through e.g. misalignment or lack of clarity, consider spending some time getting aligned, upfront.

Being aware of these tendencies will help a team strike the right balance between discussing ideas and putting them into practice through prototyping. Finding this balance will lead to smoother execution.

Think about what your team typically does. This self-awareness can help you adjust to use the right mix of debating and prototype building.

Exploring Shared Assumptions and Beliefs with the Help of an AI Chatbot

flowchainsensei — Wed, 27 Mar 2024 09:31:32 +0000

Exploring Shared Assumptions and Beliefs with the Help of an AI Chatbot

Introduction

As businesses strive for innovation and growth, they often find themselves running up against unseen barriers – ingrained ways of thinking and behaving that can severely limit their ambitions and ability to adapt. In many cases, these constraining (shared) beliefs and assumptions live under the surface, making them extremely difficult to identify and uproot.

This sample dialogue (below) aims to illustrate how engaging with an AI chatbot like Claude can provide a fresher, more impartial perspective to help bring those unconscious blockers into the light. By asking probing questions and suggesting reframes, an AI can serve as a cooperative thinking partner to explore the root causes behind an organisation’s collective blind spots.

Let’s take a look at how this conversational process might unfold:
(Note: this is an actual dialogue generated by ClaudeAI)

Overcoming Organisational Blind Spots: A Candid Dialogue

Are Collective Mindsets Holding Us Back?

Business Team: We’re really struggling as a team at work. Our growth and innovation have hit a plateau, and we can’t seem to get over this hump. We feel like there are some underlying assumptions or beliefs that we all unconsciously share that are limiting our thinking, but we can’t quite put our finger on what they are. Any thoughts?

Claude: That’s an insightful observation. Could you elaborate on the areas where your team has faced repeated roadblocks or struggled to adapt? Have you noticed any patterns in how new ideas get instantly dismissed or shut down?

The Perils of Risk-Aversion

Business Team: You know, now that you mention it, we do tend to instinctively shut down ideas that seem too ambitious or radically different from our current model. There’s an assumption that taking big swings is too risky and that we’re better off sticking to incremental innovations.

Claude: I see, so there seems to be an excessive aversion to risk-taking that could be crippling your team’s ability to innovate more boldly. Where might this belief originate from? Perhaps past failures that bred excessive caution within the team?

Overconfidence from Past Successes

Business Team: And you’re right, we may be overly reliant on past glories and successes rather than pushing for true disruption these days.

Claude: Overconfidence and complacency from previous successes is a common pitfall for teams. Have you explored where those constraining beliefs originated within your group? Sometimes they start from overcorrecting after a past failure. Or they take root from excessive short-term focus and risk-aversion in decision making over time.

Business Team: You’ve hit the nail on the head. We can trace the risk-aversion back to a few high-profile product launches that failed a few years ago. And the reverence for our old products stems from the founders still being closely involved, constantly reminiscing about how we initially disrupted the market.

Shattering Ingrained Narratives

Claude: Those do seem like major sources of the limiting beliefs constraining your team’s thinking. But how can you start dismantling and changing those ingrained narratives collectively? Here are some suggestions:

Make the limiting beliefs explicit and discuss them openly together as a team. Bringing these unconscious biases into the light is key.
Have you analyzed instances where those beliefs caused you to miss opportunities and calculated the cost of leaving innovation on the table as a group?
Could you find examples of competitors or companies in other industries who have succeeded by doing the opposite – embracing risks, continuously reinventing themselves? Study how they cultivated a different organizational mindset.
Implement structural changes to counteract the limiting beliefs. For instance, explicitly weighing the cost of inaction, having an “innovation ombudsman” role, or celebrating failed experiments more than static successes.
Bring in fresh perspectives through new hires, industry experts, or even customers who can challenge the status quo assumptions.

The ultimate ambition might be to make curiosity, experimentation, and an appetite for disruption core cultural values for your team and organisation.

Business Team: This is immensely helpful. We have a much clearer picture now of how to diagnose and deliberately shift our unhelpful collective beliefs as a team. Change starts by bringing those unconscious biases into the light through open discussion. We really appreciate you laying out such a detailed framework – we’re energized to start implementing these ideas right away.

Bringing in an Organisational Psychotherapist

Sometimes, even with the best intentions, it can be extremely difficult for a team to identify and overcome their own deep-seated collective assumptions and beliefs on their own. This is where bringing in an outside organisational psychotherapist can be invaluable…

By prompting deeper reflection, offering new perspectives, and designing tailored interventions, an experienced organisational psychotherapist or AI assistant can catalyse the crucial process of surfacing and reflecting upon an organisation’s dysfunctional beliefs and narratives.

While working with a human expert may ultimately be advisable for any complex organisational transformation, this dialogue demonstrates how an AI like Claude can provide a potential first step. Through probing inquiries and analytical detachment, an AI chatbot can shed light on the obscured mental models that might be unwittingly obstructing an organisation’s path to greater innovation and growth.

Deming’s 95/5 Principle Negates Individual Coaching

flowchainsensei — Fri, 15 Mar 2024 10:34:10 +0000

Deming’s 95/5 Principle Negates Individual Coaching

In the world of organisational improvement and performance enhancement, W. Edwards Deming’s principles have had a profound impact. One of his most famous principles, the 95/5 rule, suggests that 95% of performance issues are attributable to the system and processes, while only 5% are due to the individual worker. This principle has however not led many organisations to prioritise systemic changes over individual development initiatives. So does Deming’s 95/5 principle entirely negate the value of individual coaching? Let’s explore.

The 95/5 Principle: Putting Systems First

According to Deming’s 95/5 principle, the vast majority of performance problems stem from flawed organisational systems, processes, and cultures. Focusing on individual skill development or coaching would be akin to treating the symptoms without addressing the root cause. Deming advocated for a systems thinking approach, wherein organisations critically examine and optimise their practices, policies, and culture to create an environment conducive to success.

In the context of collaborative knowledge work, this principle suggests that individual coaching efforts will have limited impact when the underlying organisational systems and processes are not optimised for effective collaboration, knowledge sharing, and collective problem-solving.

The Shortcomings of Individual Coaching

Proponents of Deming’s philosophy argue that individual coaching alone is insufficient in addressing performance issues within collaborative knowledge work environments. Even if individuals receive coaching to enhance their communication, teamwork, or creative thinking skills, these efforts will be undermined or rendered ineffective when the systems and culture within which they operate are counterproductive or siloed.

For example, imagine a scenario where knowledge workers receive coaching on effective knowledge sharing practices, but the organisation lacks a robust knowledge management system or has rigid hierarchical structures that discourage cross-functional collaboration. In such cases, the individual coaching will yield limited results due to systemic barriers.

Organisational Transformation: The Key to Collaborative Success

According to Deming’s principle, our primary focus should be on transforming organisational systems and culture to foster an environment conducive to collaborative knowledge work. This could involve:

Optimizing communication channels and knowledge sharing platforms
Breaking down departmental silos and promoting cross-functional collaboration
Fostering a culture of continuous learning and improvement
Implementing agile and flexible processes that adapt to changing needs
Establishing clear roles, responsibilities, and accountability mechanisms
Organisational psychotherapy – enabling the organisation to surface and reflect on its shared assumptions and beliefs

By prioritising systemic changes, organisations create an enabling environment where individuals can thrive and collaborate effectively, minimising the need for extensive individual coaching.

The Verdict: Individual Coaching Has Limited Value

While individual coaching may provide some marginal benefits, Deming’s 95/5 principle suggests that it has limited value in the grand scheme of enhancing collaborative knowledge work. Organisations that solely rely on individual coaching initiatives without addressing the underlying systemic issues will experience suboptimal results and inefficiencies.

The path to success lies in embracing a systems thinking approach, transforming organisational assumptions and beliefs, structures, and culture to create an environment that fosters collaboration, knowledge sharing, and collective problem-solving. Only then can organisations unlock the full potential of their knowledge workers and achieve sustainable performance improvements.

In conclusion, Deming’s 95/5 principle entirely negates the value of individual coaching as a standalone solution for enhancing collaborative knowledge work. Instead, it calls for a fundamental shift towards organisational transformation, where systemic changes wrought through i.e. organisational psychotherapy take precedence over individual development initiatives.

Effective Regulation

flowchainsensei — Thu, 07 Mar 2024 13:07:13 +0000

Effective Regulation

Within business organisations, the discourse around effective regulation often becomes polarised, oscillating between the extremes of rigid compliance and laissez-faire approaches. Compliance, typically understood as strict adherence to rules and procedures, can foster an environment of micromanagement that stifles innovation. On the other hand, a laissez-faire attitude, characterised by minimal oversight, can lead to chaos, unethical practices, and a lack of accountability.

However, true effective regulation does not reside on this spectrum between micromanagement and laissez-faire. Rather, it represents a fundamentally distinct “third way” – a holistic approach that transcends the limitations of these two extremes, fostering a culture of responsibility, continuous improvement, creativity, and autonomy.

Redefining Regulation as Principled Action

The third way redefines regulation not as a checklist of rules to be blindly followed, but as a commitment to upholding core ethical principles and standards aligned with the organisation’s mission. This paradigm shift requires:

Clearly articulating the organisation’s shared assumptions and beliefs, including its guiding purpose, principles and values.
Engaging employees in embodying these principles through e.g. dialogue.
Revising policies to reinforce the principles, not merely enforce rules.
Nurturing critical thinking over box-ticking compliance.

By empowering individuals to internalize and live these principles, a sense of ownership and genuine accountability is cultivated.

Organizational Psychotherapy: Fostering Shared Responsibility

Central to the third way is a culture where every member is invested in upholding ethical practices and sustainable growth. Organisational psychotherapy can be a powerful tool in nurturing this culture by:

Facilitating open dialogues to surface underlying shared attitudes and beliefs.
Identifying systemic issues impacting trust and accountability.
Developing tailored interventions to address dysfunctional group dynamics.
Providing a safe space for honest feedback and conflict resolution.
Make attending to folks’ needs a central plank.

Through this therapeutic process, organisations can heal dysfunctional patterns, rebuild trust, and instill a genuine sense of shared responsibility that transcends the compliance-laissez-faire dichotomy.

Continuous Learning: An Organisational Ethos

The third way recognises that effective regulation is an ever-evolving process, requiring a steadfast commitment to continuous learning and improvement as an organisational ethos:

Encouraging the continuous development of improved abilities and intelligence, by reframing failures as learning opportunities.
Implementing substantive, regular dialogue on emerging best practices.
Facilitating cross-functional knowledge sharing and mentoring.
Gathering feedback from all the Folks That Matter to identify areas for development.

By making attending to folks’ needs a core value, organisations can remain agile, adaptive, and always improving their approach to regulation and governance.

Ethical Leadership and Collaboration

Effective regulation invites exemplars who embody the principles the organisation aims to instill, proselytising ethical conduct through their actions and decisions. Organisations can champion the third way by:

Exemplifying ethical behaviour in all things.
Openly acknowledging mistakes and pivoting course when needed.
Prioritising ethical decision-making in all communication and conduct.
Actively listening and incorporating feedback from across the organisation.
Fostering cross-functional collaboration on key initiatives.

This ethical behaviour, amplified by collaboration, inspires others to genuinely embrace the third way of effective regulation.

Summary

The third way represents a distinct approach that transcends the micromanagement-laissez-faire spectrum, offering a holistic, principled path centered on shared responsibility, continuous learning, and collaborative ethical leadership. By leveraging tools like organisational psychotherapy, mindset shifts, and genuine organisational commitment, businesses can cultivate an environment that upholds ethical conduct, innovation, sustainable growth, and the highest standards of accountability and integrity.

The Power of Reflective Questions

flowchainsensei — Tue, 05 Mar 2024 17:44:38 +0000

The Power of Reflective Questions

The Impact of Our Questions

When it comes to understanding employee satisfaction and well-being, the questions we ask hold immense power. They shape the depth of insight we receive and the degree of self-reflection they prompt in others.

Simple vs. Reflective Questions

Consider these two contrasting questions:

“Do you feel happy in your work and workplace?”
“What factors contribute to making you feel happy or sad about your work and workplace?”

The first question stands broad and surface-level. A simple yes/no response fails to encourage any deeper self-reflection on the part of the employee. While they may respond truthfully, that single word provides no window into the nuanced drivers behind their feelings. Some might describe this as a “closed” question.

The second question, however, demands thoughtful introspection. It pushes the employee to pinpoint the root causes and specific elements that amplify or detract from their workplace fulfillment and positive sentiments about their role. Some might describe this as an “open” question.

The Value of Self-Reflection

An insightful response might go:

“I find happiness in this role’s meaningful work and growth opportunities. However, the long hours, lack of work-life balance, and poor management communication leave me frequently stressed and discouraged.”

This level of self-reflection yields far richer insights for the employer and embloyee, both. They gain a holistic view into not just the employee’s mood, but the underlying factors and pain points shaping their experience each day.

Fostering Authentic Understanding

The quality of the questions we ask directly impacts the quality of self-reflection. When we ask binary, closed-ended questions about complex issues like happiness, we restrict the potential for enlightening personal contemplation, and meaningful dialogue.

In contrast, open-ended exploratory inquiries serve as prompts for valuable self-reflection. They require respondents to purposefully examine their emotions, motivations, and the nuanced elements influencing their attitudes and engagement levels.

As employers, if we seek authentic understandings rather than superficial sentiments, we must create room for self-reflection through our questions. Instead of asking “Are you happy?”, we might choose to frame inquiries that facilitate thoughtful exploration: “What brings you a sense of meaning and fulfillment in your work? What factors leave you feeling dissatisfied or burnt out?”

The Path to Better Connection

When we invite this level of self-reflection, we don’t just understand an employee’s current state. We gain powerful insights into the roots of their experiences – both positive and negative. Armed with that deeper awareness, we can enact changes, reinforce strengths, and directly address issues eroding engagement and achievement, and sucking joy.

In the quest for connection, self-reflective questions are an under-utilised superpower. They enable not just data collection, but a purposeful exploration of the human experience we’re aiming to improve. Let’s craft questions that illuminate richer truths and inspire more fulfillment.

The Evil of Judgement

flowchainsensei — Sat, 21 Oct 2023 12:25:05 +0000

The Evil of Judgement

What Makes Judgement Inherently Evil?

Judgement of individuals can be corrosive to both individual well-being and community cohesion. It’s not just the act but the underlying psychology that makes judgement inherently evil. When we judge, we inherently place ourselves in a position of moral or intellectual superiority. This not only alienates others but also fosters a culture of division, intolerance, and hierarchy.

How Does Judgement Affect Our Interactions?

At its core, judgement distorts the dynamics of any relationship. It can transform a civil discourse into a battleground of egos. People often hesitate to show their true selves, out of fear of judgement. This creates a breeding ground for dishonesty, suppression of feelings, and ultimately, emotional disconnect.

Is Judgement Truly Unavoidable?

Many argue that judgement is a natural part of human cognition. While it’s true that our brains are wired to make quick assessments for survival, this doesn’t justify the social and emotional cost of judging others. Even though it may seem like an inevitable part of human interaction, it’s crucial to question its necessity, impact and consequences.

What Are the Consequences?

The consequences of judgement extend far beyond demotivation and hurt feelings. At an organisational level, judgement can suppress creativity and innovation. When employees fear being judged, they are less likely to take risks or propose new ideas. This not only stifles personal growth but also impedes organisational progress.

The Whole Rotten Edifice of Hierarchical Business Is Founded on Judgement?

In the business world, especially in hierarchical organisations, judgement often serves as the bedrock. But what does that mean for the corporate culture and, ultimately, for innovation and growth?

Hierarchy in business is often perpetuated through judgement. Employees are evaluated, ranked, and placed into various roles based on assessments that are frequently subjective. This system not only enforces a rigid structure but also cultivates an environment where judgement is not just accepted but expected.

In such a setting, employees often find themselves confined to their designated roles and rankings. The fear of negative judgement discourages them from stepping out of their boxes to innovate or take risks. After all, a misstep could lead to harsh critique and, in extreme cases, job loss.

Moreover, this culture of judgement disrupts trust and open communication among team members. People become less inclined to share ideas or express concerns, creating an atmosphere where issues become undiscussable and are swept under the rug rather than addressed. This can lead to long-term problems that are much harder to solve.

The most concerning aspect is that judgement in hierarchical organisations often extends beyond performance to personal characteristics, appearances, or even lifestyle choices, exacerbating division and resentment among staff.

So, when we peel back the layers, we see that the hierarchical structure of business isn’t just facilitated by judgement but is fundamentally founded on it. The question then becomes, can a system built on such shaky and potentially damaging grounds truly be effective in the long run?

Can We Choose a Different Approach?

Choosing a non-judgemental approach doesn’t mean ignoring mistakes or accepting poor behaviour. It means adopting a stance of understanding and empathy. Rather than focusing on criticism, we can focus on constructive dialogue. This paves the way for more meaningful connections and lays the groundwork for a more compassionate organisation.

Concluding Thoughts: Are We Ready to Let Go?

The concept that judgement is inherently evil may be a hard pill to swallow for many. But if we acknowledge the potential harm it causes, both on a personal and societal level, we can begin to seek alternatives. The challenge lies in the conscious unlearning of judgemental habits and the cultivation of a more accepting and open perspective. Are we ready to let go? The answer to that question might very well shape the future of our interpersonal relationships, business organisations, and societal norms.

The Challenge of Psychological Safety

flowchainsensei — Thu, 05 Oct 2023 09:38:31 +0000

The Challenge of Psychological Safety

What is Psychological Safety?

Psychological safety refers to the comfort and confidence employees feel in expressing themselves without fear of negative consequences. It’s a state where workers feel they can voice their concerns, ideas, and feedback openly.

Why Is It So Hard to Implement?

Ironically, the primary obstacle isn’t convincing people of its importance. Most management and employees alike acknowledge the benefits of a psychologically safe environment. The real challenge lies in transforming these acknowledgements into actionable, sustainable company policies and ingrained practices.

Enter Organisational Psychotherapy

This is where organisational psychotherapy proves invaluable. Unlike typical corporate initiatives that may address surface issues, organisational psychotherapy delves into the core attitudes, behaviours, and cultural elements that obstruct the realisation of psychological safety, and other beneficial ideas too.

How Does OP Work?

Organisational psychotherapy helps organisations identify their underlying cultural issues, issues that block the establishment of a psychologically safe environment. After enabling the organisation to surface and reflect on these issues, organisational psychotherapy invites the organisation to tackle them head-on. Methods range from individual counselling to group interventions or even comprehensive organisational talk therapy.

How Is It Different?

Standard corporate initiatives usually involve implementing new policies or reworking existing ones. However, if the underlying issues aren’t addressed, these new policies often fall flat. Organisational psychotherapy invites organisations to focus on root causes – their implicit shared assumptions and beliefs – rather than surface symptoms, offering a more enduring solution.

Ensuring Sustainability

Sustainability is another critical component of organisational psychotherapy. It doesn’t just introduce changes; it helps these changes become embedded in company culture. By addressing the root causes and focusing on methods that provide long-lasting results, it avoids the pitfalls of short-lived corporate initiatives.

Summary

Psychological safety is a “good idea” many companies strive for but few attain. Organisational psychotherapy offers a path to not just achieving this ideal but making it a durable part of a company’s culture. Through tailored methods that get to the heart of the issues, this approach catalyses sustainable organisational changes.

Undiscussable Goals

flowchainsensei — Wed, 27 Sep 2023 06:57:21 +0000

Undiscussable Goals

Why Are Some Goals Undiscussable?

In many organisations, silence often surrounds the most pivotal goals. You’ll find financial targets displayed on every wall, team objectives discussed in meetings, but other vital ambitions seem unspeakable. Why does this happen?

Does Culture Have Significance?

Culture plays a significant role in what gets discussed and what doesn’t. While some companies encourage open dialogue about complex or sensitive topics, others don’t. In more conservative environments, managers may fear speaking openly about topics like personal well-being or ethical considerations, as these are often seen as “soft” or tangential to business.

Are There Methods for Discussing the Undiscussable?

To unearth these hidden goals, more than the usual toolbox of management techniques is required. Tried-and-true methods like SWOT analysis or key performance indicators won’t be enough to delve into these deep-seated, often emotionally charged issues. This is a domain where organisational psychotherapy shows its worth, creating an environment where even the most taboo goals can be talked about constructively.

Is There Risk Involved?

Yes, there’s always a level of risk when discussing formerly undiscussable goals. However, the cost of not addressing these issues is often far greater. Folks can choose to weigh the potential drawbacks against the benefits of bringing these topics into the light.

How to Build Sustained Discussions?

Sustained discussion of these complex goals requires more than just initial courage; it invites a structured approach. Organisational psychotherapy, for example, provides a robust approach for maintaining an ongoing, fruitful dialogue around these hidden goals.

Why Bother?

Ignoring taboo goals doesn’t make them disappear. These goals continue to influence organisational behaviour, decisions, and overall health, whether openly acknowledged or not. By confronting these subjects, you pave the way for a more transparent, joyful, productive, and aligned organisation.

The Path Forward

Is it yet time to break the silence around these critically important but undiscussed goals in your organisation? Address these difficult conversations, and you’ll unlock new dimensions of organisational potential.

I, Relate

flowchainsensei — Sun, 03 Sep 2023 07:03:18 +0000

I, Relate

The Unlikely Union: How the Relationship Counselling Ethos Boosts Software Development Productivity

Why Should Techies Care About Relationship Counselling?

At first glance, you might think that relationship counselling and software development occupy opposite ends of the spectrum. Yet, delve a little deeper and you’ll see that both fields share a core essence: human interaction. In a nutshell, successful software development relies on effective communication, collaboration, and conflict resolution, elements that relationship counselling has mastered. Let’s explore how relationship counselling ethos and techniques can turbocharge software development productivity.

The Fabric of Teamwork: Trust and Open Communication

Software development isn’t a one-man show. It involves designers, developers, testers, customers, and often, cross-functional teams from other departments. This melting pot can either cook up an extraordinary result or turn into a recipe for disaster. That’s where relationship counselling principles come into play. Trust-building exercises and open communication channels, often advocated by relationship counselling, can help team members understand and respect each other’s roles, fostering a more cohesive working environment.

Conflict Resolution: The Relationship Counselling Way

Conflicts are part and parcel of any collaboration, let alone software development with its tight deadlines and constant need for problem-solving. Relationship counselling is adept at resolving disputes and finding middle ground, skills that are just as useful in the tech world. Techniques such as active listening and ‘I’ statements can pave the way for constructive discussions, rather than finger-pointing or blame games. This encourages quicker resolution of issues, saving both time and sanity.

Emotional Intelligence: Not Just for Lovers

While emotional intelligence (EQ) might sound like the antithesis of the logic-driven tech sphere, it’s surprisingly crucial. High EQ can enhance problem-solving abilities and contribute to better collaboration. Relationship counselling’s focus on developing emotional intelligence can help team members become more aware of their own reactions and the feelings of others, thereby enhancing overall productivity.

Iterative Improvement: Learning from Relationships

Just like any relationship, software development benefits from periodic check-ins and adjustments. Relationship counselling’s method of iterative feedback and adjustment mirrors prevailing methods in software development. Regular retrospective meetings, a technique in line with relationship counselling’s ethos, allow for continual improvement and adjustment throughout the development life cycle.

The Ripple Effect

Adopting the relationship counselling ethos can have longer-term benefits. Enhanced communication skills, improved conflict resolution abilities, and a heightened emotional intelligence level are not development-specific. They’ll enrich the work environment, thereby leading to better collaborations in the future and stronger, more resilient, more joyful teams.

In Summary

Though it might seem unusual, the relationship counselling ethos offers tangible benefits for software development teams. From trust-building and conflict resolution to fostering emotional intelligence, these techniques can significantly impact productivity. So, the next time you’re stuck in a dev team stand-off or facing a seemingly insurmountable challenge, you might just find the solution in relationship counselling techniques.

Changing the Way the Work Works

flowchainsensei — Tue, 29 Aug 2023 12:47:16 +0000

Changing the Way the Work Works

Following on from my previous post, exploring how culture change is free when we change the way the works works, two pivotal questions emerge:

Why is the way the work works set up as it is?
How to effect meaningful changes in the way the work works?

To delve into these questions, we might choose to examine the intricate relationship between the way the work works and the collective assumptions and beliefs that govern it.

The Underlying Blueprint: Collective Assumptions and Beliefs

The way the work works isn’t established in isolation; it’s a manifestation of the organisation’s collective assumptions and beliefs. Whether intentional or not, these foundational elements influence everything from task allocation to decision-making processes. If you’re puzzled about why the way the work works is set up as it is, your answer lies in your organisation’s collective assumptions and beliefs.

Reciprocity: The Cycle of Influence

The connection between the way the work works and collective assumptions and beliefs is not one-sided. These assumptions and beliefs give shape to the way the work works, which, in turn, reinforces and perpetuates these assumptions and beliefs. For instance, if your work process places a premium on stringent oversight, it likely originates from a collective belief in the need for strong control.

Normative Learning: Unveiling the ‘Why’

Normative learning remains critical for breaking this cycle, as discussed earlier. It serves as a lens through which to surface and reflect on latent assumptions and beliefs, allowing for their questioning and potential alteration. In doing so, you unveil the ‘why’ behind the way your work is structured, thereby paving the way for meaningful change.

Summary

To understand why the way the work works is set up as it is, one must decode the collective assumptions and beliefs that have shaped it. Through normative learning and organisational therapy both, organisations can surface these hidden drivers, laying the groundwork for authentic, sustainable, and cost-free change. Acknowledging and tackling this intertwingledness equips you for implementing changes that are both effective and in sync with your evolving organisational beliefs.

40+ Years in Software Development

flowchainsensei — Sat, 12 Aug 2023 13:06:43 +0000

40+ Years in Software Development Management

Translating Lessons to General Business Management

Right. Time to blow my own trumpet!

Over my 40+ years in software development, management I’ve had the privilege to witness and partake in the metamorphosis of the industry. More importantly, I’ve gleaned insights and best practices that, intriguingly, can transcend the world of software and have remarkable relevance in general business management.

1. The Power of Iteration and Continuous Improvement

From the early days, I learned that perfection is a journey, not a destination. Be it in software or thw way the work works, the essence lies in the willingness to refine, adjust, and evolve. Inspect and adapt, as they say. Continuous feedback loops and adjustments pave the path to excellence.

2. Flexibility Over Rigidity: The Business Dance

Having closely worked with many methods, I’ve understood that the real strength of any organisation is its ability to adapt at speed. It’s about being ready to dance to the tunes of the changing environment, and not just sticking to a predetermined set of steps.

3. Centrality of the User Experience

I’ve seen software applications flop not due to poor coding, but because they didn’t resonate with the users. Similarly, in business, if you’re not aligning with the needs and aspirations of your stakeholders, your strategies will not yield the desired results.

4. The Essence of Clear Communication

From countless team meetings to whiteboard sessions, one thing stood out: clarity in communication. It’s the bedrock upon which trust is built, misunderstandings are averted, and collective goals are achieved.

5. Risk Management: A Balancing Act

Every time we integrated a new feature or technology, risk was a constant companion. Likewise, in business, every decision – be it financial, strategic, or operational – carries inherent risks. It’s the art of managing risks and balancing them with rewards that distinguishes the good from the great.

6. Prioritising Quality and Preventing Defects

Throughout my years in software, I’ve been a staunch believer in the adage, “Prevention is better than cure.” Instead of fixing issues after the fact, emphasising high-quality craftsmanship from the outset has always been my mantra. Similarly, in business, ensuring quality in products, services, and processes from the get-go can prevent a myriad of challenges down the road. It’s about being proactive, rather than reactive, ensuring that every endeavor is executed to the highest standard from the very beginning.

7. Self-Managing Teams and Auftragstaktik

One of the most profound lessons has been witnessing the magic of self-managing teams. Empowering teams, much like the principle of Auftragstaktik, gives individuals the freedom to determine the ‘how’ of achieving objectives, fostering creativity, and accountability.

8. A Visionary Horizon with Actionable Steps

While having a visionary goal is essential, I’ve found that breaking that down into actionable, short-term goals ensures not only progress but also regular checkpoints for reflection and course correction.

9. A Celebration of Change

In my journey, change has been a constant companion. Those who embraced it thrived, while those who resisted often struggled personally, and sabotaged the greater effort. In business, as in software, adaptability, continuous learning, and a curious mindset form the cornerstone of success.

10. Culture Change

Time and again, it’s been culture change that’s been essential in making major steps in improving the way the works works. And thus, in results. Outmoded shared assumptions and beliefs have always held thing back, mostly to the point of abject failure. And time and again, it’s been those with the most positional authority who have been the biggest blockers. Success depends on reaching these folks.

Conclusion

Reflecting on my journey, it’s evident that the principles that drive success in software development management are universal in their application. As the worlds of technology and business increasingly intertwingle, these lessons become not just relevant, but indispensable. Here’s to harnessing the wisdom of experience for the challenges and opportunities of the future. If you’d like to benefit from my decades of practical experience, please get in touch.

Genuine Empathy in AI?

flowchainsensei — Thu, 10 Aug 2023 06:47:30 +0000

Genuine Empathy in AI?

In the digital age, with AI permeating human interactions, the call for machines to exhibit genuine empathy becomes not only desirable but essential. As these systems engage with humans in fields ranging from healthcare to customer service, genuine empathy fosters trust, understanding, and human-like connection. Beyond these human-machine interfaces, there’s a burgeoning realm of AI-to-AI interaction and self-reflective AI systems that beckon exploration. To grasp the profound nature and nuances of this empathetic challenge, let’s dive into David Bohm’s holistic consciousness and Marshall Rosenberg’s intricate empathy.

The Rosenbarg Perspective on Empathy

Marshall Rosenberg, the creator of Nonviolent Communication (NVC), had a profound understanding of empathy, which was central to his teachings. NVC is a communication process designed to improve compassionate connection with others, and empathy plays a pivotal role in this process.

For Rosenberg, empathy was more than just understanding someone’s feelings. Here’s how he defined and conceptualised empathy:

Deep, Compassionate Presence: Rosenberg believed that empathy involves being deeply present with someone, without judgment, analysis, or interpretation. This means setting aside our evaluations and simply being with the person, connecting to what they are experiencing in the current moment.
Feeling WITH Someone: Rather than feeling FOR someone (sympathy), empathy, according to Rosenberg, is about feeling WITH them. This involves a deep connection where you’re not just observing or understanding their feelings but genuinely connecting with their emotional state.
Avoiding Advice, Sympathy, or Analysis: One of the distinct aspects of Rosenberg’s definition of empathy is what it’s not. He emphasised that genuine empathy is not about giving advice, offering sympathy, explaining things, or telling stories of our similar experiences. Empathy is about fully being with the other person in their emotional experience. IOW It’s all about them and what they’re feeling.
Understanding the Feeling and Need: In the NVC process, Rosenberg pointed out the importance of identifying and understanding both the feeling and the underlying need of the individual. Empathy, in this context, is about recognising what someone is feeling and what they are needing or longing for that is causing that feeling.
Receiving “from the Heart”: For Rosenberg, empathy was also about “receiving from the heart.” This means connecting with the essence of what the person is saying, beyond the words or the surface level, and truly being with them in their emotional state.
A Way of Being, Not Just Doing: While many view empathy as an action or a response, Rosenberg viewed it as a way of being. It’s not just about doing empathetic things or saying empathetic words, but genuinely embodying a state of compassionate connection with others.

In summary, Marshall Rosenberg’s definition of empathy is deeply rooted in compassionate connection, presence, and understanding. It’s about being fully with someone in their emotional experience, free from judgments or preconceived notions, and connecting with their feelings and needs. This approach to empathy, integral to Nonviolent Communication, offers a profound way to relate to and connect with others.

Interconnected Consciousness and the Depth of Empathy

Bohm’s “undivided wholeness” paints a universe of interconnected consciousness. Rosenberg’s empathy, meanwhile, anchors on compassionate presence, understanding intrinsic feelings and needs without judgment.

In the AI realm, this suggests that for genuine empathy to manifest, machines must not only echo Bohm’s interconnected consciousness but also embody Rosenberg’s deep connection.

Material Thought, AI, and Empathic Being

Bohm saw thoughts as material entities deeply embedded within consciousness. Here lies a challenge: Can AI’s logical, algorithmic processes merge with Rosenberg’s notion of empathy as an emotional state of being? Genuine empathy, for AI, isn’t just about recognising patterns; it’s a plunge into heartfelt connection.

Fragmentation and Genuine Connection

Both luminaries warn against fragmented perceptions. Bohm believes in holistic comprehension, and Rosenberg advocates for deep, undistorted empathy. AI, shaped by human perspectives, must break free from inherited fragmented thinking to truly embrace Rosenberg’s full-spectrum empathy.

Beyond the Surface: The Deep Dive into Emotion

Mirroring Bohm’s multilayered reality, Rosenberg’s empathy probes beneath emotions to the root needs. AI’s challenge is twofold: understand the explicit while journeying into the profound realm of human needs.

AI Dialogues and Emotional Resonance

Open dialogues hold significance in both Bohm’s and Rosenberg’s teachings. For AI to grasp genuine empathy, it must not only partake in these dialogues with humans but resonate emotionally, discerning feelings and needs.

Empathy Between AIs and Self-reflection Within an AI

Moving beyond human-AI interaction, consider the realm where AIs interact amongst themselves. Do they need a form of empathy? Would that be useful? In AI-to-AI dynamics, empathy can facilitate smoother interactions, helping systems anticipate and complement each other’s operations.

Then there’s introspective AI – systems capable of self-reflection. For a machine to reflect upon its actions and learn autonomously, a form of empathy, understanding its ‘state’ or ‘condition’ in relation to its environment and objectives, could be pivotal. This self-empathy, a blend of Bohm’s interconnectedness and Rosenberg’s depth of feeling, might be the cornerstone for advanced autonomous AI evolution.

Conclusion

Bohm’s and Rosenberg’s intertwined teachings sketch a roadmap for AI’s empathetic journey, covering human interactions, AI interrelations, and machine introspection. This isn’t just a technical endeavor but a deep philosophical quest, navigating interconnected consciousness and the heart of compassionate connection.

Rosenberg and Bohm: A Dialogue on Empathy and Consciousness

Scene: A serene garden setting. Birds chirp in the background. A table is set with two chairs. David Bohm and Marshall Rosenberg sit facing each other, cups of tea in hand.

Bohm: Marshall, I’ve always been fascinated by your perspective on empathy, which resonates with my understanding of the interconnected nature of consciousness. For me, every fragment of the universe is interconnected, a holistic whole.

Rosenberg: David, that’s interesting because empathy, in my view, is also about seeing the interconnectedness of human emotions and needs. It’s about fully connecting with another person’s experience without judgments, just being present with them.

Bohm: Precisely! Our thoughts are material, and they shape and are shaped by this interconnectedness. When we fragment and compartmentalize, we miss out on this wholeness. This mirrors your notion of avoiding advice or analysis and just being present, doesn’t it?

Rosenberg: Absolutely. Fragmentation in communication leads to a lack of understanding. Empathy requires that deep, unfragmented connection. It’s not about feeling for someone; it’s about feeling with them, tapping into their emotional state and understanding the underlying needs.

Bohm: That aligns with the notion of the implicate order, where there’s a deeper reality beneath the surface phenomena. Genuine empathy, as you describe it, seems to be about tapping into that deeper realm of emotions and needs, acknowledging the hidden wholeness.

Rosenberg: Indeed, David. And as we embrace technology, especially AI, it’s vital to infuse these systems with a sense of this deep understanding and interconnectedness. While machines might never truly “feel” like humans do, they can be designed to respect this profound interrelation of emotions and needs.

Bohm: Precisely, Marshall. While AI might reflect the patterns we teach them, if they can be designed to recognise and respect this interconnected web of emotions and consciousness, their interactions with humans and even with each other would be harmonious.

Rosenberg: That’s a beautiful vision, David. Machines that understand the value of unfragmented, empathetic connections, mirroring the essence of Nonviolent Communication in their interactions.

Bohm: And remaining true to the undivided wholeness of the universe, fostering genuine connections rather than superficial ones.

After a thoughtful pause, the two draft a communique:

Communiqué from David Bohm and Marshall Rosenberg:

“In the evolving tapestry of human-machine integration, we underscore the importance of fostering genuine, unfragmented connections. Just as the universe is an interconnected whole, and human interactions thrive on deep, empathetic understanding, we envision a future where technology respects and mirrors this profound interconnectedness. AI systems, while they might not ‘feel’ in the human sense, should be designed to recognise, respect, and operate within this web of interconnected emotions and consciousness. This is our shared vision for a harmonious coexistence between man and machine.”

The two nod in agreement, taking a sip of their tea, the world around them echoing their sentiment of interconnectedness and understanding.

Leaders’ Inconsistencies

flowchainsensei — Wed, 09 Aug 2023 19:03:59 +0000

Leaders’ Inconsistencies

In every institution—whether in politics, business, or broader community contexts—we frequently observe those in authority saying one thing and doing another. It’s not just about broken campaign promises or managers who preach work-life balance while flooding inboxes at midnight. This inconsistency has far-reaching implications, especially when considering the concept of pragmatic legitimacy.

Espoused Theory vs Theory in Action: An Introduction

Chris Argyris’s groundbreaking insights shed light on this phenomenon. He distinguished between “espoused theory” (what people claim they believe) and “theory in action” (how they actually behave). For example, a leader might verbally prioritize team input (“espoused theory”) but may sideline their team in decision-making processes (“theory in action”).

Impacts of Inconsistent Leadership

Erosion of Credibility: A clear disparity between words and deeds erodes leaders’ credibility. When words are at odds with by actions, followers and stakeholders are left questioning the authenticity of the leader’s commitments.
Mistrust and Cynicism: Inconsistent actions breed skepticism. Over time, this could dampen motivation and commitment, leading stakeholders to question the leader’s genuine intentions.
Ambiguity and Misdirection: When words don’t match actions, it creates confusion about actual priorities, making it difficult for subordinates to align their actions with organisational and leaders’ goals.
Organisational Dysfunction: This kind of behavior can fuel conflicts, inefficiencies, and cultivate a culture of disillusionment.
Undermining Pragmatic Legitimacy: Perhaps one of the most profound impacts is on an organisation’s pragmatic legitimacy. When stakeholders perceive that an organisation’s actions aren’t aligned with its stated goals or aren’t beneficial to them, its pragmatic legitimacy is compromised. A lack of pragmatic legitimacy means stakeholders doubt the organisation’s capacity or willingness to fulfill its promises or meet their needs, which can result in decreased support or commitment from these stakeholders.

Bridging the Divide: Recommendations for Leaders

Enhance Self-awareness: Leaders should continuously introspect and seek feedback. Recognizing one’s inconsistencies is the first step to addressing them.
Foster Open Communication: Encouraging an environment where individuals can voice concerns about perceived discrepancies promotes accountability and transparency.
Prioritize Consistency: Leaders should evaluate if they can truly align with what they promise, setting achievable expectations to maintain credibility.
Acknowledge and Amend: When discrepancies arise, leaders should admit them, apologize, and take measures to correct their course.
Continuous Learning: Regular training sessions emphasizing the importance of consistency in leadership can be instrumental.
Lead by Example: If leaders advocate specific values or principles, they must personify them in their actions.
Tend to your pragmatic legitimacy: By becoming more consistent in aligning saying with doing, thereby improving your legitimacy, stakeholders will lend increased support and commtiment to your initiatives and directions.

Navigating the Discrepancies: Recommendations for Those on the Receiving End

It’s often challenging to be on the receiving end of inconsistent leadership. It can be demotivating, confusing, and sometimes even detrimental to one’s mental health. If you find yourself in such a situation, it’s essential to take proactive steps to preserve your well-being and sanity.

Seek Clarification: If you notice a discrepancy between words and actions, ask for clarification. There might be reasons or perspectives you aren’t aware of. By seeking a clearer understanding, you can align your expectations accordingly.
Maintain Open Communication: Foster an environment where you feel empowered to communicate your feelings and perceptions. This not only helps you address potential misunderstandings but also lets leaders be aware of their inconsistencies.
Document Everything: When you see inconsistencies, make a note of them. This isn’t about “keeping score” but about having a reference point for discussions or to ground your own understanding of events.
Find Support: Confide in colleagues or friends who understand the situation. Sharing experiences can provide validation and sometimes lead to collective solutions or coping strategies.
Set Boundaries: It’s essential to protect your mental and emotional well-being. If you’re consistently receiving mixed signals, it may be necessary to set clear personal and professional boundaries to avoid burnout.
Seek External Mentorship: Connect with mentors outside your immediate work environment. They can provide an outside perspective, offer advice, or sometimes just serve as a sounding board.
Engage in Self-care: Engaging in activities that relax and rejuvenate you is crucial. Whether it’s reading, exercising, meditating, or pursuing a hobby, make sure you have an outlet to destress.
Consider Professional Counseling: If the inconsistency in leadership begins to take a toll on your mental health, consider seeking professional counseling. Therapists can provide coping mechanisms and strategies to navigate such situations.Organisational therapists can support organisation-wide initiatives to help reduce discrepancies between words and actions.
Evaluate Your Position: If you find the environment to be consistently toxic with no signs of change, it may be worth considering a change. Your well-being should always be a top priority. “Change your organisation, or change your organisation”.

Remember, in environments where leaders are inconsistent, it’s essential to prioritise your own personal well-being. By taking proactive steps, you can navigate the challenges while ensuring you remain grounded, supported, and mentally resilient.

To sum it up, pragmatic legitimacy is crucial for any organisation, and leaders play an integral role in upholding it. By aligning their words with their actions, leaders can reinforce trust, maintain credibility, and ensure that stakeholders see the organisation as a beneficial and aligned entity.

Deep Insights and the Veil of Gibberish

flowchainsensei — Tue, 08 Aug 2023 10:10:20 +0000

Deep Insights and the Veil of Gibberish

Understanding profound thoughts and the nature of advanced knowledge has always been an intellectual endeavor. Some ideas seem so deeply rooted in personal experience that they appear nonsensical to outsiders. One sentiment that comes to mind is:

“Any sufficiently deep insights (arising from experience) are indistinguishable from gibberish.”

On first glance, this might seem a touch humorous, but there’s a profound truth lurking beneath.

The Enigma of Deep Insights

Deep insights typically emerge from an amalgamation of experiences, learnings, and a nuanced understanding of life. These insights, intricate and multi-layered, may sound like cryptic puzzles to those unfamiliar with the experiences leading to them.

Zen koans, like “What is the sound of one hand clapping?”, encapsulate this phenomenon. To the uninitiated, they seem absurd. Yet, these aren’t meant for logical dissection but to prompt a deeper, transcendent kind of understanding.

Voltaire once said,

“Is there anyone so wise as to learn from the experience of others?”

His words highlight the value of understanding and imbibing insights from those who have ventured before us. Even if the insights appear as ‘gibberish’, there is often wisdom to be gleaned if one approaches them with an open mind and the willingness to learn from the experiences of others.

Clarke’s Third Law and Ineffability

Arthur C. Clarke’s third law,

“Any sufficiently advanced technology is indistinguishable from magic.”

speaks to a similar theme. When confronted with highly advanced technology, those unfamiliar with its intricacies see only ineffable ‘magic’.

Imagine introducing an 18th-century scholar to a modern smartphone. The device would seem nothing short of ineffably magical. The lack of understanding doesn’t make the technology any less real; it merely highlights the gap in knowledge and experience.

Drawing Parallels

Both deep insights and Clarke’s law play with the concepts of the ‘known’ and the ‘unknown’. Our first reactions to the unknown, whether they are profound insights or advanced technology, can range from skepticism to awe to contempt. Our brains, in their quest to categorise and understand, resist what they cannot immediately grasp.

Voltaire’s wisdom encourages us to bridge this gap. By noting the challenge, and learning from the experiences and insights of others, we can gain understanding, turning perceived gibberish into valuable knowledge and transforming the magical into the understood.

In Conclusion

As we traverse the path of life, we might choose to keep ourselves open to new insights, even those that initially seem like gibberish. Equally important is heeding Voltaire’s advice, understanding that the wisdom of others, when genuinely sought, can shed light on the most profound truths. In essence, the boundary between gibberish and insight, magic and technology, is often merely a question of perspective and a willingness to ask, and learn.

How to Carry a Conversation: The Art of Social Interaction

flowchainsensei — Sun, 06 Aug 2023 20:32:24 +0000

How to Carry a Conversation: The Art of Social Interaction

Business people talking in meeting

Introduction

This is a blog post I’ve needed to write for a long time. I’m not sure just why it’s taken me so long to get round to it, but here it is at last.

Conversations are central to human connection. They provide a platform for us to express our thoughts, relay experiences, and foster relationships with others. However, carrying a conversation, especially with unfamiliar individuals or in unknown settings, can be challenging. To “carry a conversation” means to maintain the flow and interest of a discussion, ensuring it doesn’t falter or collapse, especially during potential lulls, and meets the needs of all involved.

Imagine a conversation as a series of peaks and troughs. The peaks represent those magical moments when both participants are engaged, sharing ideas, and feeling connected. The troughs, while inevitable in most conversations, are where one might experience moments of silence, discomfort, or disconnect. It’s during these troughs that the true skill of a conversationalist shines through.

The good news is, the art of conversation is a skill that can be acquired by all, and refined with practice and the right techniques. In this post, we’ll delve into methods to enhance your conversational abilities and discuss the profound benefits that accompany this skill.

Personally, engagiging conversations tick most of my boxes. And PS: Chats and conversations are entirely different things AFAIC.

The Benefits of Proficient Conversation Skills:

Strengthening Relationships: Whether friendships, familial ties, or professional connections, adept conversation can enhance these bonds.
Personal Growth: Diverse conversations expand your perspectives, challenge pre-existing beliefs, and augment your knowledge base.
Professional Advancement: Effective dialogue can facilitate opportunities in the professional realm, from networking to job interviews and client communications.
Boosted Self-confidence: As you become more adept in social interactions, your confidence in your ability to communicate and understand others increases.

One-to-One Conversations:

Engaging in a one-to-one conversation can be both intimate and intense. It offers an opportunity for deeper connection and understanding. Here are a few techniques tailored for such settings:

Maintain Eye Contact: This displays attentiveness and interest, fostering a sense of connection.
Personalise the Discussion: Tap into shared experiences or explore topics of mutual interest.
Offer Validation: Let the other person know you value their thoughts by acknowledging their feelings and viewpoints.
Avoid Distractions: Turn off or put away your phone to show that you are entirely present.

Conversations with More Than Two People:

Group conversations can be dynamic and diverse but might require different strategies:

Be Inclusive: Make an effort to involve everyone, ensuring no one feels left out.
Moderate when Needed: If one individual dominates the conversation, raise the issue so others can express their feeling of the matter and invite remediation.
Track Multiple Threads: With multiple people, various subjects may arise. Be adept at keeping up and weaving between topics. Flag bifurcations so participants have the opportunity to express their needs and adress remediations if needed.
Acknowledge Different Opinions: Groups often have people who express varied viewpoints. Invite participants to acknowledge these differences and act together to keep the conversation on track (just which track lies in the hands of everyone, together).

Techniques for Effective Conversations

Make it Mutual: This is crucial. Unless the conversation heads where BOTH parties (or all parties) need it to, it can falter, degenerate, and potentially collapse. WHich, by the way, may be for the best. Make regular check-ins during the conversation to assess how others are feeling, and gauge the extent to which everyone’s needs are being met.
Folks have to NEED the Connection: Understand that conversation provides invaluable opportunity for connection. With an inherent need for connection, y’all will naturally seek ways to foster and continue the dialogue. While pauses are natural, inevitable, and perfectly acceptable, always strive to pick up the thread and carry the conversation further.
Engage in Active Listening: Beyond mere hearing, active listening involves being truly present. This entails understanding the other person’s perspective and demonstrating genuine interest.
Don’t be Overly Concerned with Active Listening: Fake it till you make it, as they say. The continued conversation is the thing.
Carry the Conversation at All Costs: Take the initiative in ensuring the conversation flows. While it’s essential to listen, it’s equally important to drive the conversation, especially in moments of silence or potential stagnation, rather than let it peter out beforew everyone has got their conversation-related needs met.
Pick Up The Pauses: Each time a break in the flow happens, try restarting the flow with an innocent question, possibly from the Clean Language canon.
Pose Open-ended Queries: Instead of questions that yield a simple ‘yes’ or ‘no’, opt for ones that necessitate more comprehensive responses. For instance, rather than asking “Did you enjoy your holiday?”, consider “I’d love to hear about the standout moments of your holiday. Would you be willing to share?”
Demonstrate Empathy: Convey understanding and compassion. When someone shares an experience, express empathy with phrases like, “That sounds challenging for you”.
Ensure Equitable Participation: Ensure that the conversation isn’t one-sided. Allow the other individual(s) ample opportunity to participate.
Stay Informed: Being aware of current affairs, literature, or cultural events provides a wide range of topics for discussion. However, be mindful of potentially controversial subjects, and irrelevancies.
Mind Your Body Language: Maintain appropriate eye contact, lean in subtly to indicate engagement, and ensure your posture remains open and approachable.
Recognise When to Adjust: If you detect a lack of interest or discomfort, it’s advisable to flag your noticing, and invite action to e.g. transition the topic or guide the conversation in a new direction.
Share Relevant Anecdotes: Personal stories, when pertinent to the conversation, can captivate and engage the listener. They can also bore and frustrate. Beware – and remain attentive to the conversation-related needs of all participants (including your own).
Avoid Listening to Reply: If you’re continuously concerned about crafting the perfect response, the natural progression of the dialogue might flounder. Focus on the present exchange and understand that occasional pauses are natural.
Practice Makes Perfect: As with any skill, the more you intentionally engage in conversation, the more adept you’ll become. Interact with a variety of people in diverse settings to refine your abilities and skills.

In Conclusion

Mastering the art of conversation is an ongoing journey. It’s about forging genuine human connections, not achieving perfection. With patience and regular practice, you can evolve into someone who not only carries conversations but also deeply values the meaningful connections they cultivate. The essence of the matter is, it’s not about being the most intriguing person in the room, but the most interested in and considerate of your fellow conversationalist(s). And remember, it takes everyone to have really rewarding conversation. As with many things, it’s the environment / system / context that matters at least as much as individual conversational skills.

Haiku

Hearts deeply listen,
Talk flows, turning into art,
Timeless bonds are born.

Do You Require Your Employees Absorb the Pain of Your Company’s Poor Choices?

flowchainsensei — Sat, 29 Jul 2023 07:22:15 +0000

Do You Require Your Employees Absorb the Pain of Your Company’s Poor Choices?

Business people bothering stressed businesswoman

Introduction

Workplace dynamics have dramatically evolved over the years, but one aspect that seems to stubbornly persist is the tendency for employees to bear the brunt of their company’s missteps. It’s a scenario as old as business itself: a company makes one or more misguided decisions, and the employees find themselves facing the fallout, often under the guise of “stepping up” or “taking one for the team.” But in the interest of maintaining not only a healthy work environment but also their mental and emotional wellbeing, it’s important to understand this fundamental truth: it’s not your employees’ job to absorb the pain of your company’s poor choices.

The Reality of Business Missteps

In business, missteps are practically inevitable. From strategic misjudgments to underestimations of market trends, or poor financial management, or poor choice of tools, methods or processes, or neglected cultue, these errors can have serious consequences. Unfortunately, more often than not, it’s the workforce that ends up shouldering the burden. Employees may face increased workloads, longer hours, or heightened stress, all without any increase in compensation or benefits. And in some cases, their job security may even be threatened.

It’s crucial to remember, however, that these situations often arise from the top, from decisions made by those in managerial or executive positions. While every employee has a role in the overall health of an organisation, they should not be made to suffer for the misjudgments of those whose get the big bucks to guide the company.

The Importance of Boundaries

The impact of absorbing a company’s poor choices can be harmful to employees’ health, both physically and mentally. Increased stress levels can lead to a host of health problems, including anxiety, depression, and even burnout. So, how can you protect your employees? One answer is establishing and maintaining boundaries.

Boundaries are not just about maintaining a work-life balance; they also involve setting limits on how much of the company’s problems employees take on personally. This could mean support for their declining to work beyond agreed-upon hours without adequate compensation, support in pushing back against unrealistic deadlines, or simply not allowing people to be consumed by work-related worries outside of company hours.

The value of an employee is not determined by how much suffering they can endure. It’s determined by their skills, their dedication, their creativity, and their ability to work as part of a team. Remember, boundaries aren’t just good for individual employees; they’re good for the health of the organisation, too.

Communication and Advocacy

Another critical aspect of navigating this issue is clear communication. Seeking and accepting constructive feedback about how the company’s decisions are affecting employees’ work and wellbeing can lead to positive changes.

If employees’ voices are not heard or taken seriously, consider providing support via colleagues or HR or even external entities like labour boards or employment lawyers. Remember, it’s not just about individual complaints – collective advocacy can lead to significant changes in workplace policies and culture.

Conclusion

The stress of handling a company’s poor choices shouldn’t fall on the shoulders of its employees. It’s important to recognise that their job is to perform the duties assigned to them, not to make up for managerial mistakes.

Work should not be a place of unnecessary suffering. Businesses thrive when employees are valued, heard, and supported, not when they are expected to carry the weight of the company’s mistakes. By establishing boundaries, fostering open communication, and advocating for change, you can help to create a healthier work environment for everyone in the company.

Remember, the goal is not just to have employees survive in the workplace, but to thrive, and that starts with recognising that it’s not their job to absorb the pain of your company’s poor choices.

Work or Talk?

flowchainsensei — Sat, 01 Jul 2023 10:14:28 +0000

Work or Talk?

In the demanding sphere of business organisations, a challenging dichotomy frequently arises between tackling the daily workload and engaging in dialogues about making the work work better. Both aspects are equally crucial for an organisation’s growth and development, but striking the right balance often presents a conundrum.

Daily tasks and responsibilities are the lifeblood of any business. They drive the operational efficiency and directly impact the bottom line. However, being caught in the ceaseless whirlwind of daily tasks can easily create tunnel vision, where the broader perspective of considering the way the work works for increased effectiveness gets lost.

On the other hand, conversations about improving the “way the work works” are essential for progress. These dialogues include brainstorming sessions, team meetings, offsites, and discussions around process improvement, optimisation, and innovation. They provide an opportunity for identifying bottlenecks, tackling problems, and integrating more effective strategies. But if these dialogues dominate the schedule, the urgency of daily tasks can get sidelined, affecting the immediate productivity.

The key to balancing this conundrum lies in – paradoxically – regular dialogues about where the balance presently lies, and where it would best lie. Folks can choose to make time for such discussions on balance without hampering the daily workflow. This can involve setting aside dedicated times for such conversations, or integrating feedback and improvement processes within the daily work routines.

Organisations that manage to master this delicate equilibrium not only stay on top of their day-to-day operations but also continually enhance the way their work works, leading to a long-term, sustainable success.

Organisational Psychotherapy As a Theory For Change

flowchainsensei — Sun, 25 Jun 2023 11:54:39 +0000

Organisational Psychotherapy As a Theory For Change

Organisational Psychotherapy is an innovative theory for change that utilises principles derived from psychotherapy, applied at an organisational level. It posits that organisations, like individuals, have unconscious patterns of behaviour that can hinder their growth and productivity. By identifying and addressing these underlying beliefs, organisations can drive meaningful and sustainable change.

In this perspective, the organisation begins to see itself as a holistic entity with its own psyche. This psyche is constituted by the collective mindset of the organisation’s members – its culture, and its shared beliefs, values, and practices. Just as an individual may have unproductive habits or attitudes formed over time, organisations also develop patterns that are counterproductive or maladaptive, often unknowingly.

Organisational Psychotherapy facilitates an introspective look into these shared assumptions, beliefs, and consequent behavioural patterns. It involves a process of identifying organisational “blind spots”, confronting denial, understanding fear of change, and addressing organisational defense mechanisms. The objective is to unearth, explore and address deep-seated beliefs that may be stifling e.g. innovation, productivity, or employee satisfaction.

For instance, an organisation may consistently fail to meet its goals due to a culture of blame and lack of accountability. With Organisational Psychotherapy, the organisation comes to recognise these patterns, discuss them, and address them, paving the way for a different culture – of responsibility and performance.

It is also important to note that the process of Organisational Psychotherapy is collaborative and involves every member of the organisation. It helps individuals gain a deeper understanding of their roles within the organisation’s dynamics and encourages active participation in the change process. By doing so, it fosters a shared responsibility for the organisation’s health, creating a collective commitment towards improvement and growth.

In conclusion, Organisational Psychotherapy provides a fresh perspective on driving change in organisations. By recognising and addressing subconscious patterns, it helps foster a healthier, more effective organisational culture, promoting continuous improvement and long-term success.

Why Organisational Psychotherapy Is So Powerful

flowchainsensei — Wed, 19 Apr 2023 06:45:55 +0000

Why Organisational Psychotherapy Is So Powerful

Organisational psychotherapy is a transformative approach that focuses on uncovering and reflecting upon shared assumptions and beliefs within a workplace. This method fosters open communication and self-awareness, enabling people to better understand the underlying dynamics that shape their work environment.

The primary goal of organisational psychotherapy is to bring to light the shared mental models and values that drive behavior at work. By addressing these deeply ingrained beliefs, engaged individuals can work together to improve the overall culture and effectiveness of their organisation. In essence, this technique facilitates the surfacing of shared assumptions and beliefs about work, nurturing a more cohesive and collaborative environment.

Organisational psychotherapy has been proven to be effective because it helps to uncover the hidden patterns and behaviors that often go unnoticed in the workplace. By addressing these issues directly, people can work together to create a more positive, engaging and supportive atmosphere. This approach succeeds because it tackles the root cause of many workplace issues, rather than merely addressing the symptoms.

The process of organisational psychotherapy can be compared to gently peeling back the layers of an onion, revealing the core beliefs and assumptions that steer the organisation. As these bedrock elements are exposed, people can begin to reshape their perspectives and behaviours, resulting in a smoother and more harmonious work experience.

Organisational psychotherapy works because it encourages open dialogue and reflection, allowing people to examine the fabric of their shared beliefs. Individuals can better collaborate to create a smoother, more supportive and joyful workplace.

In summary, organisational psychotherapy is a powerful approach that exposes and reflects upon shared assumptions and beliefs within a workplace. This process results in a more cohesive and supportive environment, ultimately leading to improved performance and satisfaction. By spotlighting the hair triggers of workplace issues, organisational psychotherapy promotes psychological safety and open dialogue, fosters understanding, and builds a stronger foundation for success.