Enlightened Conflict

learned versus learning

June 19th, 2013

“Human history becomes more and more a race between education and catastrophe.” – H. G. Wellslearning and tragedy

 

So.

This is about truth, learning, unlearning … and contradictions.

First. I have always believed the moment you own a contradiction is the moment you capture an emotional and intellectual awareness.

Second. I am not sure I have always applied that thinking to Truth.

That said.

This is about letting go and holding on.

Letting go and holding on to … well … Truth.

<so I imagine this is about learning & unlearning>

And I imagine this is about the catastrophe called truth <these days>.

Because if there has ever been a time when conventional wisdom, aka ‘truth’ was challenged more … I cannot identify that time.

Regardless.

Truth is a contradiction <in a way>.

The dilemma always is if you explain truth … some people stop and debate <the edges of it> and some people start moving <simply accepting it as it is>.

And then if you tell people less than the whole truth? They will typically unerringly <and maddeningly> take action on the only path remaining … in the space that resides in the ‘less than.’

Regardless.

Truth implies some ongoing ignorance … because it is sometimes a moving target.

And understanding you have ignorance suggests you are ready to let go of something you have learned … and yet you will almost always want to hold on to your knowledge. Let me suggest one thing … Ignorance is relentless <whether you want to face it or not>.

What forces you to face the relentlessness of ignorance?

Typically it takes a catastrophe.

A catastrophe like something you have learned as unequivocal, or known as “truth”, has become equivocal, debatable and maybe even not a Truth anymore.

Now. Once facing the catastrophe … you should seek, and embrace, the contradiction.

Because owning this contradiction is powerful.

And because a real contradiction actually represents a real Truth in a way.

Because …

- truth is rarely simple.

- truth is often ambiguous.

 

I imagine an additional contradiction would be that … in its ambiguity … Truth is never frail.

In fact … it is the strongest, least frail, most powerful weapon of all.

But this ambiguity is difficult to accept. Me? I know better than to disbelieve what I find difficult to accept. But it is difficult.

It asks a lot for someone to think this way.

And in that thinking it has come to me that the idea of an irrevocable truth <always something I struggle with as the idea of an absolute, irrefutable truth> is perhaps not smart … well … maybe just not useful.

I do know that sometimes I worry that the idea behind most of my truths is nothing more than a story I’ve told myself so often that I can’t imagine anything but that idea … that story embedded in me <and we all like a good story don’t we?>.

The story, told and retold and retold again, embeds itself in the lore of the mind.

In the end I am simply calling my story ‘the truth.’

 

I think this is one of the foundational thinking platforms in Life.

 

It’s not unusual for my story truths despite having been told a zillion times mentally to become untrue. Sometimes it is unraveled thread by thread slowly.

Sometimes in the blink of an eye.

 

All it can take is for someone to say something … perfectly articulated … and the core of the truth … once unshakeable in its storied strength … becomes shaken.

The threads of the truth becomes frayed … sometimes even snipped clean … revealing thoughts <and some truth> unseen until then.

 

Sometimes I don’t even need anyone to watch Truth unravel.

Sometimes I read something and a small voice <of wisdom I imagine> begins weaving a new story in my mind.

Luckily.

I am not alone.

Smarter people than I … scientists, geologists, archeologists, physicists, astronomers … well … everyone who knows something about something … are all discovering that the world isn’t exactly as they learned when they were learning that something they are renowned for … or even imagined but a generation ago … and in some cases things they ‘knew’ even a year ago.

We are finding that the past is not written in ink but rather pencil … in fact … reality <in some ways> is the same.

 

It seems like everything in the world can shift shapes & colors.

 

It seems like in an instant a new version of some Truth in, and of, the world can arise.

 

It makes me wonder if there is such a thing as “the truth” … or an unequivocal Truth … if something can be unraveled or undone so quickly.

Despite the fact I have always wanted truth to be some kind of eternal reality … in the end … truth is often ambiguous.

And therefore I am forced to constantly learn … or unlearn … or I am faced with a world that no longer exists <meaning that I am doing and thinking relatively meaningless irrelevant things>.

 

learning hoffer world no longer exists“In times of change, learners inherit the Earth while the learned find themselves beautifully equipped to deal with a world that no longer exists.” – Eric Hoffer

 

Now.

All that I have said, and suggested, is relevant to the everyday person living in everyday life. Heck. Everyday life <parenting, friendly debate at the bar, etc.” is difficult with regard to Truth and its ambiguity.

But lets take  minute and talk business.

It would behoove today’s business world to think about this … and not just think about this as a ‘whole new world’ apocalyptic burn everything and start anew  idea but rather taking what is known and ‘unknow it’ <unravel it and reweave>.

The leader who stops learning … or maybe better said … the one who believes he/she is learned on how things should be done … are only then equipped to deal with a world that no longer exists.

This is a big thought.

And while it seems like common sense … the business world is strewn with antiquated thinking leaders.

And certainly strewn with antiquated organizational management leaders.

Oh sure.

They may say some of the right things. and they may go through the motions <i.e., set up a digital department or send people to social media conferences or trying anything that is buzzworthy at the moment> but at the end of the day they continue doing the same things … or worse … applying all their learned antiquated thinking as judges on all the new aspects they have invested to put in place.

 

And then they wonder why their world and culture is dysfunctional and good people leave and … in general … productivity isn’t as good as it could be … and should be.

 

They have stopped learning.learning yoda_unlearning

Or maybe they have stopped unlearning.

But they certainly do not know Truth as it exists in the moment.

 

Sure <once again> their lips move with the right words but what actually comes out is the same ole same ole.

I fully understand that challenging truth is difficult.

And therein lays the contradiction.

We love truth but maybe not trust truth <anymore>.

Ok.

Maybe we do trust Truth but rather we get distracted by the more philosophical truths when the on the ground truths are there and available to any and all willing to learn <and unlearn>.

 

“The big questions became increasingly irrelevant and felt more like a distraction. I was more interested in ground truth―the stuff you need to know on location in your life in order to navigate the twists and turns of daily human existence.” - Jim Palmer, Notes From (over) The Edge

 

Here is the funny thing in today’s world.

And, actually, it may be the same as it ever was … but just more so now than before.

 

As truth becomes more identifiably ambiguous the older people <business leaders in particular> are holding on to what they know, or think they know, harder and tighter than ever before.

 

As truth becomes more identifiably ambiguous the younger people <especially in businesses> are letting go of old truths <some would call it unlearning> faster and smarter than ever before.

 

So maybe trust is being placed in a different arena now … maybe we should trust learning & unlearning more than ever.

Maybe we should embrace the restless minds and the quest for Truth.

truth was realityAnd maybe if we do so … we will learn to trust Truth once again.

Part of trust is in the constant challenge … challenging conventional wisdom in search of Truth.

Because in the end … Truth is good.

And restless constant unlearning is the path to Truth.

And truth can become reality once more.

waiting versus the battle (and managing moments)

June 13th, 2013

Soldier: This is the worst part. The calm before the battle.waiting momenst become-nothing

 

Fry: And then the battle is not so bad?

 

Soldier: Oh, right. I forgot about the battle

-          from a Futurama episode

 

So.

I chuckled when I read this.

And I am guilty of saying something similar <the calm before the battle part>.

 

One of my favorite quotes comes from a midshipman’s diary entry on Collingwood’s flagship before the battle of Trafalgar:

“… we await glory in silence. Oh, let the din of battle begin.”

 

Waiting can suck.

It can be uncomfortable.

It can be tense.

It can actually drive you a little crazy.

Oh.

Yeah.

Then there is the battle.

Oops.

Talk about being uncomfortable & tense.

 

I imagine I could suggest something wise here like ‘doing is better than not doing’ or even ‘Life is nothing without action’ … but I will not.

 

Instead I will say <after sagely pondering this philosophical question>

 

Parts are parts & pieces are pieces.

 

<that is my sage thought … sorry>

 

Aw.

Let me explain.

Prior to any actual moment … the moment you are within is simply a prelude to what is to come as well as past the actual moment is simply another moment that has arrived in its own time.

Say what?

The worst part is the calm before the battle.

The worst part is the battle itself.

The worst part is the aftermath of the battle.

But.

The best parts are also found within each of those moments.

 

Each moment is the best of times … and the worst of times.

 

Well.

At least you can find pieces and parts of both within every moment.

 

Best or worst?

Glass half full or half empty?

Optimist of pessimist?

 

Aw. Who cares?

All I can really suggest is that we can see the best and the worst of what lies within each of us in every moment associated with a battle … whether that ‘battle’ be within everyday life or a business situation or an athletic event or even a real battle.

Within those moments we are challenged to be the best we can be.

Our lives are often defined by these moments.

Ok.

Maybe not our lives but certainly our character.wait until i am no longer afraid

Character as in how we are seen … by others … and most importantly … by the person we see in the mirror.

I imagine my real point here <beyond using a silly but insightful Futurama quote> is that character can be defined in parts & pieces of moments not always by big things <or an entire moment>.

We each have our little demons that cannot wait to diminish our character.

They lurk in the parts & pieces of the moments.

Is it within the waiting?

Is it within the battle?

Is it within how we manage after the battle?

They exist everywhere & nowhere. And in that same everywhere & nowhere our character awaits.

Character manages to deal with the parts & pieces of moments … the moments which contain both the best of times & the worst of time … and … well … all these parts & pieces define our character.

Every moment is a battle in itself. There is always a waiting before as well as the battle itself. They all overlap. We may hate it … but it is simply the worst … and best … and it is Life.

blandiloquence

June 11th, 2013

blandifiquence wordOk.

The word ‘blandiloquence.’

Blandiloquence comes from a Latin word meaning “smooth-talking” or “flattering.”

blandiloquent (blan-DEL-uh-kwent) – adj., mild and smooth-talking, honey-tongued, flattering, ingratiating.

 

Also comes with an obsolete noun form, blandiloquence, meaning flattery. The word is borrowed from Latin where it meant smooth talk.

Interestingly … bland’s roots <latin> coincide with concepts like ‘melt’ and ‘mild.’

 

Anyway.

The word does throw you off a bit. It’s a contradiction … even a type of an oxymoron.

 

Bland + eloquence.

 

“Bland” … without strong features.

“Iloquence” , from which you get eloquence, which means “persuasive … powerful discourse.”

So maybe it suggests a person without strong features … but with some persuasiveness?blandifiquence saying nothing

 

For example.

Chichikov, a character in one of Gogol’s books, is a lower-echelon civil servant with a corrupt past who specializes in what Gogol calls “blandiloquence” or elaborately empty compliments.

 

And that example leads me to why I decided to write about this <beyond the fact I learned a new word>.

 

There are not many things I dislike more than empty words.

You know what I mean by empty words … these are words that are ingratiating empty of any feeling or deep truth <or even simply a thought>. They are so light and empty of anything that they just seem to float along the top of meaningless drivel.

Now.

 

This doesn’t always translate into ‘less is more.’ This simply about words that are empty.

Because truthfully the amount of words rarely matters if what is used … is used well.

 

As for words not used well? Even one matters … in that even one is too many.

As for empty words? Nothing from nothing is still nothing … use few … use many … does not matter … it still, aggravatingly, equals nothing.

Ok.

The one thing I dislike more than empty words?

 

The empty person who uses them.

The blandiloquent few.

 

Maybe I should just call them the bland people using eloquently empty words.

The blandiloquent are vacuous shells, masquerading as people, who victimize us with words vacant of any thought.

You can recognize these people.

 

First. They are bland.

Without strong features.

Colorless with no depth.

Physically they swim hither and yon wherever the tide may take them. You have no idea what they stand for or what they believe in … they have never had an original thought in their life … and they seemingly have gobs of friends … but no real friends.

 

Second. They are eloquent.

Persuasive and with powerful discourse.

They know the words but don’t know the value of the words. In their eloquent flattery they find solace in a belief it is self-effacing … while others see it as it is … a cheap blanket of words to warm the hearts of all they perceive as powerful … pandering to the powerful weak … pissing off the true with power.

 

Advertising great David Ogilvy once said this:

“Our business is infested with idiots who try to impress by using pretentious jargon.”

 

These idiots … the blandiloquent … stalk the hallways of every business, not just the advertising business <sorry Mr. Ogilvy … it has spread far far beyond your own domain> everyday spreading their cheap honey to anyone who deigns to stop and accept it.

bland magic in the headShame on anyone who accepts this cheap gift.

And shame on those who waste words as if they were a dime a dozen.

And … worst of all … shame on anyone who empties words to a point where they become hollow when used.

Words should have weight … gravitas … color … depth.

People who understand this embrace the burden of words.

 

Blandiloquence.

A beautifully horrible word.

And a word we should all take note of.

Also.

We should take note of the fact this fabulous word is teetering on the brink of extinction … the Oxford English Dictionary has retained the noun, blandiloquence, and an adjectival cousin, blandiloquous but it resides on a seat overlooking all that which is often overlooked.

Harsh uncompromising truth.

In today’s politically correct world a word like blandiloquence is too harsh a truth to recognize … let alone speak out loud.

Baloney.

Save the word because the harsh truth behind it should not be lost.

 

the ‘Secret’ ain’t really a secret

March 9th, 2013

Forewarning. If you like The Secret … and live by The Secret … it will be no secret at the end of this rant that I do not believe the secret is a secret at all. So read on at your own peril.

<from the author of The Secret>secret good enough

“To create the life of your dreams, the time has come for you to love You. Focus on Your joy. Do all the things that make You feel good. Love You, inside and out. Everything will change in your life, when you change the inside of you. Allow the Universe to give you every good thing you deserve, by being a magnet to them all. To be a magnet for every single thing you deserve, you must be a magnet of love.” ― Rhonda Byrne

 

<not from the Secret>

“Success or failure depends more upon attitude than upon capacity successful men act as though they have accomplished or are enjoying something. Soon it becomes a reality. Act, look, feel successful, conduct yourself accordingly, and you will be amazed at the positive results.”William James

 

Oh boy.

I am going to discuss <rant about> The Secret by Rhonda Byrne.

secret happiness chase lifeIt really isn’t anything more than a reformulation of William James or even Norman Vincent Peale’s ‘The Power of Positive Thinking.’

Bottom line. The book to me? Tripe. Useless drivel.

Look.

If you want to do something good … well … go ahead and do it.

If you need a self-motivation “I am happy and love life” speech to yourself in the morning … then do it.

But.

Suggesting simply choosing happiness leads to success, well, that is flawed logic. And the whole “magnet for good”? … oh my. We could only all wish it were so easy.

Now.

While I can’t buy this tripe I do love the idea.

But.

C’mon. If it was really this easy wouldn’t we all have everything we truly wanted? <because that’s all we would think about … and I actually guess all of us have actually wanted to do only the things we want to do … and the things that would make us happy>.

Anyway.

The challenge with challenging a book like this is that it actually leverages from a simple Life premise … … that our thoughts <and ultimately – actions> are usually a reflection of our beliefs and attitudes. And if we want to change our reality then we have to change these beliefs and attitudes that shape our thoughts.

But it becomes easier to challenge when it actually suggests that there is a scientific premise <which is actually a made up premise> … that the ‘Universal Law of Attraction’ is a Law in which if you focus on something enough <I assume this is unhappiness as well as happiness> it is not only drawn to you but actually expands.

This made up law says ‘The Law of Attraction states that you will attract to yourself those experiences that match your beliefs: These beliefs then create your EXPERIENCE of reality. So focus on what you DO want, rather than on what you don’t want.’

Therefore <scientifically> you will not only get what you want … but you also get to live a Life only doing what makes you happy.

<insert a sarcastic “yeah … right” here>

First. There is no Law of Attraction. Not even a postulate or a theorem. Just a made up law <maybe that is it’s secret?>.

Second. You do not always get what you want. Anything. Experiences included. But I can reverse the logic and guarantee all the things you actually do, and like to do, you actually wanted to do. Reality looked at backwards will always appear closer in the “I wanted to do” mirror. And as for ‘attraction’? What a bunch of bullhockey.

The Secret is a power of intention/power of positive thinking a get what you want formula <also like Tony Robbin>.

Here is the deal.

It will “work” for some based on mathematical probability alone <if enough people think “hard” enough to ‘attract’ whatever they are seeking to attract … a few will>.

And, of course, these few are the ones quoted in the book.

I wish it was actually that simple.

The Secret neglects to inform you, but suffice it to say, it is not “attraction” but rather this is more about discipline and focus and effort.

But.

If the happiness ‘secret’ keeps your eye on your own proverbial ball … then do it.

But to suggest it is a science let alone a law with proof <because you can de-isolate specific incidents and make the argument that they are exceptions to the rule> really does make the Secret untenable if not simply a criticism of our intelligence.

It is certainly sneaky. It uses smart quotes <albeit out of context> and the book takes advantage of the fact we all ask ourselves these questions <all of us do, or have done, at some point>. Things like:

Do you ever wonder how other people do it?

How do some people find the courage to follow their dreams?

What makes happy successful people different <or what is their commonality>?

Well. Sorry. The truth is there is nothing special about the majority of them.

secret create happinessThe difference between a person who has an idea and a person who acts on that idea is one step … albeit a big step.

That step often comes down to knowing you are not alone and finding the courage within yourself. Dreaming big certainly encourages you to take that first step.

And to succeed, or find happiness, you do have to be willing to take at least some step. After that? Well. You gotta work hard. I <or anyone> can envision anything … but it ain’t just gonna be given to me.

Whenever I see a quote like “Every day when I wake up I realize I have a choice. I can be happy or unhappy. So what do I do? I’m not dumb. I choose to be happy” I kind of want to puke. Having a positive attitude, or making the best of the situation, is always good … but Life is meant to be a roller coaster ride <even if you hate roller coasters> and there will be highs & lows. You slug it out with the lows and enjoy the highs. No secret.

Now. I certainly do believe in committing to ‘show up’ in Life every day … but this quote? What a bunch of crap <or tripe>.

So.

I had drafted a brilliant <in my eyes> diatribe on how books like The Secret are worse for humanity than even the most misguided government but I found someone who did it for me <and even more smartly than I was going to do it>.

I apologize that I cannot provide the author because when I cut & pasted I neglected to capture that information but suffice it to say I need to credit someone other than me for these well crafted words:

I think a book like this, which makes some really big claims, should, roughly, do the following:

1) Present it’s premise clearly

2) Since it’s a self-help book explain clearly what you need to do

3) Provide compelling evidence that it’s ideas work

4) Be credible.

The book does a decent job of explaining its premise, which is that everything in your life is the result of the law of attraction.

I quote, “the law of attraction says like attracts like, so when you think a thought, you are also attracting like thoughts to you.” In other words, think good thoughts and good things will come to you and if you think bad thoughts then bad things come to you.

I’ve simplified this a bit but not a whole lot as the concept isn’t rocket science.

Now, does this book explain clearly what you need to do? Actually, for a self-help book it does a very poor job of this. How do you control your thoughts? What kinds of practices and thinking produce the best results? The author and contributors basically tell you a bunch of stories about how “so and so did something and you can too by changing your thinking”.

And that’s it for the “how to” part of the book. There isn’t any.

Now, if I wanted to prove something worked from a scientific perspective it would seem to be easy to test this stuff out. You take two groups of people, teach one the secret, let the other go on with their lives and see what happens. In theory those that know the Secret would be happier and more successful than the control group. It might not be perfect but it’d be a whole lot better than what we get in this book. But, of course, you’d have to have an actual methodology to test.secret ask believe

 

Instead the authors cite numerous anecdotes of how the Secret worked. One person’s cancer went away. Another individual walks after a brutal accident. Still another finds romance. That’s all fine and perhaps it’s evidence but it’s not proof. How many people who were injured like the “Miracle Man” never walked again despite the best attitude and trying the approach perfectly?

The problem with anecdotes is that it’s easy to start with a result, work backward and assume the conclusion.

It’s also very easy with anecdotes to only present the ones that make your case and ignore those that don’t (when someone dies of cancer while practicing the secret for instance). It’s just not good enough to use anecdotes for large claims like those made in this book.

The following quote struck a nerve.

“People hold that for awhile, and they’re really a champion at it. They say, `I’m fired up, I saw this program and I’m going to change my life.’ And yet the results aren’t showing. Beneath the surface it’s just about ready to break through but the person will look just at the surface results and say, `This stuff doesn’t work.’ And you know what? The universe says, “your wish is my command.”

I thought it was interesting that the universe instantly manifest failure but isn’t quite so fast with success. In fact, a cynical individual might conclude that what they are really saying is, “when this program works it’s because the secret always works, but, on the off chance it doesn’t work, well, that’s your fault.” An even more cynical person might think, “gosh, I wonder what would help a person who failed? Maybe, a seminar with Bob Proctor would be just the thing to get them over the top?”

Lastly, is the Secret credible? On the one hand, I think a lot can be said for the idea that if you change your thinking you’d change your life.

In many ways that seems obvious to me.

On the other hand, if the secret actually was true, especially at the scope claimed by the book it would mean that everything that’s happened is the result of your thinking. So, when a child dies of pneumonia, well, it’s because they brought pneumonia into their lives. Michael J. Fox, not only did you bring Parkinson’s into your life but change your thinking and it will go away. Obviously these things aren’t true and they obliterate, in my opinion, any credibility in the book.

Not only does the book go too far but most (I’d argue nearly all) of the contributors aren’t credible. On a topic of this scope: the ability to 100% change your life and the world in an incredible fashion, does anyone really think you couldn’t find psychologists, top flight scientists, therapists and thousands of mainstream individuals to support it, if it worked? Wouldn’t there be tons of research instead of anecdotes? Instead we get a Feng Shui Master, a chiropractor, motivational speakers (err trainers), a metaphysicist, etc. combined with a half dozen anecdotal stories. So the most powerful like changing idea ever and you get it from the crew in this book presented in this fashion? I don’t think so!

 the secret big in life-is-that-there-is-no

If this idea really worked, at anything other than giving material to self-help speakers and generating repeat students, it just wouldn’t be found here. The book wouldn’t even have to be written because we’d all already know it and be practicing it. Remember, this is not a new idea, it’s been around for a very long time, and it’s been the topic of literally thousands of seminars and hundreds of books.

Catchy review title? Thought so. Robert Cialdini, renowned psychology researcher and author of Influence: The Power of Persuasion (perhaps the best book ever written on the subject) identifies six basic rules employed by politicians, advertisers and scam artists alike to persuade others. Each of them are employed quite adeptly by Rhonda Byrne in this book.

Cialdini’s first principle is SCARCITY; people want what’s expensive, exclusive, or otherwise attainable. Byrne’s mastery of this principle is clearly shown by the very name of the book: The Secret. We all learned this the first week of kindergarten as we felt the jealousy of watching two classmates, hands cupped over ears, sharing a secret out of earshot.

This message is reinforced throughout the book and its advertising campaign which pitches “The Secret” (whatever it actually is) as jealousy-guarded information hoarded by the happy, wealthy and successful. Whenever someone tries convincing you of something, whether it’s a way to make enormous sums of money, to lose weight, etc – be wary of when it’s pitched as “the knowledge THEY don’t want you to have.” Think about it – everything from the “secrets that Wall Street doesn’t want you to know” to “uncovered – celebrities’ secrets to staying young” are phrased not simply to pique your interest but to make you jealous. Appeals to our emotion are far more powerful than appeals to reason, and Byrne demonstrates mastery of this principle throughout “The Secret.”

Cialdini’s second principle is LIKING. We like those who like us, and in turn, we do business with them. Positive thinking and emotional intelligence has been linked to strong interpersonal relationships, academic and professional success, and good health, but there is a fine line when positive thinking crosses over to unjustified exuberance. Instead of simply noting the substantial benefits of positive thinking (a well-accepted principle which wouldn’t sell books), Byrne crosses the line so blatantly that anyone with a modicum of modesty would find it blasphemous.

AUTHORITY is another Cialdini principle, also in play in “The Secret” in quite subtle ways. Another technique which differentiates this book from just another book of positive thinking is the heavy use of quasiscientific language, which gives the impression that the “law of attraction” is (or will become) an accepted scientific principle, just like the law of gravity or the law of attraction of oppositely-charged particles in chemistry. Many people are both intimidated and confused by the authority of science, a fact exploited by manipulators ranging from Byrne to peddlers of magic weight-loss pills.

Since no respected physicist would ever publish a paper on the universality of the “law of attraction,” Byrne indirectly seeks experts in other ways. She attributes the success of people ranging from Einstein to Beethoven to adherence of “The Secret,” thereby manufacturing experts. After all, if Einstein and Shakespeare mastered “The Secret,” who are YOU to question it?

The last two Cialdini principles are CONSISTENCY and SOCIAL PROOF. The success of this book should leave little doubt it will be followed by more (and more expensive) forms of media peddling “The Secret.” The audio recordings, weekend seminars, advertising tie-ins, and other follow-up products certain to follow will exploit these two principles. Once people commit themselves to believing happiness will come from “The Secret,” they will attribute future successes, whether a promotion or a great new relationship, to adherence to it. Conversely, setbacks will be even more powerfully in committing people to “The Secret,” as people will attribute their failures to not living up to “The Secret” (and buying more of Byrne’s books). Consistency dictates it will be less painful to buy more books and immerse one’s self further into “The Secret” than to accept the whole premise is a quite ridiculous; while not as pernicious as a domineering cult, “The Secret” promises to charge you handsomely for a positive outlook on life.

Byrne’s book is problematic on many levels.

On its face, it’s a manipulative marketing tool meant to flatter, confuse and deceive. It’s also pseudoscience at its best, the last thing we need to encourage in an increasingly technological world which requires healthy skepticism and critical thought. Most damaging, though, is how the book perverts reality by encouraging people to equate a positive outlook on life with a childish, idiotic narcissism. Ayn Rand must be rolling in her grave hearing about the modern manifestation of her objectivist movement reduced to the intellectual equivalent of canned pork.

In conclusion, I’m not opposed to the idea on a small scale but this book just goes way too far and I’m left with the feeling that all that’s really going on is a bunch of people trying to get their name out and get you to pay for their seminars.

do your best boy——–

<well written … better than what I could have written … but I agree>

So.

All that said.

Here is my point.

Do what you need to do to keep moving forward in life.

Have dreams.

Seek to be happy.

Seek success.

However you may define all the things I just listed.

They are all good aspects of “Life survival.” And are all good objectives.

And if this book helps you to focus on these things, well, then use it.

But.

The book is not a formula nor is it the bible/Koran guide to Life success or Life happiness.

It is simply a useful tool for some people.

Nor does simply envisioning success, or happiness, guarantee success or happiness. Someone in discussing this book suggested I was debating chicken or egg first. Nope. I break the egg by noting everyone who gains happiness <or 99.9%> will absolutely say they envisioned the happiness … but I can almost guarantee everyone who has not achieved happiness <or 99.9% of them> will absolutely say they have envisioned happiness. Someone doesn’t envision any better than someone else. Sometimes you may have more drive or you may work harder or you may even simply have more talent … or maybe the happiness is tied to something to unrealistic. I do not care which you choose. This logic kills the chicken and the egg.

Books like this drive me a little crazy in that they suggest they are ‘the key’ … because if Life were that simple well … Life would be simple.

I have a secret for you.

Life ain’t that simple.

Anyway. Because the book uses a lot of quotes I will end on a quote of my own from Arthur Rubenstein:

” Most people , in my opinion, have an unrealistic approach toward happiness because they invariably use the fatal conjunction “if” as a condition. You hear them say: ‘I would be happy if I were rich’, or … ‘if this girl loved me’ … or ‘if I had talent’ … or their most popular … ‘if I had good health.’ They often attain their goal, but they discover new ‘ifs.’As for myself, I love Life for better or for worse, unconditionally.”

Good pianist.

Smart man.

Great advice <no secret>.

Love Life unconditionally … and you will be happy.

 

leaf without a tree

March 4th, 2013

So.things big or little

Studying history, and using what you have learned, is a tricky challenge. Often we study history, and the past, so that we can “not make the same mistakes.” Well. The attempt is one of valor <and good intentions> but most actions using historical learning are misused <as they are misguided>.

“If you don’t know history, you don’t know anything. You’re a leaf that doesn’t know it’s part of a tree.” – Michael Crichton

—-

“History is not, of course, a cookbook offering pretested recipes. It teaches by analogy, not by maxims.” - Henry Kissinger

—–

Henry <or Hank to his friends> also said  …

“The study of history offers no manual of instructions that can be applied automatically: history teaches by analogy, shedding light on likely consequences of comparable situations. But each generation must determine for itself which circumstances are in fact comparable.”

Now.

Studying history is always good <that is a Bruce postulate>.

How you use what you learned studying history is always a challenge <that is a Life truth and an ongoing Life debate>.

Too often people want to use historical “learning” as a literal guide for what to do now <or in the future>.

You cannot.

Sorry.

But you can’t.

I do not care if we are talking about business, life or economics.

You cannot <I apologize for repeating myself>.

Hank, discussing Foreign Policy, actually walks us through a nice way to think about this.

Intellectuals analyze systems & situations while statesmen build them.

And therein lays a vast difference between the analyst and the statesman. The analyst can choose what problem he wishes to study whereas the statesman’s problems are imposed upon him. The analyst can allot whatever time is necessary to come to a clear conclusion while the overwhelming challenge of a statesman is time. The analysts runs no, or little, risk. If the conclusions prove wrong he can rewrite and reanalyze. The statesman is permitted only one guess and his mistakes are irretrievable.

 

smashing rear view mirrorSure. Typically the future is simply a version of the past. But what makes it challenging is that what appear to be superficial changes, that sometimes make it easily recognizable, are the things that transform situations into unrecognizable changed situations. In addition … we tend to ignore the ‘collection of people’ variable <I will explain later>.

In the end? We wonder what happened <and why we didn’t learn from history>.

Well.

As Kissinger states … history teaches by analogy, not identity.

Unfortunately this means that the lessons of history are never automatic.

That they can be apprehended only by a standard which admits the significance of a range of experience, that the answers we obtain will never be better than the questions we pose.

Now.

I do believe no significant decisions are possible without at least an awareness of the historical context.

For everything exists in time more than they do in a moment in time. What I mean by that is an explanation of ‘context.’ You may not be able to completely replicate the exact time, place, situation and experiences of any & all affecting what you are studying <or even replicate a majority of those variables> however you can gain a sense of choices that were available and choices made. This is contextual learning.

Because people forget that what they are studying is a given moment which is simply a situation where it is not only a reflection of a collection of individuals <and their experiences> but that situation also achieves a unique identity through the consciousness of a common history <those individuals are studying that particular moment colored by,or driven, by perceptions of beliefs of that time>.

The only possibility of learning is studying history within the collective memory.

It is not often that we actually learn something from the past. And it is even rarer that we draw the correct conclusions from it.

Why?

The lessons of history <and Life experiences also> are contingent.

That means they teach the consequences of certain actions … but they cannot force a recognition of comparable situations.

Well.

That is a BIG thought right there.

One that many of us should think about more often.

 

Let me translate <for my own pea like brain>.life as a straight line

History is contingent upon a series of factors … and to make it exponentially more difficult … contingent upon a continuum <horizontally> as well as simultaneously <vertically>.

Yikes.

That means exactly replicating the situation in which you are ‘learning from’ is … well … pretty much impossible.

The variations and variables almost seem limitless <try pointing that out in your next business meeting when someone says “what did we learn from past experience”>.

And … well … gosh … doesn’t that kind of make you rethink every business book you have ever read?

Regardless.

History is just that … history. A series of factors & variables all aligned for one moment in time <vertically & horizontally>.

Therefore … change is not only the constant but it also possibly represents the only legitimate path to progress.

I say that to suggest that change may actually freedom from the past.

And to suggest that history, when one decides to live it and not learn from it, can cage you.

I know.

Learning to break free from the history that holds no value <or decreases value> is difficult. It is easier to simply use it as a handbook of ‘what to do.’

If we truly seek to learn <and teach> we cannot be subjugated to history.

If we truly seek to be better than what we already are … we cannot do simply as history ‘dictates.’

But all we really feel most comfortable with is remaking things in the image of historical learning.

Well.

I guess that means to remake things better we have to be … oops … uncomfortable.

I believe what I just wrote will make a boatload of people very uncomfortable <assuming anyone understands what I wrote>. Why? Well. This kind of thinking can drive you crazy … particularly if you want to simply study and create conclusions <rather than hypotheses>.

So. The how do most people, and businesses, get around this type of thinking?

thinking Dont-Believe-ThinkThey suggest that they have isolated the most important variables … and can draw a correlation to the current situation … draw some conclusive conclusions … and isolate the best plan of action.

Well. They are nuts <if not crackpots or liars>. I do not doubt 99% of the intent of these people but they are still wrong. History provides context not analogy. Now people <in general> do not like that. It makes them feel uncomfortable. They want to know unequivocally that they will not be ‘making the mistakes of the past.’ Sorry. Can’t happen. You may be able to reduce the odds but cannot unequivocally guarantee it. Oops. Big trouble in the working world if you say shit like that.

But it is Truth. Truth in a business world. Truth in Life.

Another truth? <and something that most people will also feel uncomfortable with>

Studying history will make the in-the-moment decision better. I did not say “using history to make the decision” but rather “people who have studied history will better be able to CREATE a unique decision in the moment.” Yup. I used the dreaded ‘unique’ word. Most decisions are discreet <unique to the moment>. That makes people feel very very <very> uncomfortable.

Regardless. It is a Life truth.

In the end?

“Do not seek to follow in the footsteps of the men of old; seek what they sought.” – Basho

Well.

That is a nice uncomfortable thought to end on.

nothing beats flying

February 1st, 2013

 

“Come to the edge,” he said.

 

“We are afraid,” they said.

 

“Come to the edge,” he said.

 

They came and he pushed.

And they flew.

-          Appollainare

Ah.

The edge.

There is a lightning rod word.

Edge is … risky … dangerous … uncertain … for the fearless … <insert your own word here>

Because of all those words … some people fear nearing the edge.

Oh.

Of anything.

They like to remain solidly in the middle. Some call it ‘the safe ground.’ On the other hand … other people don’t consider it safe but rather they simply want to keep their feet on the ground. It is nice and solid. It is a place where even if a stiff wind catches you unaware you do not even come close to teetering near the edge.

Now.

Some people like living near the edge. Of everything.

They dance on the balance beam of life. They are really only safe when not moving and steadying themselves but never stopping any longer than to contemplate the next move on the balance beam … the edge … of life. They find comfort in the instability offered by the edge.

Regardless of how you may feel about the edge … to fly you must not only near the edge … you must step off the edge.

Now.

Some people fear flying.

Some people want to fly.

Ok.

Let me take that last one back. I guess I know that all people want to fly <in some way even if it is just in their dreams or ‘what ifs’>.

It’s just that some people are better than others at getting near the edge.

And an even fewer ‘some people’ are better at actually taking that step over the edge.

Now.

To give people a break … stepping off the edge is a big step.

That big scary step … the one where you not only go to the edge … but you step off.

It is truly one small step for a person and one giant leap for who you will be as a person (sorry Neil … I paraphrased ya …).

Some truths about this whole edge and flying thing.

Truth <part 1>?

Sometimes you do not fly … you fall. And you … well … crash. And it sucks <and hurts really really bad>. Yup. Not everyone flies when they go to the edge and take that step.

That is Life.

Just don’t beat yourself up if you fall instead of flying. The fall hurts enough <I know from experience>. But … just because you crashed that time doesn’t mean you can’t eventually learn to fly.

Which leads me to Truth part 2.

Truth <part 2>?

In order to learn to fly you need to overcome fear.

Let’s face it. That first step with just about everything in life contains, at minimum, a sliver of fear and, at maximum, crushing fear.

That’s not bad … in fact it has a natural characteristic of caution … but fear can also be debilitating.

And fear can also create stagnancy.

And fear can exponentially increase in size if you actually crash.

Truth <part 3>?

Please note that I believe flying, or learning to fly, is not about living Life without regrets. While I am a big ‘no regret’ guy this is not about regrets. Because Life is tricky in that it is rarely a straight line. It zigs & zags and whether you have chosen to stand as far away from an edge as you can in Life or you choose to dangle your mind off the edge … Life will place an edge in front of you whether you chose it or not.

I believe the edge is not about regrets but rather the battle between Fear and Curiosity. Because we have both in all of us. And I suggest this is not about regrets because … well … regrets can reside in both Fear & Curiosity therefore simply a derivative of your choice between Fear & Curiosity.

So. All that said.

Here is what Life forces you to balance out.

The dichotomy.

Fear versus Curiosity.

Curiosity stimulates the energy to move. Curiosity, when outweighing Fear, can not only wrestle Fear out of the way to get you to the edge … but actually get you to step off even if you cannot see a landing place. Curiosity is a pretty powerful energy.

And it is powerful because Curiosity offers a prize <where Fear doesn’t really offer any added value … at best Fear offers ‘maintained value’>.

Knowledge <or ‘what is not known’> … that is the tantalizing prize.

So what do I say?

Keep your eye on the prize.

do your best boyAnd step off the edge <or at least an edge … or 2 … in your lifetime>.

You may fly.

You may not <this time>.

Scary?

Sure.

But, let me tell you, once you have done it … nothing beats flying.

temporary advantage

January 9th, 2013

“Every advantage is temporary.” ― Katerina Stoykova Klemer

And.

“… the only true advantage is knowledge.” – <someone I cannot find at the moment>

So.

This thought of temporary advantage, and knowledge, is easy for business but it is also relevant to Life.

Let me begin with business <because, frankly, it is easier>.

Businesses are always seeking an advantage.

And they should.

I imagine the point I am going to make <in the end> is that most businesses don’t consider ‘advantage’ as temporary. When it actually happens … they treat it as sustainable and want to ride it all the way into the sunset <or as far as the horse will carry them toward it>.

And ultimately that becomes their downfall.

Couple of thoughts.

First thought.

Most often all energy is invested in developing a distinct product, or service, or some tangible advantage.

In fact gobs of money is spent against this objective.

Definition of gobs? Lots of money & time & intellectual energy. And this typically leads to some type of patent <if you are smart> or, at minimum, something different enough you feel it is … well … different <you may actually convince yourself after eating a pound of M&Ms in focus groups and multiple cocktails staring at your navel that it is “unique”>.

Now.  Let me tell you a business truth.

Product advantages are actually fairly easy to attain. In fact … they are a dime a dozen. Yup. Sorry about that.

Here is the other business truth.

The majority of product advantages are indiscernible to anyone but the one who developed it. I call it ‘dancing on the head of a pin’ differentiation.

Frankly? It is all wasted energy <mostly>.

Personally I prefer to aim for a competitive parity product that has enough meaningful benefits that it can compete over time <in other words … it is a sustainable product> … and use knowledge to be an advantage.

Sound crazy? Maybe.

Sound painful to say to management? Yes. Trust me … I have the scars to prove how painful.

But if you can keep your head out of your egotistical ass you actually have a chance to see this idea through to a very profitable, sustainable profitable, conclusion.

This translates into the ability to keep the product competitive but limit the amount of investment you have to invest to update/improve/trash & reinvent.

And use knowledge to sustain advantage because knowledge is a changing environment … never stagnant.

Next.

Second thought.

Sustainable advantage.

Sustainable advantage is really rare.

Extremely rare <unless you define ‘sustainable’ as ‘we did it for a week’>.

And, frankly, many businesses are actually too slow to take advantage of their … well … advantage. The window of advantage does not stay open long.

Businesses work to gain it <the ever elusive ‘advantage’>. They get it. They build plans to take advantage of the advantage. They go and do … and … well … their advantage is not only as advantageous as it used to look … but in many cases it is no longer even the advantage that you thought it was. The window is closed. Oh. Maybe worse? To your dismay you look around the room and another frickin’ window is open.

Damn. Wrong window at the wrong time.

That’s my quick acerbic soundbite for businesses on temporary advantage.

Personally I believe many businesses mismanage ‘advantage.’ Mismanage through incorrect attitude and in incorrect behavior.

Not only do they typically think incorrectly they also implement too slowly … and ultimately they do not know when to ‘abandon ship.’.

Regardless … now that every business person wants to send me a scathing personal email I will move on to the next topic.

Life.

Yup. I will discuss Life and temporary advantages.

We all know Life is challenging. And that is so mainly because it is always changing.

Just when you think you have at least one thing figured out Life moves the thing <hence the term “life sucks” was created>.

To even have a chance to be competitive with Life you have to continuously gain knowledge and adapt. There is no formula for gaining knowledge … sometimes you read something, meet someone or see something that changes your knowledge.

That is self stimulated gathering of knowledge … and it takes some fortitude and self desire to do so.

Therefore thank god for kids (youth in general).

They are a natural incentive to stimulate knowledge growth to maintain advantage. I worry about people like me, who does not have children, as well as those who ignore the knowledge, and stimulus to learn, young people offer. I guess my point is that we should use kids as a knowledge stimulant <rather than ignore them or subjugate them to our past tense type knowledge>.

I thank god I am a reader. It permits me to at least maintain a competitive place in a restless world. Notice I didn’t say competitive advantage.

Just be competitive.

I say that because I fully understand I will never find a competitive advantage against life. Well. Maybe I get a glimmer of an advantage on occasion. But it is fleeting.  I keep a constant eye on the fact you gain knowledge to try and keep up. And every once in a while you get really lucky and dash ahead for a second or two.

Two things about that ‘glimmer of the advantage.’

First.

Some silly people delude themselves into believing they have a competitive advantage in life. And, yes, they are delusional. People like this don’t seem to understand that Life is like a river constantly flowing. They quit paddling to rejoice in their ‘advantage’ and … oops … all the crap in life not only feverishly paddles by to get ahead <and lay some traps> but some of Life’s crap may actually slow down and do their best to smack you around a little <because a moving target is harder to hit so when you stop paddling you are easier prey>.

These people confuse ‘glimmer’ with ‘this is my new home.’ That is why they are delusional … because normal people could never get confused by those two things.

Second.

I worry about the people who never even gain one glimpse of the advantage. Because a glimpse gives hope you can win … at least on occasion in life.

No glimmer? No hope?  That worries me.

How can anyone, even the strongest of the strongest, keep going on without hope for something better?

I am fairly sure I couldn’t.

I struggle to see how anyone could.

Anyway.

I now envision someone cranking up an email with a thought on “hey, hold on a second, you seem to be suggesting becoming a chameleon … and don’t you always talk about being true to yourself at all times?!?” <please notice I used a rare exclamation point just for emphasis>

Despite the fact I will give that someone cranking up an email major points because that means someone actually has read some of my drivel in the past … I will quickly go to this quote:

“Adaptability is not imitation. It means power of resistance and assimilation.” – Mahatma Gandhi

And then I would answer this way … in business and in life … the core is the core.

That core is the “me inside” and that is the sustainable competitive product. And by product I mean a product being a manufactured product or simply you <or me>. Anyway. That competitive core probably doesn’t have any advantage … it is simply able to go on day after day, year after year and … well … continue to ‘be’ … to exist. It <you & I> compete in Life <or with Life> because of a good steady core.

Adaptability through knowledge leverages your core … and means possible temporary advantage.

That’s it.

That’s my point.

цветы необычайной красоты & mashkawizii

November 30th, 2012

The two words … one Russian and one Ojibwe <Chippewa> mean …

цветы необычайной красоты

translation: “flowers of unusual beauty”

<note: these words are pulled from a random piece of Russian poetry … or maybe a very old song … I am not sure which … in which the full line is “and in the neutral zone … flowers of unusual beauty …” … it is a metaphorical reference to the beauty of fragile freedom that lies within the space between old West Germany and East Germany>

Mashkawizii

translation: “strong … inner strength”

I selected these two to talk about character.

And to spend a minute on what lies within each of us … and the secret to Life.

Why?

Well. I had to pick up a copy of The Secret in order to have a quasi intelligent conversation with a friend of mine <I will probably do a separate post on The Secret … and ask my friend to not read it>.

Suffice it to say I believe, despite what the books says, there is no one secret to Life <in fact … I wrote something a while back on this … http://brucemctague.com/no-secret-to-life>.

The secret actually is finding the key that unlocks your own inner strength, or inner character or inner passion … or <to keep with the thought> … the key that opens the door to your own flowers of unusual beauty.

Yup. The secret is finding the flowers of unusual beauty that lie within your own walls and give them freedom to prosper in the light of day.

The secret is finding your ‘mashkawizii’ … the strength that lies within you.

And this is a very personal individualist thing.

It is not a formula and most likely not replicable <therefore I cannot write a book telling anyone what the ‘one thing’ is>.

Which makes this topic tough.

Because Life can be really really tough on us.

Relentless in fact.

But inside everyone … and, yes, I mean everyone … there is a flower of unusual beauty and strength.

No book will tell you the secret to unlocking it.

I kind of even doubt a person can tell you the secret to unlocking it.

Only one person has the key … yup … yourself.

Now.

I am not suggesting this is easy … nor do I believe you always get it right the first time. Because sometimes it gets pretty dark inside as doubts & insecurities cluster around like shadows following closely on your footsteps as you look in the corners for what you seek. In addition it is kind of like a Rubiks cube of shifting thoughts and ideas inside you as you experience things. All of it makes this difficult … but I imagine secrets to life wouldn’t be easy if they were actually worthwhile to figure out.

Oh. And sometimes you find people who just don’t believe they have this inner strength or flower of beauty.

I feel very very safe in giving this one piece of advice … if you run into one of these people … stop … and tell them they are wrong. 100% wrong.

It is there.

They just haven’t recognized it yet.

But. Everyone has it.

Everyone.

No matter how hard Life has been … and hardened the walls of doubts, despair and disappointments … within your walls there remains … well … цветы необычайной красоты … a flower of unusual beauty.

Mashkawizii or цветы необычайной красоты … it is within you and worth finding.

I call it character <probably because I am neither Ojibwe nor Russian>.

Now.

While The Secret suggests happiness <or ‘attitude’> is the key to life & success … well … I cannot guarantee that for you if you focus on my thought.

Nope. Sorry.

What I can guarantee is that your happy’s will be really good and meaningful because they are a reflection of what is within. Your happy moments will always be full & have depth.

Oh.

And I think I can guarantee <this is not a price back guarantee though> that your un-happy’s will be liveable. They won’t kill you. Maybe better said … you will have the mashkawizii to be strong and hold on <without losing yourself in the process> until Life decides to move along to the next phase. Like I suggested on happy moments <full> … in the darkest unhappy moments you will never completely empty.

But that is just what I think.

And please do not tell me a book can give you the secret to Life.

<update here because someone reminded me I was a little harsh on The Secret>.

Now. While I just said I do not want anyone telling me a book can give you “the secret” to Life … I will add <and I am very consistent on this> … I do not believe people should foolishly and blindly pursue ‘get rich fast’ tricks to Life but I also believe that people need to do what they need to do to get through Life.

So … if The Secret gets you closer to where you want to go … use it.

Heck. Use any book <I suggest the Bible, Torah or Koran provides a nice possible foundation to start with> that helps you. Be smart about it … but do what you gotta do to get your head straight.

no mas

November 28th, 2012

“No mas, no mas …no more box.” – Roberto Duran 1980

So.

This is about winning … and deciding how important … ‘how you win’ is to you … versus ‘the win’ itself.

Well.

The quote. Nothing much was happening in the eighth round of the Roberto Duran – Sugar Ray Leonard boxing match on November 25th in 1980 when Roberto Duran turned away from Sugar Ray Leonard and waved a glove at the referee in a signal he wanted to stop.

Interestingly … Leonard, only aware that the current champ wasn’t defending himself, hit Duran … and Duran did not respond.

“No mas, no mas,” Roberto told the referee.

“No more box.”

And he walked to his corner,

Now.

As a boxer Roberto Duran was known as the most dedicated, intense warrior in the ring. His nickname was Hands of Stone <Manos de Piedra>. He was the lightweight champ and had lost only one decision in 72 bouts <or something close to that>.

It was said that he never thought he could ever lose.

And, yet, he walked away … and in the win/loss column he lost.

But.

Here is the deal.

No mas” didn’t mean ‘I quit.’ It just meant ‘fuck this.’

It was purely a comment made in disgust.

Yup.

Duran wasn’t hurt … he was just disgusted.

Once Duran realized Leonard wouldn’t play ‘quien es mas macho’ he just walked away.

Winning … if he couldn’t fight the way he thought a fight should be fought … well … it just wasn’t a fight to him.

Was he right or wrong? In his head … right.

In may other people’s heads? Wrong decision … it made him a quitter in their eyes.

But this is all about winning the way you want to win.

His way of fighting? …

“Getting hit motivates me. It makes me punish the guy more. A fighter takes a punch, hits back with three punches.”- Roberto Duran

Duran was the champ. He probably was smart enough to figure out a way to win the way Sugar Ray was fighting the fight <which wasn’t fighting it was avoiding> but that wasn’t the win he wanted. He wanted to know who the best fighter was. He wanted to be hit and see if he could take it. He wanted to see if Sugar Ray could take his best hits. When Sugar Ray decided he wasn’t going to allow that to happen Duran just said … not only do I not want to play this game but I don’t want to win this way … “no mas.”

Now.

To us <because most of us are not world class boxers> we will all at some point have to make this same type of decision … in sports, in Life, in relationships, in business. We all have to decide how important how we win is to us.

Look. How you win, or play the game, is a very personal decision.

It really ends up being your choice with regard to your attitude <which ultimately influences your own behavior … even when that behavior is within a group or business organization>.

Oh. And when it isn’t your choice how to play <i.e., someone else is dictating how you play> … and you really do not want to play that way … well … there is trouble <in River City my friends>.

Ok.

Please note I am going to make some generalizations soon to make some points and I fully understand there are degrees within each generalization.

Regardless. Let’s say there are three types of wins and winners:

-          A ‘whatever it takes to win’ win

-          An intellectual win

-          An ability win

And while this is probably relevant to Life, in general, as well as sports <obviously> and personal … I am going to discuss this idea in a business environment.

Why?

Because I tend to believe this is one of the most difficult attitude & behavior decisions someone has to make in business.

Organizations ask, and demand, many things of you … and you have to reconcile all of it with your own attitude … and inevitably your actions <behavior>.  As a junior person this is very difficult to manage but my suggestion is that you get things set <with the best knowledge you have> in your own head … and then look to the leaders behavior. Watch the senior people and how they treat going after a win, the process in win decision making and then how they define & evaluate the win. Make sure it matches up with what you have decided attitudinally. If you do not, you run the risk of being constantly put in positions where you do not like what you are not only being asked to do … but what you are doing.

Senior people have no excuses. No if, ands or buts. How they win defines them as a business person. All I can say to them is … well … accept it <whichever type you are>. I know what I like in my head but that doesn’t make it the only right. The only point I have to really make to leaders is that once you accept how you go after a win … then begin recruiting people who think as you do. If you do not then you will be forcing your attitudes & behavior upon others who probably do not want to, let alone like to, do it that way. And I can also promise you when it comes to evaluation time , as a leader, you will be continuously disappointed in their performance.

Anyway.

The three wins <my perspective> and how they are different aspects of ‘adept, adapt & adopt.”

A whatever it takes to win.

I actually refer to this as an empty win.

This is typically the type of win done by someone who says afterwards … “all that matters is the result” … or … “it’s not the journey it is the destination” … or “winning is everything.”

It is empty because the person runs a very large risk that how you actually got to the win is ignored and everything gets measured <in their personal character measurement> on a scorecard.

I admit. I don’t like these types of wins.

But there is a personality type out there, and some very successful people, who take pride in how many checks are in the win column and could care less how they got to them. To these people … all wins are quality wins because … well … it is a win.

Typically really competitive people fall into this group.

I call this “adept” winning. You compete because you are adept at reading what it takes to win … and doing it.

This person isn’t adapting because they understand winning is about lining up the necessary variables … each time. So they aren’t adapting but rather simply building each time to win.

And they aren’t adopting anything because while some things can be reused it is mostly one time usage winning.

These types of winners are very difficult to replicate through training. and these types of winners have to be very careful in how far they will go to win. They have bigger boundaries of accepted behavior because of the adept attitude … and because of that they can stray to the boundary margins of character.

But it is the win numbers in this group that is most satisfying. Out of all three groups I have listed this one probably will chalk up the most quantity of wins in the end.

An intellectual win.

You truly outsmart someone. You outthink or tear apart the challenge in such an innovative way that your competition can just look afterwards and say … “wow … that was smart.”

This is as good as a physical <ability> win … but unfortunately many people do not evaluate it that way. In fact many of the intellectual winners kind of wish they had some other tangible contribution because thinking is … well … intangible.

This type of winning is ‘adapt & adopt” winning. You compete by adapting your thinking to the situation and adopting new ideas/thinking.

These types of winners I tend to believe are just born this way. Yes. Some aspects can be trained but these types of winners just seem to have an innate ability to see things … assess what matters versus what doesn’t matter … and assimilate the “what matters” information into either unique, or refreshingly different, ideas and thoughts.

This is a very satisfying win because you out thought someone.

An ability win.

This is ‘mano y mano.’ You bring your best and I will bring my best and let the best win.

Here is the deal.

Sometimes your best isn’t the better. And you lose. Oh. But what a loss.

This one is near & dear to my heart.

And I admit that I got really really lucky early in my career in that I was encouraged to go for this kind of ‘no frills’ winning and use losses to make my best better … so that each consecutive ‘game’ I was able to stay true to what I was good at … and it got better and better. Maybe it was partially I was stubborn on my definition of best or maybe I figured out what I was good at <even if it wasn’t the best of the best … just good while still being my personal best> early on and figured that if this was what I was good at … well … then I would only rise as high as my ‘best’ would take me.

This type of continuous winning is “adopt & adapt” winning. You compete … learn … adopt some new skills <skill level or new skill> and then adapt within your existing skill set to the next challenge. This means your muscle group gets stronger and stronger <albeit it is just one muscle group>.

This type of win is extremely satisfying. I also envision this group has the lowest actual total wins. They are the highest quality wins just not a shitload of them.

Well.

That is, of course, unless you are as good a fighter as Roberto Duran.

And that is the real differentiator in quality wins … how good you really are.

And I guess that is going to be my point having used one of the best boxers of all time.

He was one of the best.

“Manos de Piedra”, is true, Hands of Stone. Every punch, and I’m not exaggerating, every punch that he hit me with, from the body to the head, felt like bricks, stone, rocks”. – Sugar Ray Leonard

And not all of us are of that level of ‘best.’ In fact … not many people are.

So you have to figure what is most important to you in the win. The numbers? The intellectual win? The ability win? And embrace that is what makes you … well … you … in the business world.

And know when to say “no mas.”

Know when to say ‘fuck this.’

Look.

Do I give Sugar Ray credit for figuring out how to win by avoiding the Hands of Stone?

Sure.

Would I have done it that way?

Nope <and I probably would have lost>.

Do I give Duran credit for just saying ‘no mas’ after 8 frustrating rounds?

Yup.

He was the champ. He cared more about how he won the championship than the championship itself.

Now that, my friends, is a lesson that many of us should take to heart in business.

Figure out what you want … and how you want to do it … and find your place in the business world doing it.

conscience & psychopaths & cynicism … or naiveté

November 5th, 2012

Dysfunctional Management at the Bar

So.

This is actually about business organizations and how the sometimes “less competent” <sometimes dysfunctional> people get promoted into leadership roles … oh … and how a group of well educated people, a large group by the way, maintained  in an unequivocal stance that there were a bunch of psychopaths rising to leadership positions <and are ‘the dysfunctional>. That relatively large group of people are TED members.

On a side note … I recognize that you always have to be careful when discussing “how do such idiots <incompetents> get promoted?” to weed out the envious, the blind and the ignorant.

But in the end … it is true there are a shitload of “less competent” people, and certainly some quite dysfunctional people, who get promoted into some very important roles in business organizations.

Notice I didn’t say ‘incompetent’ but rather ‘less competent.’ I did so because when really putting organizations under a microscope the real issue is not the surprisingly less than competent people who get promoted but rather the truly competent who are dwelling somewhere in the depths of the organization who have NOT been promoted.

This all began for me within a very disturbing discussion among some TED members. I was being faced with an overriding belief that “psychopaths” <or sometimes called ‘predators’> were increasingly becoming this generation’s business leaders. Leaders driven by greed, lack of values and ego doing whatever it takes to maneuver their way to leadership.

Well. I didn’t agree … but I was in a minority.

And until I read a post/discussion comment <from a Dr. Gupta> I had begun thinking I was either naïve, working on a different planet, oblivious to the greed and lack of values surrounding me … or actually one of the psychopaths and was so good at hiding it from others I was hiding it from myself <now … there is an interesting thought to ponder as I look in the mirror>.

Let me posit two things to outline my disagreement:

-          It is most often not any predator trait but rather an ability, and desire, to manipulate, or manage, the system that gets a ‘less competent’ person into a leadership role.

-          Organizations play a significant role in how their employees decide how to behave to attain ambition/self-objectives even if it means a ‘bending’ of traditional ‘what is right’ conscience.

Anyway.

-          Why I believe it is not a predator/psychopathic trait:

I have met and worked with dozens of leaders and I can maybe think of one as having such a poor moral compass that I would place them in the true predator/psychopathic category. Afterwards I knew that one situation couldn’t be solved but I did know one thing … that company would ultimately fail. Not that day but that type of personality inevitably creates a larger dysfunctional company that just cannot compete (in the end). Just as an organism metaphor can be used … the organism dies because it has a bacterium that can’t be cured. I imagine my real point here is that is a natural evolution of companies, i.e., the truly sick die all on their own.

Regardless.

About dysfunctional/less competent people in leadership roles. Let’s be honest … the true psychopaths are few.

Maybe I just have been lucky in the organizations and leaders I have met but while all leaders want to make a profit I haven’t seen boundless moral-less greed. In fact, when interviewed most leaders have a huge desire to increase the wealth of the “head, heart and wallet” of their employees.

All aspects of employee benefit.

But practically speaking most leaders would admit “managing the balance sheet is much easier than the people management.” The typical quote you hear …

“I am more rewarded by the people but I don’t believe I am as good at it (or it is just too difficult).”

So, what happens? As good managers do … they delegate.

They delegate to someone (or someones) who they perceive, or believe, is better at maximizing the heads and hearts portion.

<by the way … if you want to work on corporate dynamics for this aspect that is the gatekeeper to find>.

Is there a way to weed out the dysfunctional? Or, at minimum, identify the harmful incompetent?

Sure. I know I have suggested to HR departments, or the keepers of the culture and staff, that no organism/organization is flawless (unless it is made up of robots, maybe has less than 5 employees or is somewhere in corporate utopia, i.e., a different planet). Therefore their job isn’t to eliminate all the bacteria just be sure you have systems set up to identify the bacteria that could kill the organism.

There are varieties of methods.

I would suggest pattern tracking over time (because even good employees are infamous for doing something bad, or questionable, to get to where they want to go and exhibiting different /better/behavior once there). In other words … one time behavior is completely different than ongoing patterned behavior.

Pattern tracking actually is effective because no matter how sneaky or talented at hiding predator/psychopathic-like behavior that employee does give clues which when tracked uncover the underlying flaw.

Obviously this falls apart once someone shifts companies but you gotta start somewhere.

But. The truth is that most less competent leaders didn’t elevate because of any ‘lack of conscience/predator’ trait but more likely because they knew how to manipulate, or manage, the system. Sure. There can be some less-than-desirable characteristics exhibited when managing the system but the majority of the time it is all about taking advantage of other’s mistakes and taking advantage of the opportunities.

-          Why I believe it can be driven by an organization:

Ok. How can an organization contribute to encouraging a thread of predator behavior?

Before I get specifically to that point let me share the premise behind the thought.

Research has shown us several things.

-          All people are born with a conscience <or a sense of right or wrong>

-          And even true psychopaths have a conscience <they just do not act upon it>

“In the end, we found that six- and ten-month-old infants overwhelmingly preferred the helpful individual to the hindering individual. This wasn’t a subtle statistical trend; just about all the babies reached for the good guy.” – Professor Bloom

So.

In my mind the research and information is clear. Children are born knowing inherently what is moral and ethical … and that over time as they experience the real world their natural born tendencies are shifted into whatever spot their experiences put them in.

I purposefully wrote it that way.

This isn’t “children are born good and the world is evil.”

We now have intriguing scientific evidence pointing to that inherent human faculty.

-          At the age of six months babies can barely sit up – let along take their first tottering steps, crawl or talk. But, according to psychologists, they have already developed a sense of moral code – and can tell the difference between good and evil.

An astonishing series of experiments is challenging the views of many psychologists and social scientists that human beings are born as ‘blank slates’ – and that our morality is shaped by our parents and experiences. Instead, they suggest that the difference between good and bad may be hardwired into the brain at birth.

In one experiment involving puppets, babies aged six months old showed a strong preference to ‘good’ helpful characters – and rejected unhelpful, ‘naughty’ ones. In another, they even acted as judge and jury. When asked to take away treats from a ‘naughty’ puppet, some babies went further – and dished out their own punishment with a smack on its head.

Professor Paul Bloom, a psychologist at Yale University in Connecticut, whose department has studied morality in babies for years, said: ‘A growing body of evidence suggests that humans do have a rudimentary moral sense from the very start of life. “With the help of well designed experiments, you can see glimmers of moral thought, moral judgment and moral feeling even in the first year of life. Some sense of good and evil seems to be bred in the bones.”

This is simply the fact children have a relatively blank experience slate on which the first words are not necessarily ‘self interest’ but rather ‘interest in feeling good’ … which can be a social or individual thing.

now. I know that is all about children but let me use it moving into the discussion on ‘psychopaths in the workplace’ (surrounding the discussion on why so many crappy people end up in management positions) and adults entering into the workplace.

So.

Most people understand social contracts intuitively. They don’t have to reason them out. Ordinary people are also similarly attuned to questions of risk.

Interestingly psychopaths typically exhibit similar levels of intelligence to the norm. Nor does their lack of guilt and shame seem to spring from a deficient grasp of right or wrong.

Ask a psychopath what he is supposed to do in a particular situation and he/she can usually give you what non psychopaths would regard as the correct answer. <by the way … this is all pulled from research>

So what goes wrong?

It is just that he/she does not seem bound to act upon that knowledge. They understand the rules of social contracts … just do not believe they are defined by the rules.

<please remember that last thought because I will use it again … but this time within a business organization framework>

This is the life of a true psychopath:

- “Imagine – if you can – not having a conscience, none at all, no feelings of guilt or remorse no matter what you do, no limiting sense of concern of the well-being of strangers, friends, or even family members.  Imagine no struggles with shame, not a single one in your whole life, no matter what kind of selfish, lazy, harmful, or immoral action you had taken.  And pretend that the concept of responsibility is unknown to you, except as a burden others seem to accept without question, like gullible fools.  Now add to this strange fantasy the ability to conceal from other people that your psychological makeup is radically different from theirs.  Since everyone simply assumes that conscience is universal among human beings, hiding the fact that you are conscience-free is nearly effortless.  You are not held back from any of your desires by guilt or shame, and you are never confronted by others for your cold-bloodedness.  The ice water in your veins is so bizarre, so completely outside of their personal experience that they seldom even guess at your condition.” – Martha Stout Ph.D.

In other words, a psychopath is completely free of internal restraints with an unhampered liberty to do just as you please with no pangs of conscience.  You can do anything at all, and still your strange advantage over the majority of people, who are kept in line by their consciences, will most likely remain undiscovered.

Many mental health professionals refer to the condition of little or no conscience as “anti-social personality disorder,” a non-correctable disfigurement of character that is now thought to be present in about 4 percent of the population – that is to say, one in twenty-five people.  This condition of missing conscience is called by other names, too, most often “sociopathy,” or the somewhat more familiar term psychopathy.  Guiltlessness was in fact the first personality disorder to be recognized by psychiatry, and terms that have been used at times over the past century include manie sans délire, psychopathic inferiority, moral insanity, and moral imbecility.

All that said … do I personally believe a true psychopath can rise to any significant leadership role in any viable company? Nope.

Do I believe an organization can unburden some of the typical ‘conscience’ restraints a normal person has? Yes.

You bet.

Absolutely.

Remember what I said before about psychopaths … ‘They understand the rules of social contracts … just do not believe they are defined by the rules.’

Similar to a child, an employee entering an organization has the ability to discern right from wrong which tells me that we not only believe there is a difference but that our natural inclination would be to do right <versus wrong>.

Are there people born who do not have consciences? Whew. I doubt it. Or they are few and far between. As a corollary … do I believe there are people who enter a business organization who do no have a conscience? once again … I doubt it.

So what happens? Most likely the organization, through its rewards & promoting behavior, create a new conscience framework in which it so dulls their conscience senses that they no longer believe in the traditional ‘right versus wrong’ behavior <or guides their senses in a different direction> and thus, those who elect to follow the new framework, appear to have no consciences <or have a more expanded view of what is conscientiously acceptable>.

Let me be clear. The employee understands the traditional rules of social contracts but the organization has defined a different set of rules they believe they can play by.

So.

If you believe that then, in general, the really competent people who don’t get promoted have decided, in some form or fashion, to maintain their sense of ‘right versus wrong’ framework. They just decide to not play by the different set of rules.

And, let’s be clear, I am not suggesting they are better people because of this decision but rather each person makes their own decision. And each should feel comfortable with their decision because both are playing by the rules.

I have never begrudged the ‘less competent’ rising to a leadership role as long as they didn’t exhibit the nasty predator-like characteristics. Because if they didn’t, than they just managed the system better than others did.

Last thought.

Maybe we should think of businesses as microcosms of Life itself.

There is something called the concept of Natural Law <I did not make this up>.

The concept of Natural Law implies that human beings inherently know what is ‘good from evil’ and what is ‘right from wrong’ <our conscience compass>. It refers to our belief that inherent in nature itself is a moral law that has validity everywhere for everybody, regardless of race and culture. Human beings can use our reason to discern that natural moral law so as to derive binding rules of moral behavior which we make into our everyday positive law.

I believe that when a new employee enters an organization they begin with Natural Law embedded.

Any changes to the natural law are created by experience within the organization itself.

Think about it.

Because you almost have to believe that … or you have to believe that a disproportionate percentage of the true Pyschopath population <like all of the 4% they represent> end up in business instead of hanging out in strip clubs & low income housing.

Maybe I am naive.

But I think I would rather believe even the ‘less competent’ leaders have a conscience and a sense of ‘right versus wrong’ than believe a bunch of psychopaths have run amok in leadership within organizations.

Enlightened Conflict