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Posts Tagged ‘recession

HR and the recession

People are out hunting again for information on HR and the recession.  I’ll briefly recap my thoughts her.

1 Keep positive

The over-riding goal of HR during a recession is to remain positive.  I don’t mean vacuous gushy “everything will be alright” talk.  We look foolish when we deny the reality of the precariousness of our financial situation and our the hardships being encountered by people around us.

In practice, being positive means this. Get yourself home. Get your staff home. Have plenty of R&R.  Begin the survival course of the recession by keeping the HR team in blooming psychological health.

Then work on the managers. Make sure they are in rude psychological health. Get them home.  Make sure they are keeping things in perspective.

And lastly work on the employees. Make sure they have plenty of time off and if they are on short-time, try to arrange training and meaningful activities that speak to their innermost dreams and sense of who they will become in the future – good economy or bad.

In short, our job is to “do our blooming in the crack and whip of the whirlwind”.  We can’t stop living just because the economy has gone bottoms-up.

2 Get business minded

Cut out the BS, the bullying and the waste of trees.  Get the business facts onto the table.  Ask what evidence there is that something works or doesn’t work.

Ask what needs to be done now. Right now. When someone is throwing their weight around, ask them for one hour when they can stand up in front of the company and explain their vision of the future with facts and figures.

Keep the discussion focused on what our current customers are buying, what we do well, and what we could do more of quite easily.  If someone has a wish-list, ask them to sketch out a project and take charge of it – including persuading people to cooperate.

3 Get negotiation minded

No one is in business to please us. Not our customers. Not our suppliers.  Not our employees.

What are they willing to do right now?  This minute.  What of those choices is good for the business?  Get that done right now.

When someone sulks, ask them what they are willing to do right now.

Of course, negotiation is a two way street. What are you willing to do right now. And do it when called for.

Is this HR?

Sure it is. HR isn’t a set of tree-wasting morale-hoovering procedures.  It is keeping the team together in a constructive mood.

We can only achieve our mission when we are feeling fresh and rested.  We can only do that when we are talking about mutual goals (business).  We can only do that when stress belonging – what we are doing together rather than what we are not.

And it begins with us.  If our mental health is ragged, we can’t support the managers.  They will become ragged and they can’t support their employees. If necessary, retain a positive psychologist to telephone you weekly or even daily.  Otherwise just look after yourself.  Go home. Eat fresh food. Take exercise. Keep a gratitude diary.   You will notice the difference.

Then cut out the time-wasting and focus on business.

Then focus on belonging.  Why does this person want to be here?  Why do we want them here? Have we made that clear?  Are we setting th tone for a positive inclusive enviroment?

HR is a leadership role

A stern tone – yes, I think I am becoming impatient.  That won’t do.  I must take my own advice.  But this why I am so certain of my advice.

This is not a recession folks.  Stop dithering, and step up to the plate to deliver the positive, business minded, inclusive leadership that we joined HR to do.

And that applies to me too.

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Economic reports for the week

The news of the week is the growing fear of sovereign default in Mediterranean countries and the possibility of a double dip recession.  I spent the morning reading up the economic commentaries and turning them into plain English.  As far as I understand what I read, our way of life is in supreme danger of falling apart.

We cannot afford to carry on the way we are.  We don’t have the money.  And the price of borrowing is likely to go up unless we can show clearly how we will pay back what we want to borrow.

The politicians are in a conundrum.  They want to defend Britain’s triple AAA rating.   And to do that they must achieve two goals.

#1  They must show on paper that we can pay back the money we borrow.

#2 They must show money-lenders that the people are behind them and won’t erupt in open revolt.

We need a plan on paper but it matters naught if we do not stand together. It matters naught if we are each trying to position ourselves to win out during the inevitable decline. The money-lenders are watching us.  Our very division will be our downfall.

Finding the will to stand together

So as ever, the issue is neither financial nor economic.  It is social & political.  How can we find the will to stand together?  How can we keep our heads when others are losing theirs?  How can we develop the collective trust to work out how to get through the next ten years?

Positive psychology in hard times

This is just the kind of problem that positive psychology deals with.

We want to know how the ordinary person, you and me, can exercise personal leadership when we don’t have confidence that formal leaders will exercise the leadership we need.   We want to know how to act sensibily when we really have no idea how things will work out.  We certainly want to act in the common good without being totally irresponsible about our own futures and the futures of our families.

3 steps for citizen leadership during the financial crisis

I’ve tried to distill the advice of positive psychologists into three steps.  What do you think?

#1  Keep our eye on people we respect.  Fill our minds with what does work and not with what doesn’t.

#2  Tell the stories of what does work.  Bring the best of the past with us.

#3  Layout out the things we do understand so that other people can understand the issues.  And help others who do not have the skill to layout knowledge in their area.

Is this the way to live positively in times which seem to call out the negative, conniving and complacent?  Is this the foundation of citizen leadership?

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The mark of a good businessman is that he can succeed in bad times

Anyone can do well in a rising market.  When an economy is doing well, people trade with each other.  I make bread and I swap it for your milk.  While I am making bread, you plough my field.

In a sophisticated economy, we make the exchange process easier by swapping goods & services for money.  It’s easier all round.  And the sovereign ~ the king, queen, president or government ~ demands their share.  That’s called taxes.

In good times, we simply slot into the system.  Its easy.  Somebody wants something done. We do it. We get some money.  Our options improve.

In bad times, everyone tries to do everything for themselves.  It is harder to specialize because no one wants to trade their speciality for yours?

Is it?  Why is it so hard?

Why not just walk up to the person who has what you want and make an offer. I can do this for you if you do that for me?

Why haven’t you just done that?

Some where along the line we’ve lost our ability to think for ourselves

If we intend to be successful, in bad times and good, we have to be a little clearer about what we offer.

Here are 3 questions to ask and answer.

#1   What do I really enjoy doing?

Think about when you experience ‘flow’, that wonderful feeling when you are so engrossed that you loose track of time (and are late for the next think.)  Young people often experience flow in sport.  Where else have you experienced flow?

Now commit yourself to doing more of that.  Commit yourself to remembering when you experience flow.  Commit yourself to experiencing more flow, more often, and very frequently (every hour?).

Good.  Now we are enjoying ourselves we help others enjoy their lives!

#2   When do I bring the light to other people’s eyes?

When you are in flow, it’s unlikely that you are looking in the mirror.  If you were, it is likely you would see a magnificently radiant and happy person.  You eyes will be alive and dancing.

Everyone wants to feel like this.  When do people around you feel flow?  When do their eyes light up?

What is that you do that brings the light to other people’s eyes?  Which things do you love to do and which of these make other people so happy that their eyes sparkle with pleasure?

Where does your deep gladness and the world’s hunger meet?

It’s a humbling experience to think of these sweet spots, isn’t it?  We don’t feel bold and brazen. We feel shy.  We feel hesitant.  We feel gentle.  We feel calm.  We know that this is our mission.  This is what we have been called to do in the ‘family of things’.

#3 Why do their eyes light up?

But we aren’t sure how to begin.  How do we grow this sweet spot where we are bringing a light to other people’s eyes?  We ask “why?”  When their eyes light up, what story are we helping them live?  What “flow” are they experiencing at that moment?  Who are they at that moment?  What is their purpose?

What essential information did we provide in that moment that helped their story come true?

We need to tell their story.  We need to take a photo and write a blog post.  Day-to-day, let’s document the place where we made someone’s story true.

That’s the point where we have something to trade

And to return from the poetic to commerce, it is at this point that we have something to trade.  We understand what we love to do.  We know when our pleasures are pleasures for others.   We understand their stories and we able to make them come true.  We can walk into someone’s shop or business and say to them, “I can do this for you.  Would you be able to do this for me in exchange?”

Capture those micro-moments when someone in your life lit up!

Now get on with it!  Opening a Posterous blog will take you a few minutes. Getting out your camera will take even less.  And send me your link!  I want to see you capture those micro-moments when someone in your life lit up!

Network our way through the recession?

There is a funny video about Linkedin going the rounds that I found from @jackiecameron1.

Unemployed people sign up to Linkedin in a desert of jobs. Everyone is networked, but to each other, to no one has a job.

What use is networking if there are no employers in the group?

Networking is not hitching a ride!

What is very apparent in the rather delightful (and accurate) spoof  is that no one is doing anything.  Everyone is trying to hitch ride on everyone else!

Who in that network is trying to make anything happen? Who is inviting other people to help, even for free?

Networking out of a desert of jobs

To take the metaphor of the desert further, if anyone got the group organized to look for water, they might find some!

Why doesn’t anyone start some useful activity?

The simple answer is that no one there trusts anyone else. If they did, they would invite them to do something!

How do we begin to organize that group?

Here are 7 steps for organizing a group who seem to be out of ideas, out of resources and who don’t know each other well.

A  Show Confidence in Your People

#1 Begin!

#2 Be active.

Do something! Sit down and make a sandcastle! See who helps.

B Help Your People Gain Confidence in Each Other

#3 Change the sandcastle so that people are helping each other.

Move your position so that you are handing sand to the person building. When another person joins in, move to the the end of the line.

#4 Move the line slowly in the direction that seems most promising.

At the same time, get people to sing so that they become more aware that they are a group.

Keep your attention on the sandcastle by-the-way!  People are only going to be bothered with the sand castle if you are!

C Work with People Who Trust the Group

#5 Position a reliable person at the end of the line while you start a new line.

Make sure the person at the end of a line knows to sing out if they see anything unusual on the horizon.

D Bring Information About Opportunities Into the Group

#6 When someone sees something unusual on the horizon, don’t create a stampede.

Move the whole bicycle wheel, by changing the direction that the sand moves. Move the sandcastle builder to the other end and reverse the direction of sand. In an orderly way, move the other spokes. Keep it playful!

E We Are All In This Together

#7 Continue and continue!

You might decide to abandon your group and go it alone.  Yes, it might be slow moving the group along and it might feel as if the group is slowing you up.  But aren’t your chances of finding water higher in an organized group looking out for each other?

It is easier to think straight when things are really bad

It sometimes feel that deserts are too much to cope with.  I am also going to tell you that deserts are better than abandoned farm land. You are lucky. Yes, you are!

Let’s imagine, you simply find yourself in a abandoned but essentially sound farm.  You don’t start building a useless sandcastle. You do something useful.  You start to plough the land and plant seeds.  The difficulty is that you have now fixed your group to that field.  You will be unable to move slowly across the horizon to a better place.  In modern parlance, your solution is not scalable!

That’s why I like the idea of deserts.  We are willing to abandon sandcastles and rebuild them elsewhere.

When you chose your seed project, build something, anything, where we can see results and where we can all help! Keep the projects short and sweet so that people can see results and move them as we spot other things on the horizon.

Experiments in extreme living

What I want you to do is to build something with the resources under your feet.  And invite someone else to join in.

When the person joins in, give them a prime spot and support them.  Invite another person.  Keep building.

That’s is the challenge. That is the task!

Nile Crocodile
Image via Wikipedia

Overwhelmed by the threat of the ongoing recession?

In Africa, we have a lovely though terrifying expression.

When we up to our armpits in crocodiles, it’s hard to remember that our goal is to get to the other side

What do we do when we are surrounded by crocodiles?  Ignore them ~ they’ll have you for lunch.  Scream – a stress reliever that accomplishes nothing?

Read on!

Threat captures 100% of our attention

The threats of job loss, business failure,  mortgage default etc and boring etc have become very real.  For everyone.  These are the crocodiles.  They grab our attention and we can think of little else.  At best, we hope they will go away.

Well they won’t.  Like crocodiles, they have found us.  We didn’t find them!  They are not going away unless we make them!  And right now they are taking over our entire lives.

Reclaim your attention by labeling threats as threats (not goals)

The trouble with crocodiles, and recession-type threats,  is that they are so scary, we completely forget our goals, and indeed that we ever had any at all.

The mental trick to claiming back our attention and capacity to think straight,  is to label a threat as a threat.  Neutralizing a threat is not my objective.  Fighting crocodiles isn’t the goal (for most of us).  Getting to the other side is our goal.  We need only to neutralize the threat to getting to the other side ~ not neutralize the threat itself.

Go it?  This is how it works.  When we label a threat as an annoying distraction, we focus all our knowledge, knowhow and strength on sorting it out, and sorting it out quickly.  When a crocodile threatens us, we get over our initial panic and we poke  our fingers in the crocodile’s eyes .  The crocodile is neutralized sufficiently and get on our way to the other side!

Pick our battle ground and have the battle it promises

It’s still a battle, of course. We could lose. We will get hurt.  We are still frightened.  So it is heaps smarter not to play in crocodile infested waters in the first place!

If we am going to, and sometimes we have to, sometimes we find ourselves there by mistake, then we’d be very wise to keep a sharp look out for predators and to be ready to paddle into the deep water they don’t like.  The battle goes not to the swift or the strong, but ye who thought ahead and pays attention?

We must also be prepared to have a fight, win quickly, and not worry to much about it when it is over.   There is no point in ranting and raving about crocodiles when they are a part of the very life that we have chosen.

They are there.  Deal with them.  On their own terms, not in terms of some fantasy.

Deal with them as threats to be neutralized sufficiently to be on our way.

On our way!

Which is   .   .   .  which way?  We have been so busy fighting crocodiles that we have forgotten!

Do an elementary SWOT on the back of an envelope!

  • T = Threats.  You know those.  That’s all you’ve been thinking about lately.  The crocodiles that threaten to eat us up.
  • W= Weaknesses.  You know those. All the little things you’ve been angsting about.  All our worries about crocodiles are bigger than us!  The things that are out of our personal control.
  • S=Strengths.  You have a canoe and you know the crocodile hates deep water. You read books and it doesn’t!  What have you got going for you?  List every small thing at our disposal.
  • O=Opportunity  Where is the opportunity?  Have you forgotten?  Where is the opportunity in a crocodile infested river?  Look around and spot it.  Get there!  Now!

And poke out the crocodiles eyes.  You are bored with crocodiles now.  They are just at threat.  They are not our purpose.

Don’t forget your goal is to get to other side!

A long recession

This recession is going to go on for a long time.  Live your life anyway.  Get on with it!  Pay the recession as much attention as it needs just as you pay the crocodile as much attention it needs.  Then go on your way!

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Popular subject, this recession!

I love it when someone visits my blog and I love it even more when someone leaves a comment.  Sadly, though, on a blog, originally taglined beautiful work, I get more traffic about the role or HR and the recession than for topics like poetry.

So you want to know about HR and the recession?

These are my qualifications to talk on the subject:

1. I am a WORK psychologist.

I pay attention as much attention to the work we do, and the context that we do it in, as I do to the techniques of HR and the psychology of the work.

Here is an important point I have noticed:  Writers on HR are not exploring the recession itself. 

My observations are this:  this is not a recession.  It is not a depression either.  The financial system is too central to the economy and too large, with one quarter of our livelihoods in UK, for this to be regarded as a cold, or a serious bout of flu.  Indeed, I don’t think metaphors of illness or failure will take us far and it is best to think of a caterpillar becoming a butterfly: the one goes and another emerges.

Where will we be in five year’s time?  What industries will be surgent?  What will jobs look like?

I spoke to someone in Johannesburg today.  He had just been into Zimbabwe and I told him of the Forbes’ prediction that Africa will supplant China as the supplier of low cost labour in five years.  Look at Africa with that filter and notice the scenarios you now consider.  Look at the processes you now perceive to be the ones we should protect, cherish and nurture.

We are not in a position of more-or-less.  We are in a position of radical change.  We need, I think, to be discussing the nature of work in the UK and how work will change by the time we are out of this crisis.

2.  My second qualification is that I have lived through a serous recession before, sadly.

We go through phases in these situations much like the phases of bereavement.  We deny, we get angry, we barter, we accept.

At the moment, we are in the early phases, with many people believing that somehow this will all go away while a few others expressing a little anger – about fat cats, particularly.

Few of us are exploring our options in any depth.  And, even fewer of us are taking a leadership position in which we help other people understand what is happening and how they can work together towards a better future.

My experience of these situations is that the presence or absence of that leadership, workplace by workplace, will make a difference to the final outcome.  The last thing we need is to develop a pattern of each man for himself, women and children look after yourselves.

Leadership matters.  And leadership means believing in our followers, and showing it.

3.  I am a psychologist.

In any stressful situation, we are faced with the easy choice: be defensive and protect what’s ours.  Or, we can step up and be proactive and generative.  Which is often very hard.

Let’s take Obama’s inauguration as an example.

Obama’s inauguration will be one of the largest in history – people want to be there.  Obama is doing some predictable things.  He is looking for ways to include as many people as possible.  And he is capping donations at USD50K.  Both laudable.

This quotation struck my eye:

This inauguration is more than just a celebration of an election,” she said. “This is an event that can be used to inspire and galvanize the public to act. That is what we’re aiming for.”

To spend all that effort (and money) on a celebration of past successess is not enough – not now, not after such a campaign.   The collective party in Washington and across the country, if not the world. lays the foundation for the next round of effort.

Rahm Emmanuel, incoming White House Chief of Staff is quoted as saying:  Don’t let a good crisis go to waste.

Indeed, a good crisis allows us to think through what is important to us and how we will work together in the future.  I desperately want to read stories in the HR blogs on what we are doing together to meet the challenges of the future, together.

Before we launch into micro-actions of making people redundant or whatever else (there’s been lots of traffic on psychometric tests of all things), how do we want people to act?

What collection action are we hoping to inspirie and galvanize?  What is the good use to which we will put this crisis?

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Did you study economics?

I’ve never studied economics formally but I wish I had. Not because I think Economists get right.  Some of my best friends are economists (:) really!).  They are intelligent, thinking people.  But they rarely get anything right.

I wish I’d studied economics because I think it is important to understand economic statistics.   How can we function without knowing where the economy is going?   How can we make political choices if we don’t understand what is happening around us?

Thankfully contemporary visualizations help us understand economic data

I might be let off my need to improve my economic literacy by the accelerating trend to slurp numbers and arrange them so that more of us can understand them.

Here is a marvelous visualization of the US economy.

On almost every indicator, the US economy seems to have bottomed and turned.  It’s a  snappy little presentation allowing us to click quickly through ten indicators.   The data readjusts with a springy look which reminds us, I think, the short-term instability of economic data.

Before I saw this visualization, I hadn’t appreciated how well the American economy is doing.

I wish we have an equivalent presentation on UK economy.

Who is audacious enough to hope?

Do have a look.  I find myself not daring to hope that they are true.  I wonder how many more people want to wait a bit before they get their hopes up?

HRM in a fast moving world of the recovery

Earlier today, I posted my understanding of HRM and work psychology in today’s fast moving world.

In the previous post, I laid out the questions that employees or individual players ask, and the questions that project leaders or organizational representatives ask.

And what HRM has to do to pull together these questions in near-real-time so that the organization can move swiftly to negotiate and capture value before an opportunity evaporates.

HRM service for a fast moving world post-recession

One of the practical services that HRM is called upon to provide is a website and community forum that

  • Articulates the vision of a collected group of professionals
  • Provides a readwrite website that allows everyone to comment freely
  • Manages the technicalities and social features of the website
  • Is trusted by their past, present and future employees who are happy to add their visions

Moreover, it is probably necessary to launch a website like this simultaneously with major changes including

  • New appointments
  • Departures
  • New projects
  • New developments in other companies!

HRM skills in a world speeded up by social media

Do we have the facilitation, copy writing and technical skills to work at speed in the public gaze?

We do need to work publicly and fast in today’s world of social media.

An example of a social network diagram.
Image via Wikipedia

Back on February 6, when it was snowing, I made a list of 5 “recession speeds”.  In February, people were angry but not really doing anything constructive about restructuring their businesses.

  1. I am lucky. My business is OK.  People need us no matter what.
  2. This crisis is outrageous.  I take every opportunity to tell decision-makers.
  3. I have cut out all luxuries.  I’ll see this through by keeping my head down.
  4. I’ll wait and see.  I am optimistic that everything will work out all right.
  5. I am systematically reviewing my business looking for new opportunities and new alliances.

Mid-October, 8 months on, people are much clearer about how the recession will effect them.  At least, that uncertainty has resolved.

But few people seem to have any idea how to restructure.  They are just “hanging-in” or “working harder”.  The odd firm is booming but is not quite clear why!

Social networks affect on our attitude to the recession

In February, I also asked 3 questions about our social networks.

I want to ask these questions again because in the last 8 months, the media have publicized the network effects of happiness.  We all now know that we are more likely to be happy or sad, fat or slim, if our friends are.

And if our friends’ friends are -even if we don’t know them!

How much is your attitude to the recession affected by your friends?

  • Who are the 3 people on whom you most depend?
  • What is their recession speed?
  • How much does your recession speed help them, and how much does their recession speed help you?

I know I am positive because the business associates on whom I depend most are thriving.  Others are being resolute.  And I can avoid negative people with relative ease.

I’d love to know you situation and if these questions help you clarify any of your plans?

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Did that catch your attention?  I thought it would.

Executive pornography is not my phrase.  Shocker of all shockers, it is a Canadian phrase and a Canadian metal industry phrase at that.

As I reviewed my first day at Xoozya, I pondered the difficulty we have with a blank canvas.  When we can live a life we choose with no constraint, its quite disorienting.

Yes, without being told to start, I don’t have a ready idea where to start.  So I hit the internet and media – what else?

David Whyte

First, I listened to David Whyte‘s Midlife and the Great Unknown.  He didn’t disppoint.  He describes a time when he was working for a non-profit and ‘burnt out’ rather spectacularly, as we do.  Fortunately for him, he had a working partnership with fellow scholar, Brother David, who encouraged him to step-up into the role of a full-time poet.

David Whyte discusses this incidence with snippets of poetry and as ever one from the poet, Rainer Rilke.  Rilke talks about the importance of reaping the harvest of summer.  When it is time to reap, we must reap or not have the harvest to see us through the winter.

While this seems obvious, in reality, we are often unwilling to harvest the fruits of summer.  Sometimes we are unwilling to grasp with two hands what we want so badly, even though it is all around us.

We are even unwilling to give up burdensome occupations.  Do you remember dilly-dallying over finishing your thesis?  We often think we are procrastinating out of anxiety or fatigue, but after many years supervising students, I’ve come to believe the real reason delay writing up is that we are don’t know what our lives would be like without the thesis.  When the thesis is done, what will we do?  We are deeply scared by the unknowability of the future.

So, tick from David Whyte.  Yes, we find it hard to write our own job description.  But this fear is just a class of a common dilemma.  We catch ourselves betwixt-and-between.  Desperate for a new life, we focus on all the things that will not happen so that we don’t take the small steps well within our ability, hereby trapping ourselves in a past whose use-by-date has come and gone.

Wicked Questions

Then I googled Wicked Questions to get me to the Plexus Institute which is full of case studies, theory and technique for using complexity theory in consulting.

Within seconds, I was looking at the work of Ralph Stacey of the University of Hertfordshire.  He is well ahead of the curve on new organizations and from a quick scan I was remined of two heurisitcs.  The first is not to live in the future.  He talks about having plans that respond to the here-and-now. David Whyte makes the same point.  We often frame a plan so that activity will begin after something else has happened – fueling procrastination or living contingently, as Whyte calls it.  Otto Scharmer makes a similar point about ideas that emerging from current conditions.  Strategy needs to come from what is happening now and what is emerging from current conditions.

Another phrase also caught my eye: Strength grows from contact with the environment, not from existing strengths.

The key is to look at my interactions with people and interactions between other people to develop a sense of what is possible and where we are going.  I think my heuristic is to think of five genuinely curious and exploratory questions about  Xoozya and take those to work in the morning.

As I focused on this idea I read on.

Executive pornography

The Plexus Institute has many case studies on its site.  One is of a Canadian firm, Federal metals, who regarded typical ‘strategy-speak’ as obscene – as executive pornorgraphy.  They object to the language of setting goals, communicating intent, maneovuring the organization and if they heard the term today, in all probability, employee engagement.

The important heuristic I gleaned at this stop is that strategy is concerned with making sense of the past.  Strategy is doing what I am doing now. It is reflecting on the normal stressors of the first day at work in a new place.

So I have three tasks:

  1. Master the communication system
  2. Consider why I am at Xoozya in terms of my broader life’s purpose
  3. List the skills I find essential and the skills I must develop as I look ahead.

My emotional state is considerable panic induced by the breadth and depth of freedom I have to pursue goals I believe are important.

Bringing these ideas together

So how did I get to a place that is quite so nervewracking?

  • Well, I want to work in a place that respects emergence. Of course, as Ralph Stacey says, not everything is emergent. Some tasks are programmatic and simple. I want my computer to fire up when I switch it on, of course.
  • I bring to the situation a familiarity with management literature and to that I returned for structure. What an insight! I wonder what other people use for structure?
  • In my case I dipped into the corporate poetry of David Whyte and was reminded of the anxiety we feel when we are about to step into a life that is very important to us. I looked at the theory and was reminded of the work of Ralph Stacey of the University of Hertfordshire – which is just down the road from me. From this, I invented a good heuristic. What are five genuinely curious and exploratory questions I can ask about my interaction with the environment – probably within Xoozya or as a representative of Xoozya?

Strength grows from contact with the environment.  What the five questions you would ask about your contact with the enviroment?

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