Enlightened Conflict

obliviousness (or blind spots)

June 7th, 2017

reality-slapped-you-really-hard

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“One is often unconsciously surrounded by one’s own personal reality.”

 

Pawan Mishra

 

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“To be ignorant of one’s ignorance is the malady of the ignorant.”

 

—–

Amos Bronson Alcott

 

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“People who have had little self-reflection live life in a huge reality blind-spot.”

 

Bryant McGill

 

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Ok.

 

all have a blind spot obliviousWe all have blind spots about our self.

 

And I mean “we” as in everyone — 100% of us.

 

And they are almost painful to watch occurring in anyone – particularly in someone you like. With someone you don’t like? It still makes you sit back and think “what are my blind spots?”

 

Oh.

 

That sitting back thing.

 

Judging the events of the past we have a tendency to fall victim to what behavioral economists call “the hindsight bias.”

 

It is unhelpful because it implies that if we were just smarter in the present, we could see clearly enough into the future to avoid stupid mistakes. But that is rarely the case. The data available in the present are wildly contradictory, and many outcomes seem plausible.

 

Regardless.

We also have psychological blind spots – aspects of our personalities that are hidden from our view. These might be annoying habits like interrupting or bragging, or they might be deeper fears or desires that are too threatening to acknowledge. Although it’s generally not pleasant to confront these aspects of ourselves, doing so can be very useful when it comes to personal growth, and when it comes to improving our relationships with others – there is undoubtedly something we do that, unbeknownst to us, drives our significant others, roommates, friends, or coworkers a little crazy.

 

I thought about this mostly because of Donald J Trump. while I have never met the man he seems oblivious to reality – the world and himself.

 

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 reality problem

President Trump in a new AP interview boasted that he has delivered CBS its best ratings “since the World Trade Center came down.”

After being asked about his relationship with voters and lawmakers across the aisle, Trump pivoted to the high viewership numbers his national TV appearances bring in: “It’s interesting, I have, seem to get very high ratings… You know [Fox News Sunday host] Chris Wallace had 9.2 million people, it’s the highest in the history of the show. I have all the ratings for all those morning shows. When I go, they go double, triple. Chris Wallace, look back during the Army-Navy football game, I did his show that morning. It had 9.2 million people. It’s the highest they’ve ever had.”

He then bragged about his ratings on CBS’s Sunday show Face the Nation:

“[Host John] Dickerson had 5.2 million people. It’s the highest for Face the Nation or, as I call it, ‘Deface the Nation.’ It’s the highest for ‘Deface the Nation’ since the World Trade Center.

Since the World Trade Center came down. It’s a tremendous advantage.”

He then immediately transitioned to railing against “fake media”—save for Fox News—treating him “unfairly.”

 

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Whew.

 

Trump doesn’t seem to realize that his ratings get a big boost because people don’t want to miss it if he says something asinine or just plain stupid. He is oblivious to the fact that ratings are not an objective indicator of quality but rather indicative of interest <or entertainment>. And, as 99% of us know … interest does not necessarily equal “quality, trust or likeability.”

NASCAR wrecks drive ratings but they don’t convey a positive attribute.

Everyone in marketing, those who do it professionally, know the difference between attention & interest as well as why it is important to look at the relationship between positive approval, an negative approval, and the interest scores <and you are a fool if you do not look at those scores>.

 

Anyway.

 

I feel sorry for people who are oblivious to their blind spots.

 

And, yes, oblivious is different than ‘do not see.”

 

The difference between the two are in fact the ability to be aware, i.e., totally oblivious is to be not capable of awareness.

‘Do not see’ means you could be aware but you choose to not be aware <what you elect to focus or not focus on>.

 

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“The worst bullies you will ever encounter in your life are your own thoughts.”

 

—-

Bryant H. McGill

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stupid in the rain oblivious to ideas business

I imagine this raises the painful reflective question “are we even capable of seeing ourselves as who we really are”?

 

Yikes.

That’s a painful question.
Psychology has thought about this question a shitload and they use words like discrepancy between self-awareness <representing how we see and describe ourselves> and external perception <representing how others see and would describe us>.

 

This comes to Life in a way I believe 99% of us can relate to … times where someone perceived you totally differently than you perceived yourself “oh, I am not that way at all”>.

 

Or maybe think about it this way.

You meet someone and assess and create a perception and … well … it is totally different than the self-awareness of that person.

 

We all do this crap.
Psychologists have even designed a “window into your soul” called the Johari-Window. It is one way to illustrate the difference between self-awareness and external perception. It represents a graphic model illustrating conscious and unwitting personality– and behavioral characteristics developed by the U.S. social psychologists Joseph (Jo) and Harry (hari) Ingham. The Johari window looks like this:

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Johari window blind spot oblivious self awareness

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The “Arena“ represents that part of our personality and our behavior which we are fully aware of. The part of ourselves we display openly and without hesitation when in the company of others or how we would describe ourselves if asked.

 

 

The section “Façade” covers everything we hide from others because we believe that it should remain private. It includes secret wishes, for instance or thoughts we don’t feel like sharing. Understandably the extent of this area varies and depends on the company we happen to be keeping at the time. When we are with our partner or possibly our best friends it may be very small because we share more of ourselves with people we trust than with those with whom we may not be all that close. Regardless, with every person there is always something left over that is private and he/she alone knows about him/herself (and that is just fine!).

 

 

The area “Unknown” covers everything in our subconscious and therefore is not immediately accessible but still has a considerable impact on our thoughts and behavior: unconscious fears, repressed conflicts, traumata, urges, instincts and much more. According to Sigmund Freud this part covers 80 – 90% of everything determining our everyday behavior.

Even if we don’t want to go all that far, everyone knows that there are many situations when rational and conscious thinking and behavior play a very secondary role and that another part of us somehow takes over. The process of falling in love is an excellent example – or have you ever totally rationally and judiciously chosen your partner? We are unaware of our subconscious just as it is not obvious to others (well, the consequences sometimes are). We will never be able to get to the bottom of it ourselves, it would take considerable therapeutic reflections to come even close.

obvious oblivious

The last Quadrant, the “Blind Spot” is different. Although we can’t spot it on our own (just as we can’t see our face without a mirror), others can see it quite well and are able to tell us (acting as our mirror, so to speak). Even though we are not aware of it, the “Blind Spot” harbors habits, preferences, dislikes, prejudices and the like, all things that are clearly apparent to those with whom we deal. At best their reports will provide us with information about ourselves, in that way reducing our “Blind Spot” and therefore helping us to work on ourselves. If there is something in my “Blind Spot” I would like to change, others have to make me aware of it first. Alternatively others may discover competencies and skills in it of which I did not think to be capable.

 

 

 

In addition to this window if you google “oblivious” you will see there are gobs of psychological writings and ‘awareness offerings’ available if you ever want to professionally explore you blind spots.

 

Here is what I know.

 

We are all oblivious to some extent — some more than others.

 

Being oblivious to some extent can be dangerous.

 

Lack of self-awareness is never good.

 

I think 99% of us know we have some aggravating flaws & personal quirks … we are not oblivious to them instead we simply decide to overlook them as the ‘imperfections that make us who we are.’ At the same time … those same 99% of people do have blind spots — the shit they cannot see that others see.  That takes a little self work to get a grip on if we choose to accept this.

 

Oh.

 

sometimes your total obliviousness blows my mind

And then there are the 1% …those who are completely oblivious to what they do and how people see them.

Let’s call them the ones inflicted with is the malady of the ignorant <to be ignorant of one’s ignorance>. I am not sure they are redeemable.

I say that because to be completely oblivious either takes a shitload of work or you are just an arrogant egotist or you have some mental disorder that permits you to constantly live in some alternative universe in which you are the God.

 

I do my best to avoid the 1% and realize, as part of the 99%, I should do my best to improve my own sight of myself.

bad ideas never seem to die

June 6th, 2017

 

good idea bad idea fight time busines

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“If truth be told, the easy road is nothing more than an armchair in clever disguise. And if you look around, it seems that there are a whole lot of people in the furniture business.”

 

 

Craig D. Lounsbrough

 

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“Enter through the narrow gate. For wide is the gate and broad is the way that leads to destruction, and many enter through it.

But small is the gate and narrow the way that leads to life, and only a few find it.

Beware of false prophets. They come to you in sheep’s clothing, but inwardly they are ravenous wolves …”

 

————–

Berean Study Bible

 

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So.

 

I tend to believe most of us learn, fairly early in our careers, that bad ideas do bad idea light up good path battle businesnot die on their own. In fact … as you gain more experience you actually find that bad ideas can often be incredibly hard to kill –they may actually have more than nine lives.

 

At exactly the same time most of us also learn that good ideas rarely are seen as the greatest thing since sliced bread and embraced as a good idea as soon as they are presented.

 

Think about that for a second.

 

Bad ideas are incredibly hard to kill and good ideas can be incredibly hard to bring to life.

 

Well.

That’s pretty fucked up.

 

And, yet, despite learning this I still believe most of us are surprised when we find a bad idea still breathing and a good idea is breathing its last breath.

 

Shit.

 

Even I forget this lesson despite having seen some of the most bad ideas in the world live despite my best efforts and some of the goodest of ideas die despite my best efforts.

that is a terribe bad idea speak out business ideas

And I seem to keep forgetting it despite the fact the world is filled with some incredibly absurdly bad factually incomprehensible, or defensible, ideas.

 

Forgetting this idea is dangerous.

 

It creates a Life & business world strewn with bad ideas which can quite easily lead to a complacency that bad ideas will exist no matter what we do … or worse … complacency when faced with a bad idea because we believe it is fruitless to fight it.

 

I will not spend a lot of time on complacency but suffice it to say it is a sneaky little bastard especially when it comes to bad ideas.

But the bigger issue is that, for several reasons, we tend to let our guard down when faced with a bad idea.

 

The difference between a really bad idea and a ‘shrug your shoulders a little’ bad idea can often be indiscernible.

 

We have a bad habit of dismissing bad in its initial stages as just “bad.” This lets run or diea hardier & sturdier bad idea off the hook. It is quite possible most of us just hope it smothers itself in its badness and just goes away but more often than not … it does not. And, yet, time and time again we make an initial assessment of “bad, maybe & good” and mostly dismiss ‘bad’ and move on.

 

I could suggest that not all bad ideas are created equal but it is probably better advice to simply treat all bad ideas as equally bad. Don’t waste your time discerning the difference; just assume a bad idea will be a motherfucker to kill.

 

 

Bad ideas have an innate knack to normalize their being.

 

Once you let a bad idea off the hook when it is initially introduced it has a nasty habit of slipping into the general conversation as “possibility.”

In other words … because it didn’t die before it could draw its first breath it somehow becomes normalized as some viable breathing idea.bad idea there is such a thing

 

Yeah. Normalizing is a word that is being tossed round a lot lately.

 

As a corollary that all bad ideas can look quite similar <bad ideas> we have a tendency to simply normalize them <as ideas that may not be as good as some other ideas>. Bad is a fucking big bucket to normalize as simply “another idea to consider.”

 

It gets worse at that point.

 

“Outsider” ideas take on some personality that almost adds viability even though it is still a bad fucking idea.

It’s like all bad ideas wear black and blend into any crowd … and almost become cool by doing so. Yeah. Just ponder that for a second. How many bad ideas get a label of “cool idea” … but it’s actually a bad idea. Once a bad idea falls into the “cool thing to consider” category it becomes an aggravating difficult challenge for the actual good idea.

 

Anyway.

A moment back to complacency.

 

Complacent is a squooshy word and concept.

 

I tried googling complacency with bad ideas and got only 514000 results. Uhm. But looking within the top 8 results … the office, west point, teen life, politics, religion and a general one … there were none with regard to bad ideas.

 

This suggests complacency strikes everyone at different times in our lives.

But in no place could I find anyone discussing how complacent in our thinking that everyone can see a bad idea as a bad idea and therefore we can relax <become complacent> because … well … bad ideas just get thrown away because they are bad.

 

Complacency is squooshy.

 

Let’s face it.

 

No one wants to invest energy chasing after some bad idea to be sure it is dead.

Sure. The most experienced of us absolutely circle back after the original bad idea has been killed to make sure it is really dead. But we don’t circle around it and hover over it to see if it is really dead … we just check in on it.

 

Basically … we have better things to do than stick around to smother the sonuvabitch to be sure it is dead. But, in the harsh spotlight of truth, this is plain & simple complacency.

 

I have been burned by bad ideas so many times I have come to sometimes think of bad ideas as tsunamis. They begin as a small shaking of the earth miles down under the surface of the ocean … completely unseen. In this metaphor you may have actually been in the frickin’ meeting where it was declared  bad idea and even been there when it got discarded … but you just were not aware of the work bad idea panda angryearth moving way way down under your feet.

 

From there the bad idea can gain some incredible momentum only to build into some huge wave which can wash over even the strongest criticism at a later date <let alone drown a shitload of good ideas>. Suffice it to say … it can drive you crazy.

 

I think we have all been in this situation at work.

 

Once a bad idea has some momentum they are next to impossible to kill.

 

I sometimes believe this is because <a> some people pretend a second rate idea is first rate and <b> a shitload of people cannot see the difference between a second rate idea and a first rate.

 

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“What’s terrible is to pretend that second-rate is first-rate.”

Doris Lessing,

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But I actually believe it is because we give bad ideas a free pass. What I mean by that is we take a good idea and start running the ‘idea to implementation’ gauntlet defending it and selling it and sharing it all with the end goal in mind. All the while, as we focus on the good, we don’t notice <or maybe it is just a nagging aggravation along the way> that the bad idea is also in the ‘idea to implementation’ gauntlet … but getting a free ride because it isn’t really being sold … it just keeps appearing along the way as “the alternative idea to the good one.”

 

While you were focused on good and paying attention to something else the bad idea has gained “a voice” … it can be a person or it can simple be some “myth” associated with it. And when that happens you can find yourself hearing about a bad idea in some hallway from someone who really knows nothing about it … and they speak of its myth in some positive way.

Suffice it to say the moment that happens … you are fucked. The bad idea is not only alive and breathing … it is healthy <in almost mythical proportions>.

 

Ok.

So rather than bitch about bad ideas let me make a suggestion to everyone.

 

Life, and business, is one big mosh pit of shit. The shit is made up of stuff to do, responsibilities, everyday commitments and responsibilities … as well as ideas. This mosh pit is a big dark gloomy cloud of stuff swirling around.

 

Now.

 

The ideas shit is a little different. What I mean by that is 99% of ideas do not just happen <good and bad ones> like most of the other stuff in the mosh pit.

good bad idea battle for path business

 

Ideas need some ‘oomph’ to get thru the mosh pit. They need to navigate a narrow winding path through the big mosh pit of shit from the moment they are introduced to the moment in which it reaches a point where the idea shifts to some action.

As noted earlier … in most cases … the path usually has two ideas jostling each other along this path … a good idea and a bad idea.

 

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“Our minds are a battle ground between good and bad ideas; we are whatever side wins the battle”

 

Bangambiki Habyarimana

 

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I imagine my real point is that bad ideas do not die simply because they are bad.

 

You cannot be silent, you cannot ignore them, you cannot be complacent and you cannot simply champion the good idea. You actually have to fight bad ideas.

It may be aggravating to do so.

It may take more energy than you want fight like hell hughto.

It may even get a little absurd in how often you feel like you have put a knife through its heart and you still find it alive and kicking not long after.

 

But if you want good ideas to win you have to accept the burden of the fight. And this fight has a number of rounds and takes place over an extended period of time.

 

Here is what I know about fighting bad ideas. I now assume they never die … they simply end up in second place to a good idea that competed better.

 

That last sentence may be one of the best pieces of advice I have ever given to the business world.

 

 

 

confusing America First and Economics First

June 1st, 2017

normalizing america bad behavior values phoenix

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“America is great because she is good.

If America ceases to be good, America will cease to be great.”

 

Alexis de Tocqueville

 

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“We Americans are a do-it-yourself people.

We are an impatient people.

 

Instead of teaching someone else to do a job, we like to do it ourselves. And this trait has been carried over into our foreign policy.

 

Nixon from his Silent Majority speech

 

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So.

 

It is a little difficult to unpack everything happening with regard to “America First” and what it means for America short term and long term.

 

trump embarrassed point leader bullyI have a lot to suggest on this topic but because there is so much let me offer some overarching ways of viewing it all. I would also like to note that I am purposefully using Trump as a reference point and not Republican or Trump administration because I believe we would be incredibly shortsighted to not believe that his personal views on how the world exists <in his mind> do drive his behavior and the decisions being made:

 

  • How Trump views the leadership concept of dragging up versus dragging down

 

  • How Trump views rules & regulations

 

  • How Trump views I versus team

 

  • How Trump views uncertainty

 

  • How Trump views life only through a dollars & cents lens <driving an economics first, and only, view>

 

All of these views drive America First … all of which <I would suggest> actually encourage an America Alone strategy. In addition … to a larger extent … all actually encourage an “every man for himself” attitude <kind of an extremely perverse version of traditional conservative ideology>.

 

Dragging up versus dragging down

 

As of this writing I have no clue whether America will stay in the Paris Climate agreement but I will use it as an example of how Trump views America leadership and leadership in general <because it applies to almost everything he is doing>.

 

Leaders understand that to lead you need to ‘drag up’ behavior. This comes at shift up or downan expense in that you are demanded to do more things and act a little ‘better’ without any real compensation.

Yes. This makes Life harder for the leader and mostly offers no additional compensation for the extra effort. You do it because it … well … leads behaviors and attitudes.

 

For example, part of the Paris agreement was that United State had higher standards. This certainly places a burden on American companies. It also translates into an innovation push to meet those standards. And, ultimately, because we lead in innovation the rest of the world will eventually buy our innovations. This leadership also encourages other countries to ‘play up’ as close to United States as possible. Our ‘compensation’ for our better behavior may not be apparent short term but bears the fruits long term <and it is what leaders do>

 

Conversely, if United States drops out, the overall leadership standard drops and, as any organizational study will tell you, the overall tide of standards will sink lower as things get dragged downwards.

This is, simplistically, why leaders have higher standards in business. It drags the organization up … and not down.

 

Trump does not understand this. Nor does he believe in this. I feel comfortable saying this because if he doesn’t understand how his current behavior drags down … well … everything it is indicative he doesn’t understand dragging up.

 

 

Rules & regulations

 

I took a big gulp as I found a list of regulations the Trump administration has obey ruleseliminated while we were watching the general incompetence <by the way … I am not suggesting eliminating things is any less incompetent because even on that Trump seems to follow an “if it exists it should not exist” strategy and not “a thoughtful consideration of its impact” type decision> of Trump leadership.

 

Think of it is this way. Trump believes if there had been no rules & regulations he would be the wealthiest man in the world. He has never found a rule or regulation he has ever liked. He also believes that if he thinks that everyone should think that. I have written about capitalism a zillion times and I have argued that unfettered capitalism simply brings out the worst in people and increases inequality. Rules & regulations, done well, tend to herd behavior <and everyone makes money>.

 

Trump doesn’t think rules apply to him so why wouldn’t we expect him to eliminate rules so he doesn’t even have to pretend he plays by the rules.

 

I versus team

 

Trump has never been part of a team nor does he have any desire to be a team leader. How this translates into his decision attitude is that the global interconnectedness is irrelevant to him. No. He actually thinks it is a negative.

We are not a global team seeking to win but rather it is ‘every man for himself.’ Unfortunately this attitude also cascades down into domestic policy.

 

And because I used the Paris Climate deal earlier to make a point on something else I will do so again here. One would think it would be remarkable that someone who has not appointed someone to run the White House Office of Science and Technology <a person who traditionally serves as the President’s chief science officer> or has the majority of posts on the President’s Council of Advisers on Science and Technology <a group of civilian science and tech leaders who advise the president> unfilled would feel qualified to make this Paris decision.  However, if you do not value a team effort and believe “I” is all that matters then the qualified support doesn’t really matter and, in fact, could negatively affect “the I.”

That is what he is doing with … well … everything. “I” is all that matters … ‘fuck office-politics-navigator-sledgehammer-business-jerks-speechthat team thing.’

 

All that said. Everything Trump does and supports gives the finger to anything that could be construed as a team effort. It is “I” in the world. “I” as a country. “I” as a business and … well … “I alone” is the mantra.

 

That said, “it has always been about me and just me” bleeds into everything Trump believes and does.

 

Uncertainty

 

Suffice it to say Trump views uncertainty as a positive <with regard to everything> therefore he is willing to commit to no long term plans or vision and , at the same time, spin the wheel of the ship to wrench it in some direction yet to be identified. It also seems to me that wrenching the entire system 180degrees creates what I offered up as the biggest flaw in Trump’s way of doing business — uncertainty.

 

He does this because he thrives on the belief America will ultimately benefit from uncertainty. He believes that America will swoop in now that is it is free from the shackles of the ‘old order’ <way of doing things, deals, regulations, etc> and dominate what … well … we plans-plus-certainty-fail-uncertaintyalready dominated.

 

The country that has spent decades constructing an international construct based on free trade, multilateral cooperation, a global alliance network, and the promotion of democratic values has now chosen as its leader a man who detests any structure supporting any & all of those things. He wants a demolition derby hoping his car is the winner.

 

This is a bad idea. Very bad. And, once again, while I am disappointed in Trump I am even more disappointed a business man <the secretary of state> thinks this way because it ignores business 101.  Well. It ignores business 101 depending on whether you think America is special, exceptional in some way or that part of what makes America distinct in the world is not the bigness of our economy but rather the bigness of our idea.

 

That said, Trump doesn’t believe in big ideas he only believes in big money. Oh. If you have no ideas the only way to make money is to take advantage of uncertainty. The problem is that America is built on an idea & ideals and not money and while we may <if we are really lucky> benefit economically we will do so at the sacrifice of our ideas, ideals and leadership in this uncertain world Trump desires to play his dangerous game in.

 

Leaders don’t act with uncertainty as their compass they use certainty to lead. Of course, Trump wouldn’t know how to lead even if given an instruction manual with lots of pictures.

 

The dollars & cents lens <economics first>

 

I am not a diplomat or some foreign policy expert but I admit that I took a big gulp the other day when I saw secretary of state suggest that America should american global comercial ineterstmake economic and security needs above American ‘values.’ It seems to be that everything will be decided on an exchange of money and not on an exchange of ideas <where value is a combination of economics and values>. Yes. This means that everything and everyone will be viewed through a dollars & cents lens — if you have money, let’s talk.

 

US foreign policy, Tillerson said, is guided by fundamental values, but he cautioned: “If we condition too heavily that others must adopt this value that we’ve come to over a long history of our own, it really creates obstacles to our ability to advance our national security interests, our economic interests.”

 

Well.

 

This seems horribly misguided.

It seems to me while USA is in the ‘doing & making & selling shit” business we are also in the “doing & making & selling shit with values” business.

It seems to me that USA should not really be in the “partnerships of convenience” business where we can conveniently set aside our values & ideals but rather we are in the “partnership with ideals” business where we are delighted to do business with you but you are gonna have to accept the fact we are gonna showcase freedom, democracy and what we believe people deserve.

 

But, that’s me, because to Trump everything is marginalized excepting economics <money>.

 

Let’s be clear … our values don’t get in the way of our economic interests. To believe that is to not believe in ‘value’ <in which premium price relies on some value equation above a dollar is a dollar>.

 

Anyway. Dollars & cents seems quite short sighted. As Gen. George Marshall, Army Chief of Staff, commented in 1945, Washington could no longer pursue a narrow conception of national interest or limit its strategic horizons to the Western Hemisphere: “We are now concerned with the peace of the entire world.”

 

To me, the pursuit of “America First” can often be accomplished best by protecting and defending the rights of others which actually includes economic relationships.

 

On that note I dug up a speech made on December 20, 1951 by Dean Acheson which laid out a view of American foreign policy very different from Tillerson’s:

 

——————–

The greatest asset we have in all the world—even greater than our material america one heartbeatpower—is the American idea. No one needs to tell an American audience all the things that this holds for us. It is so much a part of our everyday lives that we do not stop to define it, or to put it into packages for export. But throughout the world, wherever people are oppressed, wherever people dream of freedom and opportunity, they feel the inspiration of the American idea.

 

What we are trying to do, in our foreign policy, is to make possible a world in which our own people, and all people who have the same determination, can work in their own way toward a better life, without having to bear the yoke of tyranny.

—————-

 

Look.

 

I have always known the Trump administration would be putting economy, money, above all and I did outline some concerns I had about attacking a foreign policy based on transactional relationships in some past pieces … but it now has become a reality … it is commerce over conscience.

 

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“Life doesn’t get easier or more forgiving, we get stronger and more resilient.

Steve Maraboli,

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I think this is a little crazy to think this way as a country. Money is the currency of survival in today’s world and offers an ongoing temptation for “well, just a little bit more would be nice.”

I would be naive to not understand that while 90% of us know money isn’t everything … that same 90% knows money is something. I mentioned it that way because it becomes easy to think money as a ‘this or that’ thought, everything or nothing, and, yet, in this case it is not everything but is certainly still something.

 

That said … Money is 100% everything to Trump and I think Trump yielding the high ground to simply gain some perceived temporary ‘economic advantage’ is simply wrong and will come back to haunt us.

 

To be clear … Trump wouldn’t recognize the high ground if it smacked him in the face.

 

hope light at end of tunnelIn the end.

 

Whew.

 

“The U.S. is, for now, out of the world order business.” <Robert Kagan>.

After more than 70 years, American internationalism was pronounced politically dead.

 

What is really stunning, and upsetting, to people like me is that now the United States is going backwards. It is simply beyond me that we are steering ourselves toward antiquated systems and antiquated thinking rather than moving forward to leading in innovations and ideas. I can only feel a sinking feeling in my stomach as the rest of the world understands what Trump, and his administration, apparently does not … that the United States is about to give away the markets, the technology, the innovation, the jobs and … the leadership. The unifying thread through Trump’s agenda appears to be an attempt to resurrect an earlier antiquated world which marginalizes future considerations and maximizes short term considerations culminating in a stunningly self-destructive United States act of diplomatic and economic isolation.

 

We have faced other crisis in our history and have become stronger by rejecting the easy way out and taking the right way in meeting our challenges. Our greatness as a nation has been our capacity to do what had to be done when we knew our direction and path was right.

 

There is a price to pay if America concludes we are now indifferent to freedoms globally as well as global issues and sit on the sidelines willing to watch it diminished under the guise of “we will not lecture or suggest we know better than you” <which, frankly, is about as un-American as you can get because we DO know better — freedom of thought, religion, speech, etc is better & good> in combination with suggesting “but we will talk with you of you have some money to give us.”

 

I would note that Pew surveys show United States becoming less and less popular and while popularity is not the best measuring stick I could suggest <in looking at the information> that the decline is a reflection of our growing indifference to democratic values and increasing interest in economic values.

 

The world see United States under Donald J Trump assuming a transactional based relationship with the world and not a democratic based relationship with the world.

 

Sigh.

 

There is a price to pay for such positions.

 

Here is what I believe.normalizing america bad behavior values phoenix

 

Trump’s attempt to reverse the shift toward the future is not sustainable. Going backwards never is. And while his quasi-insane onslaught against any rule & regulation under his belief that rules & regulations were the only thing that kept him from being the wealthiest man in the world he is actually going to be a horrible temporary “aberration” in the world’s long march toward the future.

 

I also believe this aberration will come at a terrible cost to America. We may become first but first to the bottom looking up at those who chose to lead the way forward not lead the way backwards.

 

Trump is a profoundly mediocre man with a profoundly dangerous idea of how to make America First.

 

I personally don’t believe Trump has ever known what America First meant … it was simply a slogan to him. It would behoove him to think about this: If America ceases to be good, America will cease to be great <Alexis de Tocqueville>. An Economics First strategy sacrifices “the good” which inevitably means America will cease to be great.

For that, I will never forgive Trump. Ever.

 

If you’re stationary, you’ll die

May 31st, 2017

 

=========

“Stagnation is self-abdication.”

 

Ryan Talbot

 

=============

stand still but moving 3

 

“The moment we stand still, we begin to decay.”

 

Erich Fromm

 

==============

 

If you’re stationary, you’ll die.”

 

—-

Gen. Mark Milley, current Army Chief of Staff

 

================

 

 

Ok.

 

I tend to believe any reasonable business person recognizes that stagnancy leads to inevitable death <although at the same time many reasonable normalizing behavior light matches flame fire dangerbusiness people also have an unhealthy relationship with tried & true systems & processes, mitigate risk taking to such an extreme level that change almost seems indiscernible and views any change as something that needs to be analyzed from every view imaginable before undertaking it>.

 

I thought about that the other day when I scanned a fantastic article on WarontheRocks discussing the army strategy of the future.

 

Within it was a phrase that caught my eye – “disciplined disobedience.”

 

It first and foremost reminded me that businesses can view stagnancy in a variety of ways in their attempt to “not change what works” while seeking “change what needs to be changed” <ll of which simply means “something within your business is not dynamic and there are scraps of stagnancy slowing you down>.

 

It secondly reminded me that back in august 2010 I wrote something called ‘discontinuity for successful company continuity’  in which I shared an organizational idea called “controlled autonomy” <others may call it a version of a self organized organization or a decentralized organization or a variety of ‘decentralized-like employee empowered’ terms> … and suggested that was the organization of the future.

 

—————————-

 

 

A continuous discontinuous organization?

Controlled autonomy.

Controlled in that there is a vision, a focus and a functional understanding of what is it we do well.

Autonomy in that outside the ‘control developers’ people can do different shit.

Controlled autonomy is certainly an organizational shift from the past.

But even IBM has looked at this concept.

A past IBM research report suggests that the best analogies for businesses in the future may no longer be the command structures of the military but the self-organizing networks found in nature: schools of fish, flocks of birds and swarms of insects.bee fly still

Well.

I don’t know about the birds & bees thing but I do understand they are suggesting some decentralization (or autonomy at the employee level).

The struggle with this is that this agility I am discussing is a process where the leadership is not omnipotent.

And further struggle continues with autonomy (and the ensuing agility) as there will be enablers and blockers within the organization therefore the leadership must factor in internal organization limitations (and possibilities) when judging the best plan of action.

What that really means is that no matter how you slice it … organizations are ‘tense anxiety-driven’ structures.

Employees typically oppose new ideas because they perceive they are unworkable (and sometimes they are if the ivory tower doesn’t have their shit together) and bad for profits (or it appears to on the ground people they aren’t making as much money).

And yet we also know that employees always have a large stake in the future success of any organization. Some hesitancy is due to fear or laziness but it can also be due to good judgment.

This is where autonomy comes into play.

It’s not just about diverse views in planning (which obviously highlights opportunities and obstacles) but also some permission of diversity in on the ground decision making.

And autonomy in an organization helps address the truth that is there is a difference between ‘intended’ strategy at the corporate level and ‘realized’ strategy on the business level, i.e., what management wishes to occur, and what is in fact carried out.

That is also the dynamic portion of businesses that permits change to meet changing markets.

Sounds awful difficult to control? (or manage) Sure it is.

But that is why a leader should be paid the big bucks.

———————-

 

 

Uhm.

 

I still believe that.

 

At the most simplistic level any business faces two basic demands — it must execute its current activities to survive today’s challenges and adapt those activities to survive tomorrow’s.

This means executing and adapting at exactly the same time.

 

This also means, within your business, there is a constant competition for outcome results beeresources, money & time in order to meet executional demands and adaptation opportunities <therein lies a significant portion of the ‘tense-anxiety’ dynamic of a dynamic organization.

 

I am not making this up.

Peters and Waterman <In Search of Excellence> argued that organizations must simultaneously be “tight” in executing and “loose” in adapting.

 

I believe they also pointed out that very few do both well.

 

I have had many discussions with many businesses trying to convince them that an organization can be very good at both executing an adapting and how to be good at both.

 

It seems that many business leaders sometimes forget that the organization can sometimes forget they can actually be an organization from an aligned ‘doing’ perspective <because we put such an emphasis n vision and strategy>.

 

What I mean is that most good businesses have naturally incorporated a sense of autonomy and over time the organizational alignment aspects fade into a subconscious background space and individual departments and groups coalesce around the autonomous aspects <it gives them a sense of pride, empowerment & self-actualization as part of the whole>.

 

Everyone should note that while this is an incredibly powerful engine in a company it can become challenging with employee turnover <because there has to be some plan to assimilate new people into a subconsciously acting organization>.

 

Look.

 

I believe, and vocally espouse, great alignment in an organization more often than not is actually “purposeful fragmentation.” This is the type of alignment which permits the parts of the organization <departments, divisions, etc.> to maintain some autonomy yet always be grounded in what is ultimately important to the organization.

 

Sure.

 

I do believe there are things you want an organization to do fairly commonly and certainly can do if you ask the organization to swing into action. And I do believe it is imperative to get these things down and established as ‘rote behavior’ in the midst of an organizational shift/transformation.

 

But organizations have a nasty habit of falling back on less-than-autonomy type leadership and thinking. This nasty habit occurs as we gain experience because our ‘rules & guidelines’ hierarchies fill up based on a larger collection of specific experiences and more feedback on what has and hasn’t worked.order chaos consistent hugh

 

Someone articulated the outcome of this as “our mental models grow into complex structures of categories, interlinked rules, and weightings. We become less likely to perceive experiences as totally new and instead try to relate them to previous ones, which we group into existing categories. As mental models become more complex over time, major rearrangements become more difficult.”

 

Basically, as an organization’s size and complexity increase its degrees of freedom & autonomy decrease. and while I just made a sweeping generalization I would point out something that Scott Page, University of Michigan, who studied why some organizations are complex and hierarchical while others are simple and flat concluded — organizations evolve in response to the problems they have to solve.

 

All of this leads me back to what the Army Chief of Staff said in the warontherocks article. Two thoughts for any business person who embraces the uncomfortable truth that stagnancy is the path to irrelevant death:

 

  • If you’re stationary, you’ll die.”

 

Consolidated bases and logistics hubs will be untenable, presenting lucrative targets for an enemy with precision firepower. He noted we must “untether

SONY DSC

SONY DSC

ourselves from this umbilical cord of logistics and supply that American forces have enjoyed for a very lengthy period of time.” Army units will have to move, set up, move, and move again — “maybe every two, three, four hours just to survive.” Fixed sites of any kind will be lethal magnets for destruction by enemies who will have a rich diet of targeting information — especially since smart phones will be even more ubiquitous. As he bluntly stated, “If you’re stationary, you’ll die.”

 

 

  • Disobey Orders — Smartly

 

He called this …  “disciplined disobedience.” I believe this idea was floated by a past Army Chief of Staff back in the 1970’s but called “selective disobedience.” This suggests that disobeying orders can be justified to achieve the larger purpose of the mission.

 

[A] subordinate needs to understand that they have the freedom and they are empowered to disobey a specific order, a specified task, in order to accomplish a purpose. Now, that takes a lot of judgment … it can’t just be willy-nilly disobedience. This has got to be disciplined disobedience to achieve the higher purpose.

 

Milley added:

“disobedience, when done, must be done with trust and integrity, and you must be morally and ethically correct.”

 

A business competitive field has always been one of chaos and unpredictability <although we have always tried to communicate it as more static in SWOT analysis and crap like that>.

 

And if you accept it is more chaotic and unpredictable it will become easier to understand why far too many organizations frequently lack reliable communications up and down the chain of command.

 

As the Army recognizes, and businesses more often should, junior leaders may have to independently make quick decisions upon which battles may be decided and which may have strategic consequences.reason why unreasonble

 

In a controlled autonomy the leaders must become more comfortable with some ambiguity and accepting the fact that employees closer to the point of action/decision will be making unsupervised decisions to achieve the organization’s, and leader’s, intent.

 

Simplistically, as the Army suggests is mission command — empowering leaders with the “why” of their task, but leaving the “how” to their imagination.

 

Well.

 

Suffice it to say … while people like me love that thought & concept most business leaders are scared shitless of it.

 

Frankly, most senior leaders <centralists by management nature> who seek to implement some autonomous aspects don’t set out to deceive anybody. In their heads they know that high degrees of involvement, participation, and autonomy are key elements in high organization performance. But in their hearts, they still crave orderliness, predictability, and control.

 

They get trapped in the wretched in-between because a central “plan” cannot dictate and bring order to a haphazard, chaotic, unpredictable, and rapidly changing business world – no matter how much we wish it would.

 

And. It gets more difficult.

 

With a continuing stress on “bottom line” or making margins as high as possible leaders fall into the financial analysis trap which encourages anything but autonomy.

Financial analysis can clearly show that consolidating and centralizing support services and functions saves money and increases efficiency <in huge PowerPoint graph slides in the conference room> therefore suggesting autonomy is less than efficient.

 

What doesn’t show up in these analysis are two things:

 

<1> consolidating & centralizing is most effective & efficient in servicing a static

imagination rules napoleon

<2> the inherent alienation, helplessness, and lack of ability to connect with real time customer & market needs or organizational purpose that centralized bureaucracy often brings

 

I could argue for controlled autonomy for years. And I could begin with the simplest thought that efficiencies may save gobs of money but the processes to do so can be cost you the intangible people energy and passion engine within the organization <and then add in at least 5 additional powerful reasons you, as a business leader, need to suck it up and embrace some ambiguity>.

 

But now I will argue for controlled autonomy by using the Army as an example and start using disciplined disobedience” every chance I get.

 

 

 

 

the false comparison trap

May 30th, 2017

compare-iridescent-person-colorful-special

================

 

“As with events, so it is with thoughts. When I watch that flowing river pours for a season its streams into me, I see that I am a pensioner; not a cause, but a surprised spectator of this ethereal water.”

 

—–

Ralph Waldo Emerson

 

=============

 

“The sphinx must solve her own riddle.

If the whole of history is in one man, it is all explained from individual experience.”

 

——

Ralph Waldo Emerson

 

===============

 

“Comparisons are a shit way of evaluating things.”

 

—-

Bruce McTague

 

===========

 

So.

 

life explained tat awkward moment birth deathWe LOVE using the past to try and explain shit. Past people, past events, past words and past … well … everything.

When we are faced with something new, or someone new, we immediately start sifting through the scrap heap of the past to start creating some semblance of a jig saw puzzle to explain what we are facing.

 

There are a number of problems with doing this.

 

The biggest is that scraps are scraps. Oh. And the scraps used to reside in a completely different context <which is impossible to recreate>.

 

And, yet, we continue to try.

The problem is that in doing so we elect to not judge the present on the merits of the present. We decline to judge a person as they are, the circumstances as they are and the decisions on the merits of what it is. We do this with everyone and everything … how money is spent, decisions we need to make, new people we have met and even leaders. We do it all partially well intended <we want to make sure we make a fair assessment of hat we are seeing & hearing> and partially because simply examining something and stating “this is good” or “this is bad” <or acceptable or unacceptable> seems … well … flimsy.

 

Comparisons tend to make things look more solid.  And, yet, we tend to absolutely suck at creating the proper comparisons.

 

And, that happens for a variety of reasons – also some well-intended and some not so well intended.

 

I will start with the well intended.

 

As Emerson once wrote: “our being is descending into us from know not whence.” And we struggle with that truth. It makes us uncomfortable … uhm … no … REALLY uncomfortable.

If we don’t know where things descend from then we begin to spend an inordinate amount of time trying to find comparisons to do so. this all comes at the expense of judging what is, the beings and such, on the merits of what exists. And this is where the shit hits the fan. We either dip into our own memories or a slew of people start telling us what memories to take a look at <the latter is part of the not so well intended>.

 

Well.

 

Here is an unfortunate fact … our memories, which is how we tend to judge and create mental comparisons, are constructive and reconstructive

 

============

 

“Many people believe that memory works like a recording device.

pico memory key thumb drive

…….. our memory chip ……..

You just record the information, then you call it up and play it back when you want to answer questions or identify images. But decades of work in psychology has shown that this just isn’t true.

Our memories are constructive.

They’re reconstructive.

Memory works a little bit more like a Wikipedia page: You can go in there and change it, but so can other people. “

 

Elizabeth Loftus

 

==============

 

“You can ask the universe for all the signs you want, but ultimately, we see what we want to see when we’re ready to see it.”

 

——

(via 1112pm)

 

================

 

We desperately want to define things through comparison and continuously ask the universe for signs to show us what we want.

 

We desperately do so because in the absence of some comparison we would then have to judge what is on the merits of what exists — the good, the bad and the indifferent .

 

That doesn’t mean a shitload of people around you aren’t gonna try and affect how you will build your comparisons and encourage you to compare in some fairly creative <sometimes absurd> ways.

 

What do I mean?

 

I go back to the psychologist Ebbinghaus who studied memory construction <his published essay Über das Gedächtness in 1885> where he realized that memory and recall of continuous passages of prose or verse would be affected differentially by people’s experiences and prior knowledge.

Memory is a snare, pure and simple; it alters, it subtly rearranges the past to fit the present.

 

Mario Vargas Llosa

 

 

What that actually means is that the memory you tap into to create the my-worst-enemy-is-my-memory-projectcomparisons you seek are slightly mangled by yourself <in how you remember it> and can be manipulated by devious not so well intended people around you.

 

The Constructive and reconstructive nature of memory:

 

  • Memories are distributed; not unitary

 

  • “remembering” involves retrieving and reassembling

 

  • memories can be revised over time

 

  • Reconstruction is filling in “missing details” on the basis of logic, assumptions, what “must have been the case”

 

  • More common reasons for forgetting: Lack appropriate retrieval cue = something you attach to a memory, can use to recover it>

 

  • Reliable retrieval cues are key to access <and multiple retrieval cues are best>

 

  • Existence of older memories blocks access to newer ones

 

Ah.

If only we could pull out our brain and use only our own eyes.

But, not surprisingly, this is the exact same issue new ideas, “white space” theories, fresh thinking, true <not made up> disruptive people & things face.

 

All tat said. I will point out that something doesn’t have to be truly new to face false comparison challenges … it can simply be a new person in an existing role or a common problem or question just in a different time.

 

Suffice it to say anything new, or any change, is being asked to be defined by the past. And there will never be a lack of people stepping up and suggesting they can define something through a variety of comparisons <many of which you spend more time trying to fend off than is worth the time>.

explain with rational mind

This is a mistake. This is a fundamental error we make. It assumes what is can somehow be extrapolated by something by what was <the past>. In reality, as I have noted numerous times, I cannot exactly extrapolate the past because I cannot exactly replicate the past … which means <in harsh terms> there is nothing there and nothing from nothing is … uhm … nothing.

Yeah.

Most comparisons end up meaning nothing <although they look like something>.

Yeah.

This means most comparisons we create are just plain and simple false comparisons.

 

Without trying to be flippant with regard to what I believe is a fairly standard operating procedure for people … we need to stop. Stop false comparisons.

It is a trap.

And a dangerous trap.

 

Comparisons normalize that which should not be normalized … just as comparisons can de-normalize that which should be normalized.

False comparisons wielded by the devious can construct almost any “normal” you could desire <even if it is hollow & not really normal>.

 

Anyway.

 

In today’s world there does seem like there is a lot of crazy shit happening. And in our desire to veer away from the “crazy shit” feeling we seek some comparisons to normalize the situation <thereby calming the ‘crazy shit feeling>.

 

Just a couple of notes of warning on that.

 

<a> Finding comparisons, if done well, you can actually be convinced there really isn’t crazy shit happening even though there is truly some crazy shit easter crazy kidshappening.

 

As a corollary to <a>,

 

<b> if there is truly some crazy shit happening there will be no shortage of people ponying up false comparisons trying to convince you that there is no crazy shit happening <and some of them will be quite effective>.

 

The only reason I point out the warning is that there really is some crazy shit happening and we need to stop finding comparisons to make today, and some people, look a little less crazy than it really is.

 

There you go.

 

I will end where I began … “Comparisons are a shit way of evaluating things <and people>.”

We should invest the energy judging what is, people, ideas and things, based on their present merits not some false comparisons from the past.

 

the science, and the lost art, of ROI

May 24th, 2017

choices-path-shopping-direction-decisions

==============

 

“… businesses want answers right away and many times high statistical reliability is not worth the cost it takes to achieve it.

 

Insights that point decision-makers to go “left” or “right” is innately good enough. Leaders are oftentimes not willing to pay for “turn left at a 30 degree angle” or “turn right at an 115 degree angle” because it may cost too much money and takes far too long to obtain those precise next steps through drawn-out methodologies.”

 

—–

Kuhn

 

==================

 

“Every great advance in science has issued from a new audacity of imagination.”

 

=

John Dewey

 

==============

 

“Perfect numbers like perfect men are very rare.”

 

—–

Rene Descartes

 

============

 

Well.

 

fire water contradiction ideas thinkThis is about how ROI gets abused in decision making and I am writing about that because the Trump administration issued their “national budget proposal” <which I fully acknowledge is simple a guideline of the administration’s desires> and immediately started ponying up all their “we made cuts where there was no evidence of appropriate results” justifications.

 

Some of those justifications are terrifying.

Some of their choices are terrifying.

 

As for the budget plan?  As one writer put it … “the math is terrifying.”

 

Cutting Medicaid would be devastating for all low-income Americans, but particularly for women and mothers: 45 percent of childbirths in the U.S. were funded by Medicaid in 2010, according to data from the Center on Budget and Policy Priorities.

Trump’s budget also cuts funding for after-school programs for children and support for domestic violence victims.

 

I am going to let other people tear apart the incredibly short sighted Trump budget plan <which, yes, has scraps of good ideas> and I will focus on the criteria it appears they focused on <excepting the parental leave initiative which was like placing a half-eaten M&M on top of a turd> — budget by ROI.

 

Budgeting by ROI.

 

Whew.

 

 

This provides me with another excuse to blast my generation of business leaders and how their misguided thinking has screwed up not only how business is conducted, in general, but how we think about business. Specifically about ROI … these hollow men hollowed out business of any of the ‘art’ and color which is associated with thriving businesses which contribute to society & cultural norms leaving at an empty husk of dollars & cents and black & white ROI decisions.

 

Look.

 

roi einstein

I am all for analysis and love quantitatively judging tactics and initiatives. But I also understand that <1>  numbers often do not always tell the entire story and <2> we far too often judge ROI on one specific outcome without assessing some value on some ‘ripple effect’ outcomes.

 

But, first, the numbers and ROI.

 

I wrote back in February that numbers have lost their mojo  … yeah … well … I still believe that … just in a different context.

 

In this case we are dealing with a generation of business people who have completely bastardized the use of numbers – stripping them of anything but the false veneer of what they call “simplistic stark truth.”

Now. ‘Simplistic stark truth’ sounds good … and it sounds really good in the business world.

 

And, yet, in this starkness there is found falseness. The falseness can be found in its lack of imagination, its lack of depth and its lack of seeing anything but ‘what can be measured.’

 

This stupid view of numbers wreaks havoc when viewing ROI analysis.

 

Now … back on November 13th 2016 I wrote about the Trump administration as the last stand of the old white men  <the business generation I continuously skewer> and discussed hollowness. And while I outlined a number of ‘hollow’ things which can be blamed on this generation in that piece I neglected to point one out — the hollowing of ROI.

 

————–

 

ROI.

 

ROI <return on investment> is a fabulous tool. It offers us every day unimaginative pragmatic schmucks an almost heuristic way to judge some fairly complex and complicated things in business.

 

But old white men hollowed ROI of anything intangible and along the way scraped away some of the most meaningful things associated with investment in their desire for simplistic “this led to that.” Certainly some investments have linear outcomes and results. But not all. And these hollow men in their black & white pursuit of profit, efficiency and outcomes became color blind.  Old white men started looking at people as equal to numbers & dollars and not organic organisms of less than linear productivity <in terms of Life actualization as well as business actualization>. These hollow men fell in love with numbers and began diminishing the value of humanity.

 

That is Trump in a nutshell.

 

—————-

.......... hollow men making hollow decisions ......

………. hollow men making hollow decisions ……

Well.

 

I could argue this all happened because ROI analysis permitted a shortcut for business people — a thinking & decision making shortcut.

It permitted, and encouraged, an entire generation to not have to really think but rather fallback on “that’s what the analysis said.”

 

That is plain and simple lazy fucking business … not smart solid business.

 

I will not argue that a good ROI analysis can offer a quick spontaneous glimpse of truth viable snapshot … in fact … it was Ralph Waldo Emerson who stated that the growth of intellect is spontaneous.

 

Of course, he hadn’t been bludgeoned with measurement, ROI and data driven decisions.

 

Of course, he was also on the one who stated … what is the hardest task in the world? To think. And. We are all wise. The difference between create destroy pencilpersons is not in wisdom but in art.

 

And that is where Trump and his merry band of old white men doing this whole budget thing are most aggravating.

 

It is not that they cannot envision the art of decision making but rather they purposefully abstain from the art of decision making <and focus solely on ROI>.

 

It is not that they are incapable of holding two conflicting ideas at the same time but rather they purposefully choose to ignore one idea or thought for the one most supported by the science of ROI.

 

 

It is not that they are oblivious to the qualitative nature & benefits of budgetary decision but rather they avoid the more difficult defense of the qualitative to utilize the more easy, and lazy, rationale of the quantitative.

 

I don’t blame them specifically <although it is their budget blueprint> but it is the unfortunate legacy of that entire generation to do those things.

 

All that said.

 

While ROI seems a straightforward way to analyze … ROI, when evaluated properly, can be devilishly tricky … but when done well it can inform some great insightful decisions and ideas.

 

ROI, when evaluated properly, can be devilishly painful … like having the devil screaming at you type painful … and even when done well tends to dull <not sharpen> the good ideas.

 

==============

 

The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function.

 

—-

F. Scott Fitzgerald

==============

 

But ROI, measurement … practical rewards & output … that is what we ‘do’ these days.

This seem o be our “how we conduct business handbook” these days.

philosophical-discovering-gravity

We seem to have forgotten the value of unsought discovery and the value of … well … the benefit of the benefit <I spent money which created ‘x’ outcome … which enabled this other ‘x’ outcome>.

 

We seem to have culturally decided consciously to … “inevitably we will show a failure of imagination.”

 

What do I mean ? Let me use a quote from Le Carre’s Tinker Tailor Soldier Spy:

 

 

 

“…in the hands of politicians grand designs achieve nothing but new forms of the old misery…”

 

 

 

In our failure of imagination in our analysis of existing programs and initiatives we come up with grand designs begetting new forms of old misery. But what makes today and this budget worse? These are supposed to be fucking business people and not politicians in place making these ‘grand designs’ <isn’t that what some people voted for with Trump?>.

 

I admit.

 

I am wary of how ‘we the people’ will move forward with regard to budgeting tough-choices-shopping-decisions-lifeand programs and policies and deciding what we should do to better America..

 

I am wary because I see little moving forward, no ‘trying to do what it takes to get there’ other than bludgeoning people with simplistic harsh solutions and no imagination to overcome the cries of ‘why waste money on something like this!”

 

I am wary because I see men of a generation who bastardized ROI analysis applying their own bastardized version of ROI thinking to people’s lives <under the guise of “applying it to people’s money/taxes” — no, they are not the same>.

 

I am a business guy.

 

I cannot envision running a business, or a government, without solid measurement, ROI & budgeting rigor.

 

But I also know from running a business with hundreds of employees that the greatness of an organization does not reside solely in some number … or some ROI analysis.

 

==========

 

“The true greatness of a nation is not measured by the vastness of its territory, or by the multitude of its people, or by the profusion of its exports and imports; but by the extent to which it has contributed to the life and thought and progress of the world.

 

===============

 

I tend to believe most of us every day schmucks recognize that ROI is part of doing business and insuring our hard earned money/taxes is used effectively.

But I also believe that most of us every day schmucks also realize that some things just cannot be measured solely by numbers.

 

 

I worry that this Trump administration is reflective of the lost art of ROI family choices tough decisions aheadanalysis and the value of discovery

 

In their love of money as ‘winning’ they have lost sight of the value of seeking what is beyond the horizon. They have devalued imagination to such a point that they most likely define imagination as measurable in an ROI analysis. In other words they take ideas and thoughts, even ones with no history, and embrace them not by saying “what if” and “what could be” but rather by grinding it through some veg-o-matic ROI machine to assess its true value.

 

And that, my friends, is how they came up with their “blueprint for a national budget.”

 

And that, my friends, is how they plan on running this country and making their decisions.

 

And that, my friends, is not how America does business … because it shows a failure of imagination and it is imagination, not ROI analysis, which drives real change and progress.

 

—————–

 

“Imagination has brought mankind through the dark ages to its present state of civilization.

Imagination led Columbus to discover America. Imagination led Franklin to discover electricity. Imagination has given us the steam engine, the telephone, the talking-machine, and the automobile, for these things had to be dreamed of before they became realities.

 

So I believe that dreams–daydreams, you know, with your eyes wide open and your brain machinery whizzing–are likely to lead to the betterment of the world.

 

The imaginative child will become the imaginative man or woman most apt to invent, and therefore to foster, civilization.”

=

 

Baum

—————————

 

 

Enlightened Conflict