Enlightened Conflict

thought viruses & future librarians

October 19th, 2017

 

thoughts people stand up i will be defined

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“I call it a thought virus, because really what they want to do is they just want to replicate their way of thinking to other people.”

 

—-

Len Pozner

 

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Definition of a thought virus:

 

 “majority illusion, where many people appear to believe something ….which makes that thing more credible.”

 

—–

Clayton A. Davis at Indiana University

 

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“Nature has planted in our minds an insatiable longing to see the truth.”

 

 Cicero

 

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    “Book store owners and record store owners used to be oracles, in that way; you’d go in this dusty old place and they might point you toward something that would change your life.

All that’s gone.”

 

———-

Tom Waits

 

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trust learn unlearn information literacy thoughts librariansBoy oh boy.

 

If there is one insatiable desire the entire 7 billion people on this earth of ours shares, it would be for truth.

 

Let’s just say … from that point on it is all downhill for truth.

 

Let me tell you what I am going to tell you.

 

There is an enemy in this story — the thought virus.

 

There is an unexpected doctor in this story — the future librarian.

 

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“This is the look of the truth: layered and elusive.”

—-

Anne Carson

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That said.

 

I have written dozens of times about the challenges Truth faces in today’s world.

 

I have also written several times, in rebuttal to the overall dismay & despair & hand wringing of the older generations, that I believe the younger generations will solve this. They will solve it because they will find a lack of truth certainty untenable and … well … do what generations do – innovate a solution to an existing issue.

 

The issue, to me, is fairly simple to articulate <and I don’t think I am the sharpest knife in the drawer>. To articulate it I go to the 80/20 rule.

 

truth certainty doubt past present

 

 

In the past we were presented with a fact, or a truth <which is most typically a coalescing of facts> and we accepted it was most likely 80% true … and that was good enough. We figured the 20% wouldn’t change the core truth. That 20% also permitted us some space for unlearning or some adaptability to absorb an additional fact to course correct our thinking. But that factoid, because it was mentally residing in the 20%, needed some gravitas to shift the 80%. That 20% also gave some room for the doubters and conspiracy theorists and misguided contrarians to dabble.

 

In today’s world truth has flipped … we are presented with a fact, or a truth <which is most typically a coalescing of facts> and we accept it is most likely 20% true … and then we rummage around in the 80% <if we are curious> to coalesce some additional things <some facts and some conjecture>.

But, suffice it to say, a shitload of people wander around on a daily basis having beliefs grounded in a 20% fact foundation. This means they either quadruple down on their 20% <to create the 80% in their heads> or they are constantly unsure of what is truth and hat is not being buffeted about by the winds of whatever information is in the air that day.

 

This shift damns truth to a wretched game of truth or consequences because truth demands a certain amount of certainty – which we have ceded in today’s world.

 

Regardless.

 

Let me offer two words to everyone – information literacy.

 

I believe it is a commonly used term within the hallowed halls of librarianism <in other words … librarians use the term a lot>.

 

information literacy components library

 

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

Information Literacy

Information literacy is a crucial skill in the pursuit of knowledge.  It involves recognizing when information is needed and being able to efficiently locate, accurately evaluate, effectively use, and clearly communicate information in various formats.  It refers to the ability to navigate the rapidly growing information environment, which encompasses an increasing number of information suppliers as well as the amount supplied, and includes bodies of professional literature, popular media, libraries, the Internet, and much more.  Increasingly, information is available in unfiltered formats, raising questions about its authenticity, validity, and reliability.  This abundance of information is of little help to those who have not learned how to use it effectively.

To become lifelong learners, we need to know not just how to learn, but how to teach ourselves.  We must acquire the skills necessary to be independent, self-directed learners.

 

———–

Derived from the Association of College and Research Libraries’ Information Literacy Competency Standards for Higher Education

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

 

Information literacy is the superweapon to permit truth to battle on the field of doubts, lies and conspiracies.

I also believe we will create a new career in our battle over truth – information literacists. Let’s call them our future librarian superheroes <information literacists>.

 

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“We don’t become better because we acquire new information. We become better because we acquire better loves. We don’t become what we know. Education is a process of love formation. When you go to a school, it should offer you new things to love. “

 

David Brooks

 

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Look.

 

the day the librarians disappeared

We talk a lot about how bookstores have suffered and libraries have suffered but they are just places of learning and, in my eyes, we should be focused on deliverers of knowledge <which enables the learning>.

 

I would love future librarians to be ‘book slingers’ but I think their future specialness resides in information literacy <”truth” as it were>.

 

And that, my friends, is the future librarian.

 

The one who steps into the library and offers us the rediscovery of specialness.

 

Specialness?

 

I believe libraries should be less about the books and more about a place for the mind. My gut tells me they will need to wrestle that mantle away from the perceived ‘place of the mind’ – the internet. This shouldn’t be that difficult. The internet does NOT have a monopoly on knowledge … it has a monopoly on information. Some good information, some bad information, some false information and some true information. In today’s world there is no “judge.”

And while I would shift the character f the library to more of a place of congregation combining coffee shop, book exchange, art gallery, museum and … well … enlightened conflict <human exchange of ideas> I think the library of the future needs “information therapists” who engage in mind therapy.

 

Superheroes of the mind lording over information libraries.

 

I see libraries as havens of truth self-improvement.

I see libraries as islands of shared intellectual heritage.

I see libraries as raucous spaces of learning reverence.

I see libraries as arenas where all are victors in the battle for truth.

 

Libraries need to find a new reason for existing, a new role and a new way of working and I believe the librarian is the catalyst for the makeover.

 

hero-time-isFrankly, we do need superheroes and less “community gathering places.”

 

I am not opposed to community but … geez … truth desperately needs bold superheroes and not revered spaces of whispered knowledge among few.

 

I feel strongly about this because … well … 3 things.

 

  • My sister is an ‘information literacist.’ I have seen the power of librarians up close & personal. For years we have seen them as quiet servants of books behind some desk and now they should be encouraged to step forward and champion not just books, and literature, but knowledge. In fact … I would begin recruiting those who DO want to actively engage.

If not them, then who?

 

 

  • Society, led by some fairly vocal ‘truth benders’, are leading the charge against truth by standing up and basically saying nothing we say means anything, we’ll do what we want to do and tell you what truth is afterwards. I say that because books, and knowledge, cannot fight unless someone holds them forth as the torch is held forth on the statue of liberty. Truth, whether we like it or not, demands hand-to-hand combat. I believe we need superheroes on the side of truth.

 

 

  • Truth, more often than not, is complex. Philosophically, truth is simply the idea that ‘facts’, viewed from a human perspective, end up being nuanced and create a complex multidimensional slightly flawed diamond. Not everyone can handle truth … it most likely demands superheroes.

 

To be clear.

 

I don’t believe we should be sending these new superhero librarians out without some allies and tools.

 

Personally I believe we <including me>, who care about communicating truth and having truth reestablished, need to go back to the drawing board with regard to ‘learning’ and unlearning and … well … reintroducing truth to society.

 

I also believe Google should be stepping up to the plate.

 

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

<about Google> This is the equivalent of going into a library and asking a librarian about Judaism and being handed 10 books of hate

 

—–

Danny Sullivan

 

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

 

Google needs to get their ‘truth compass’ heads out of their asses and start librarian original search enginethinking about some technology voodoo they can create, and implement, that assists in filtering out ‘the fake.’

 

Ah.

 

Fake.

 

‘Fake news’ is nothing more than purposeful disinformation using some actual fake-information – this is a thought virus.

 

Fake news is NOT opinions.

Fake news, or disinformation, is often information disseminated as ‘whole fact’ and, yet, it is a splinter <at best> of a fact.

Fake news is deliberately false and misleading information published in social media and elsewhere online.

 

But fake news … at its core … is about lies and lying.

 

But fake news … at its core … resides in some alternative universe where what you & I know <and is basic corroborated truth> does not exist. It doesn’t even have a heartbeat in that universe.

 

In that universe its citizens discard the usual rules of evidence flippantly dismissing actual eyewitness testimony as lies, actual confessions of someone who was guilty are waved away as ‘they said what they had to say’ and documented information  is scoffed at as flawed, paid for by some elite cabal, some academia gibberish … or a simple forgery.

 

In this alternative universe real information, truth as it were, is simply what someone believes <sometimes under the guise of common sense> … and they conflate “believe” with “know.”

 

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

 

“Of course, disinformation,” Quinn said. “I can do that.

I’ll leave out critical events, then I’ll put in false information and twist everything that has happened around into a vague, shadowy history that obscures what really took place.”

 

Terry Goodkind

 

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

 

This alternative universe ends up being created from some complex inconvenient truth reassuring lie complexcombination of lies & truth which are undermining the very idea of facts, history and truth. In fact, they turn truth and facts on their heads therefore making any evidence of the actual truth & reality bogus <in this alternative universe> … uhm … which means nothing can be proven and truth becomes … uhm … “thoughtful opinions.” Ultimately this creates that 80% doubt which swallows up the facts & truth like quicksand.  In that quicksand facts become a conspiracy, a legend, a hoax, or some active effort to circumvent truth.

 

In other words … In this bizarre world truth becomes lies and lies become truth.

 

While this seems bizarre, it is dangerous:

 

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

 

“The ideal subject of totalitarian rule is not the convinced Nazi or the convinced Communist, but people for whom the distinction between fact and fiction (i.e., the reality of experience) and the distinction between true and false (i.e., the standards of thought) no longer exist.”

 

——

Hannah Arendt

 

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I say all of this long thought piece to state – this is a problem which demands a superhero.

 

I say all this long thought piece to state that these new librarian superheroes, our doctors against thought viruses, needs to be a defined career. It needs a career path, training and … well … I guess certifications or degrees or some shit like that.

 

Why?

 

It is suprising tricky to debunk and compete against “fake.” It is surprisingly <and disturbingly> incredibly difficult to debate with a liar. You would think that you could simply point out what is a lie … but it is not easy when dealing with a good liar. Yeah. There are ‘good liars.’

They justify what they say by saying “but its true” and defending the fraction of the whole they used against the more truthful ‘whole story.’ They thrive in the 80% doubt & uncertainty space in the information literacy world.

 

By the way … this 80% ‘uncertain truth world’ has been in the works for a while <it has just found some influential enablers of ate>:

 

————————-

This has been a long time coming. Edelman, the world’s largest public relations firm and my previous employer, issues an annual study into the state of trust around the world. Over the past few years that study has pointed to a clear trend: the erosion of trust in authority figures and the rise of trust in “people like me.” We called that the inversion of the pyramid of influence. It means that your neighbor is just as much a source of insightful analysis on the nuances of U.S. foreign policy towards Iran as regional scholars, arms control experts, or journalists covering the State Department.

————————

 

And maybe that is my point on the librarian superheroes and thought viruses … the inversion of the pyramid of influence. If that is true <and I believe it to be so> the battle for truth almost demands a new type of expert that people can actually trust. We need truth to be championed by someone other than “Joe my neighbor,”

 

Anyway.

 

Like any good <bad> virus … it is here to stay and a motherfucker to kill.axis truth direction compass tattoo

 

Truth is too important to let the current battle be fought without some superheroes on its side. The truth is the axis munid, the dead center of the earth … when it’s out of place nothing is right; everyone is in the wrong place.

 

Society, and our future, demands librarians to venture out from behind the desk and becoe information literacy superheroes.

 

Yeah. Yeah. Yeah.

That’s just what I think.

 

But I have to tell you a truth … truth is getting the living shit kicked out of it in today’s world and we better come up with a solution soon , therefore, my idea is as good as anything out there yet.

 

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

 

“The person who pretends to not see the truth is committing something much worse than a mortal sin, which can only ruin one’s soul – but instead committing us all to lifetimes of pain.

The truth is not just something we bring to light to amuse ourselves; the truth is the axis munid, the dead center of the earth. When it’s out of place nothing is right; everyone is in the wrong place; no light can penetrate. Happiness evades us and we spread pain and misery wherever we go. Each person, above all others, has an obligation to recognize the truth and stand by it.”

———-

Jacque Silette.

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“I prefer nothing, unless it is true.”

Socrates

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I’ve accepted that everyone in life

October 16th, 2017

frustrate suffer people business outcomes destroy

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“I’ve accepted that everyone in my life is bound to hurt me but now I have to figure out who’s worth suffering for.”

 

—–

Bob Marley (maybe said this)

 

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Well.

 

When I saw the Marley quote the first time I thought about … well … ideas.

 

Ideas — thoughts about what to do as well as thoughts about oneself.

 

Uhm.

 

I would suggest that ideas … and thoughts about yourself … are inextricably linked together. I say that because behind every good idea, and bad idea, is some relationship between you <the idea creator> and someone else <a possible idea destroyer>.

 

 

intangibe idea yet to be future businessBehind every good idea is a good friend.

 

Behind every bad idea, and thought, is a bad friend.

 

And you know what?

 

It could be exactly the same friend.

 

Friends have an incredible knack for exploiting the cracks & crevasses in ourselves.

 

Why do I think this happens?

 

People, humans, individuals, are much much better at destroying something than they are creating something.

 

It’s not that we enjoy destroying <although there is some inherent satisfaction in taking shit apart> but I just think <know> it is easier.

Why the hell wouldn’t do something that was easier?

 

That’s why in business there are a shitload of people that can destroy ideas, people, thoughts, process, systems & institutions and a significantly smaller group of people who know how to build, create and navigate taking an insight into real action.

 

create to destroy 1

There are derivates of this thought like … “easier to criticize than …” … “easier to edit it than create” … “easier to find reasons to not do than to do” and, of course, “you have to break the pattern to create a new one.”

 

But at the core of all the snazzy little catch phrases is the fact 80% of people <at a minimum> know how to destroy and only 20% <at best> know how to create.

 

People just are better at dividing & destroying rather than effectively combining & creating something that ‘holds’.

 

But.

 

........... Pierre Pauselli ..............

……….. Pierre Pauselli …………..

The biggest thing you have to accept is that some people do it because it is easy and, unfortunately, some people do with a sense of focus, ferocity and frequency that … well … it just isn’t being done because it is easy but rather it is being done because they <a> gain personal satisfaction, <b> derive personal value and/or <c> are one of those people who simply enjoy destroying and dividing because it makes them look smarter (‘bigger’) in their own eyes.

 

Building self-value off of the easy path is kind of like admitting you are willing to be the tallest midget. The easy path, the ‘knee jerk’ path, only can help you reach a certain height.

 

A height? Yes.

 

But let’s say it can only attain a ‘rolling hill’ type height and not a Mount Everest type height.

The hardest paths in Life & business are the ones which offer the highest prizes – the monumental type wins <which offer you the highest self-value prizes also>.

 

Ah.

But my <c> … the ones who simply like destroying.

 

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I stopped holding on to people. I stopped revolving my world around them. If they stay, great; and if they don’t, others will come along and replace them, just like others would replace me.

 

—-

unknown

 

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Look.

 

Everything ends <at some point>.

Everyone is gonna hurt you <at some point>.

Nothing ever goes perfectly <at some point>.

Shit inevitably happens <at some point>.

Even creators are pretty damn good at destroying.

And creators don’t always create what they want to create.

Everyone knows how to destroy.

Not everyone either knows how to create let alone even how to create.

 

 

These are the Life truths no one sits you down and warns you about when you are a kid. In fact … many of these are mostly associated with the foibles of telling-truth-piss-you-offadulthood.

 

I don’t know why we don’t tell kids.

Maybe we want them to keep some of their childhood innocence or some stupid shit reason.

 

Shit.

 

I don’t know why we don’t tell adults.

Maybe we want them to keep some sense of the belief that anyone can create, good can come from destruction and ‘constructive criticism’ is a role of the ‘wise.’

 

Destroying shit is easy and you just should accept the fact that people will be more naturally inclined to do it … and not be disappointed or ‘suffer’ it.

 

Other than the assholes who seem to thrive only in destroying, most people are feeling their way through business and Life ‘becoming & unbecoming’ and part of that is learning what to destroy and how to create.

 

Saying that … well … I would say that you should probably very rarely treat someone as a finished human being.

 

And you should just accept the fact they will disappoint you on occasion and that is just a part of Life <and business> you just … well … suffer. Its aggravating and sometimes painful … but it is what it is.

 

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

“It is not fair to treat people as if they are finished beings.

Everyone is always becoming and unbecoming.”

 

—-

Kathleen Winter

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

 

Now.

 

THAT said … well … remember the ones I pointed out who only know how to destroy and actually seem to thrive on it?

 

Those you don’t suffer.

..... intelligence.org Nate Soares ...........

….. intelligence.org Nate Soares ………..

Especially in business.

 

In business you accept that people will hurt you and your ideas but there is absolutely a difference in types of hurt and the ‘destroyers’ should be insufferable.

 

Those who have no clue how to create anything and destroy aren’t worth a shit.

 

And you shouldn’t accept one sliver of suffering them.

 

Yeah.

I know.

 

In business some of these assholes actually make it to some senior position under the guise of ‘needed contrarianism’ and they aren’t really a contrarian … they are just simply someone who has no idea how to create anything.

 

And, yeah, you have to suffer them <at least for a while>.

 

But.

Here’s the good part.

 

You can make them suffer.

 

How?

 

Create something they can’t destroy. That kills them.

 

Anyway.

 

In the end.

 

Everyone is going to disappoint you at some point and a shitload of those same people will also hurt you in some way.

 

The truth is, in business & in Life, managing decisions is all about a thorough understanding of the decision’s hierarchy of needs & understanding the attributes surrounding those needs … and doing so in some finite amount of time … then decide that which generates the most rewarding outcome.

 

Uhm.

“Generates.”

 

Not all people can do this.

And, maybe worse, some people find ‘the most rewarding outcome’ is … well … not an outcome, nor ‘generating’, but rather destruction.

 

Just think about that for one last time.

 

If we all truly seek a rewarding outcome in which ‘rewarding’ is multiple in dimension — a rational reward and an emotional reward – it would seem to me that we would only suffer the people who desire this kind of outcome.  Or at least only suffer those actually interested in generating a rewarding outcome.

 

Destruction is not a rewarding outcome to anyone but the destroyer.

 

We should never choose to suffer destroyers.

create destroy pencil

 

 

Be wary … very wary … of those who you struggle to find any rewarding outcomes associated with them but only find they thrive on destroying things.

 

And remember …

 

 

Behind every good idea is a good friend.

 

Behind every bad idea, and thought, is a bad friend.

 

And 90%+ of the people will attempt to kill your idea and it will be up to you, and how you feel about yourself, to create the possibility your idea will not be destroyed.

 

have one foot in a fairy tale and the other in the abyss

October 13th, 2017

red shoes_adventure_by_zvaella

 

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“We all have one foot in a fairytale, and the other in the abyss.”

 

—–

Paulo Coelho

 

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My anger at the world coils inside of me.

It’s a directionless seething, there’s no name or face to aim at.”

 

————–

Claire Zorn

 

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

 

Well.

 

color outside the linesLife demands us to draw a lot of lines.

 

And more often than we would like to admit … it demands we place one foot on one side of a line and the other foot on the other side of the line.

 

That may not sound … well … right.

Or maybe the best thing to do.

It may even sound like I am suggesting you ‘straddle the fence.’

 

This isn’t straddling … this is about being grounded or balancing oneself.

 

If you don’t place one foot solidly on either side, you can be quite easily consumed by the extremes of Life which are, more often than not, found on only one side of a line.

 

If you don’t place one foot solidly on either side, you can be quite easily consumed by others who seek to consume what you may think you don’t really care that much about <but you should … and actually do when you care to think about t enough>.

 

If you don’t you can be quite easily … well … consumed.

 

I guess what I am saying is that Life demands you pragmatically be active in drawing some lines so that you have some sense of when you are getting too … well … “too”. So you can have some sense of … well … where to actually place your feet that is meaningful.

 

Maybe what I am saying is that many of us have no problem ‘making a stand’ but if you really aren’t sure where your line is then it is quite possible you aren’t really sure you are taking your stand in the right place.

 

Maybe think of it this way.

 

It’s kind of like making sure you have things in perspective when you take a stand.

 

It’s kind of like demanding realistic hope.

It’s kind of like demanding some hopeful despair.

It’s kind of like demanding you believe in some fairytales and some abyss-like darkness.

 

It’s kind of like demanding lines for yourself so you can deal with the lines Life is going to demand of you.

 

Look.

 

I don’t really believe there are angry people … they just have so much anger within themselves that their line is drawn differently than others.

 

I don’t really believe there are dreamers … they just have so much imagination within themselves that their line is drawn differently than others.

 

But here’s the deal.

 

You have to draw some lines.

 

draw your lines and choose your side moralThere has to be some reality to ground some imagination.

 

There has to be some truth to ground some questioning.

 

There has to be some principles to ground some rebelliousness.

 

There has to be some fairytaleishness <I made up that word> to balance out some of the inevitable abyss.

 

You do have to have one foot somewhere other than where your other foot resides.

 

I know.

I know.

 

That sounds a little of whack from conventional wisdom because far more often you hear “both feet on the ground” and shit like that.

 

But if you have two feet on the line … well … you have chosen to stand on a thin balance beam and will teeter your entire life. That is tiring & dangerous.

But if you have two feet on one side … well … you have chosen a life of fairytales … or a life in the abyss.

 

All that said.

 

Yes.

 

There are times you draw a line and make a choice to shift both feet solidly onto one side. I would suggest this is a situational decision and not a “living Life” type decision.

 

That is right and that is wrong.

That is good and that is bad.

That is normal and that is not normal.

 

Those are most likely the moments in which Life says “now, in this time and place, here is the line … on which side to you choose to stand?”

I would suggest sometimes we fuck this up by confusing a ‘Life one foot here & one foot there’ decision and a contextual situational decision. What I mean is that in that time and place you may try and keep your fairy tale foot in place and your abyss foot in place … and mistakenly take on a different type of decision demanding a different type of line.

 

That would be a bad decision.empty shoes

 

In that time. in that place. In that moment.

 

You shift your feet.

 

Sigh.

 

I never suggested lines were easy. Just that Life demands we draw a lot of lines. I would suggest that if you do not draw some lines you will find yourself lost in anger coiled within, or maybe constantly living a less than fairy tale life dreaming it all away, or stuck in some dark abyss seeing no way out.

 

Yeah … lines come in pretty handy at times. Pretty handy in managing Life. I can tell you <for sure> that lines can be pretty handy at helping you decide when something should end … and something should start.

contrarian customer-centric thoughts

October 10th, 2017
free-bad-advice-business-blog-contrarian

………. another Bruce contrarian thought piece …….

 

——

 

‘To prosper soundly in business, you must satisfy not only your customers, but you must lay yourself out to satisfy also the men who make your product and the men who sell it.’

 

——

Harry Bassett

 

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

 

“We are all manufacturers – making good, making trouble or making excuses. “

 

——

HV Adolt

 

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

 

So.

 

compete head hurtsI have probably had to think about, and talk about, the business concept of “customer centric” more in the past month or so than I have had to do in the past decade or so.

 

I have seen so many customer-centric presentations over the years that made my head hurt I am surprised my head hasn’t exploded yet.

 

Don’t ask me why but the oft-horridly interpreted and often mis-implemented concept is making a comeback.

 

Customer centric, simplistically, is the concept of creating a positive customer experience at every point of the pre sale, sale and post-sale.

 

It’s a word we’ve been using for decades <dates back to direct marketing in the 1960s & largely credited to a marketing guy named Lester Wunderman> and most of us in business don’t really think too much about it because we think it is kind of an obvious ‘given’ in business.

 

The problem is that customer-centric has been mangled to a point where we actually have to figure out some wacky ways to define it <most people use it in the sense of putting the customer at the center of everything that is done>.

Frankly, I’ve never met a business person who said their company wasn’t customer-centric.

 

Everyone talks the talk <and have convinced themselves they actually are>.

Well.

I imagine the topic keeps coming up because research with customers keeps telling these business people convinced they are customer centric that … well … they actually are not.

customer experience delivery gap Bain-and-Company 2005

 

The most famous of the debunkers is Bain and Company who shared this enlightened graph back in 2005:

 

 

 

It showcases the delivery gap between how customers perceive customer service and/or customer experience and how executives perceive the performance of their organization in that context.

 

 

Suffice it to say … that gap, which can be scarily extreme, debunks the myth of customer centric in practice when a company simply looks in a mirror and says “wow I’m good looking.”

 

Here is where contrarian Bruce steps into this game.

 

Most business people sincerely want to make customers strategically important to how they go about their business, but they also know what they see from most “customer centric experts’ is bullshit.

 

Therefore, they do the best they can and know that … well … theory is difficult to pragmatically, effectively, implement.

 

Here is where I differ from most of the customer centric experts:

 

  • The most important letter in customer centric is “I.”

 

legacy learn imagine hope mctague“I” as in “what I am good at” and “what I can actually do really frickin’ well” and as in “what is my Inner truth.”

 

Oops.

 

None of that is “what does my customer want.”

 

Look.

 

I never suggest ignoring the customer but I do suggest that before you ever sit down and talk about any customer centric things philosophically, and practically, you better be sure you know what you are good at, what you can actually do and what are the ‘truths’ <good & bad> of your own organization.

 

Most experts talk about “customer satisfaction” and I talk about thinking of the customer as someone with ongoing annoyance interspersed with occasional boredom and indifference.

 

Whew.

Now that sounds tough for any business person out there <and slightly depressing>.

 

But I tend to believe rather than try and build some rosy view most businesses should face … well … reality.

 

The reality is that once you establish customers SHOULD have high(er) expectations they are bound to go largely unmet.

 

Sorry.

That’s truth.

 

That is an unfortunate truth because the majority of customer centric practices choose to try and establish their own “best” to be judged by and … uh oh … they rarely actually keep up with the actual best of the best <because that “isn’t our positioning or what we are about” or because “oh, that is not our industry” or they simply just cannot match the best of the best>.

 

Setting high expectations means meeting the expectations of “customers” who will define everything by … well … EVERYTHING they encounter & experience.

A B2B customer will start thinking “experience” based on how the Starbucks barista treats them or how the Apple online assistance rep treats them.

 

Yup.irritation indifference

 

If you follow much of the customer centric bullshit being fed you, you will end up facing well informed customers who will be in a perpetual state of indifference and/or irritation.

 

  • Indifference will hit those customer centric practices that customers know are underperforming, and that they can avoid due to sufficient availability of the best of the best. If you’re working for one of those underperforming customer centric practices, the scary thing is not just selling less (or nothing). It’s that indifferent customers will stop being forgiving; they will stop being cooperative and giving you feedback on how to be more like other, better performing competitors. They’ll just leave and never return, without telling you why.

 

  • Perpetual irritation is just as bad: this will occur when customers are forced to buy from an underperforming customer centric practice, due to limited or no availability of what they already know is the best of the best.

 

 

In this light, pay special attention to fake loyalty and postponed purchases:

 

 

  • Fake loyalty: customers will continue to purchase from underperforming customer centric practices if the ‘real thing’ isn’t available. To the underperforming customer centric practices, all may seem quiet on the western front, until the best of the best suddenly does become available. Good examples of fake loyalty can be found in the airline industry: millions of frequent flyers around the world know that Virgin Atlantic, Singapore Airlines and Emirates offer a superior experience, but since these airlines don’t fly on all routes, customers have no choice but to fly with subpar airlines now or then, or all of the time. Count on them to vote with their wallets every time new routes are added by these ‘best of the best’ carriers, even if they’ve never flown with them before.

 

 

  • Postponing purchases: some ‘best of the best’ customer centric practices like Apple actually manage to indirectly convince customers to postpone certain purchases. Many customers would rather wait for the iPhone or MacBook Air to become available, than to buy a new phone or laptop.

 

So … what should someone do?

 

The power of “I.”

 

inner truth brand position - Copy

….. Bruce’s consumer version of Inner Truth ………

Let me start with a Brucism — I have not found a lot of successful businesses that suck at everything.

In other words … if you have had some success, particularly if you have had some sustained success, it is likely you have <a> some significant expertise in something and <b> pleased some customers in some ways.

 

I am relentless on having businesses find their Inner Truth. It is often a difficult discussion <because it means admitting you are not good at everything> but by finding, isolating an embracing your business Inner Truth it permits the business to find its value core.

Once you find your value core you are able to insure you foster the attitudes & behaviors that feed into that value equation.

In addition, it insures the business leverages off of that foundation for any new ideas or “asks” of the organization itself with regard to new behaviors and decisions.

 

I have said this before and I assume I will say it a gazillion times again … “stop wishing you were something else and start loving who you are.”

That’s sounds like some bullshit Life coaching advice but the truth is more businesses, especially the ones who start discussing customer centric philosophy, should embrace this advice.

 

To be fair <before I begin my constructive enlightening rant> … the foundational aim for any customer centric practices has been and remains the same as always … to express singularities which consistently distinguish the offering of products and services.

 

And within these singularities … or distinctness … people will seek values, leadership, assurance, clarity … and personality <or character>. Maybe better said … some promise.

 

 

Growing a customer centric practices means it has to fulfill a clear promise. Promises are simple and complex. But suffice it to say, in this case, you make a promise and deliver upon it. Simple as that.

 

Here are some basic steps simplify <or at least clarify> some things that make up the foundation blocks for growing the customer centric practices based on “the power of I”:

 

company assessment

The first step in growing a customer centric practices is to assess the customer centric practices ‘parent’ <the organization itself>. There are several methods for obtaining this information from the end-users but suffice it to say that if you don’t know your company <culture, belief system, aspirations> you will never rear your customer centric practices properly. Never has the quote “be true to thineself’ ever rung more true.

 

good and bad research pepsi

research

Whether you think you need it or not … do some ongoing research.

Research will not only provide qualitative information from key stakeholders, including internal and external customers and influencers, but also flesh out the raw concept that resides in the vision.

The number of interviews will vary according to the typical number of end-users that would have an opinion about your company’s image as well as those ‘inside’ who have an image of what you do well.

The total number of potential end-users may be very small in b2b compared to a consumer product such as toothpaste but suffice it to say you seek to find the gaps & non-gaps of expertise between the organization and end users.

You are seeking some consistent feedback … so you hear the same feedback over and over.

The information collected from the survey is the foundation on which your customer centric practices platform will be established. You may find that once all the results are summarized, the information is very much in-sync with your organization’s internal perception of itself.

 

<note: don’t fool yourself into believing the exercise was a waste of time or a worthwhile effort in this situation … it is not only a sanity check but it also alleviates a lot of second guessing at a later date and plays a significant role in aligning everyone on what matters>.

 

 

Anyway.shared intentions lead people

 

In my experience … 90% of most customer centric discussions that businesses are faced with will begin with the customer.

 

That is the wrong place to begin.

 

Everything begins, and ends, with who you are and what your expertise is and what you can actually deliver. Beyond that … well … customer centric is worthless if you don’t get that right and accept, and embrace, that.

 

 

 

 

Which leads me to the next thing most customer centric experts never tell you <and I am fairly sure most of them don’t think about>.

 

  • Accepting Unevenness.

 

Unevenness?

What do I mean?

customer centric model

 

Well.

 

 

It seems like almost every customer centric discussion seems to incorporate some circle, or some 360degree view, in which you envelop a customer with all the love <functional and emotional> they need to create the utmost satisfaction and undying loyalty.

 

Unfortunately that is just theoretical bullshit because reality is just not that neat.

 

Just as there is no such thing as a well-rounded person there is no well-rounded business in the reality of … well … the real business world.

 

Most customer centric bullshit suggests you need to not only protect yourself on all fronts but also ‘project yourself’ on all fronts.

 

This is crazy.

 

Businesses don’t build themselves that way. Shit. People don’t build themselves that way. You are good at some things and not a good on others.

 

That said … the underlying absurdity in most customer centric modeling is in its suggestion of ‘evenness.’

customer centric learning concept knowledge ignorance

 

The traditional customer centric circle diagram concept suggests you push everyone out toward what they don’t know <boundary of ignorance>.

 

However.

 

Enlightenment, and gaining knowledge to overcome ignorance, is just not that neat.

In fact … it is frustratingly un-neat.

 

Frustrating in that every time you learn something … ignorance still remains … outside your existing knowledge base. And this translates into a state of being perpetually dissatisfied <or the glass is never completely full with knowledge> which obviously can be either encouraging, or discouraging, with a person’s attitude to continue learning.

 

Businesses consistently attempt to fulfill their role in this ‘customer centric process’ by focusing attention on the inside of the circle and keeping everyone carefully inside the boundaries. They do this under the guise of “company consistency.”

 

I imagine the good news is that this helps keep employees from falling off the edge into irrelevant material & learning <and it insures all employees gain knowledge in a logical order> but it also, negatively, impedes upon <a> the way most individuals gain knowledge (which is they follow what interests them) & <b> any knowledge or learning that could be attained outside the sphere of consistency.

 

But here is the really bad news.

 

Organizations are not neat round circles of knowledge. Why? Unfortunately, whether you like it or not, organizations are made up of people, not concepts or robots.

 

As I first wrote about back in 2010  <and have spoken on the topic a number of times> the truth about people is that they become more expert and informed on certain topics at the expense of others. The well rounded circle that might have characterized the “perfect customer centric organization” needs to be replaced by … well … reality.

 

circle of knowledge customer centric learn expertise

The reality of any organization is one of a profile of an expert <or passion on a topic> in some particular domain, and not others, and therefore you will never end up with a perfect circle but rather an ellipse or some wacky trapezoid <or something>, in other words, the circle of knowledge & expertise of any business has inconsistent edges/boundaries.

 

 

 

What this means is that organizations are more like uneven spikey boundaries of expertise & knowledge organisms.

Thinking about your organization with regard to attempting to implement some customer centric concepts will help a business better understand their learning flaws, and learning challenges, but maybe more importantly … better understand their areas of expertise.

 

I say all that because you invariably need to grow your customer centric practices … well … unevenly.

 

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

 

“In short, not only are things not what they seem, they are not even what they are called!”

 

———

Francisco de Quevedo

 

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

 

 

 

Lastly <leveraging my last thought off of the unevenness point>.

 

In a hypercritical world <online critiquing driven world> 360degree perfection is a fool’s errand … and, frankly, impossible.flawed and still worthy optimal new people best

 

The more successful path to being the best you can be is … well … be the best you can be on the things you know you can actually be the best you can be day after day after day.

This builds value and believability.

 

Unfortunately most customer-centric gurus start this discussion in the wrong place.

They almost always begin by identifying “weaknesses” or “where we need to improve/be better”. In other words … they begin with what is not an inherent expertise, or something the employees apparently don’t particularly want to do, and make a decision to invest energy attempting to make the organization … well … something they are not naturally.

 

Unfortunately most customer-centric gurus start this discussion in the wrong place.

Customer centric discussions far too often focuses solely on those pesky demanding customers <remember indifference, irritation and unrealistic expectations>. In other words. You are likely to be chasing perpetually dissatisfied, or indifferent until they are dissatisfied, people.

 

That is crazy. Absurd.

 

The better way to be the best customer centric organization is actually to identify what the company does best, that increases customer satisfaction, and say “how can we make our best better” <so we can ‘own’ that expertise>.

 

Some people may read this as “settling.” Or if they want to be harsher suggest that I am stating something ‘lesser than’ a best customer service focused organization.

 

I would tell these ‘some people’ I am a pragmatist and have a tendency to focus on the truths of reality.

 

What do I mean?

 

ideas break the mold new think conformLet’s face it.

 

In the past a company <or their customer centric practices> could get away with not performing at its peak on some things.  Or maybe taking a day off performance wise.

You could because customers didn’t experience full transparency of the best, the cheapest, the first, the most original or the most relevant.

 

Well.

 

That’s all over.

 

And things are bound to get even more radically transparent. I wrote about this years ago and called it “the expectation economy.” http://brucemctague.com/expectations-as-an-economy   Reality dictates you focus on the few things you can master and be an expertise on, offer expectations on those, don’t overpromise on others <even if competitors do> and be ‘customer centric’ by being authentically honest where you are consistently okay and authentically set expectations where you can deliver upon a ‘customer centric promise’ day in and day out.

Reality dictate your customer centric philosophy comes to life in an uneven pattern which actually can stand under the scrutiny of spotlight criticism.

 

In the end.

 

Let me go back to the most important letter in customer centric is “I.”

In this case it is “ideas.”

 

Ideas are the new currency in business, any business, including the service business. If you have a business focused solely on “making the customer happy” you are on a fool’s errand. In today’s interconnected world expectations <and what makes a customer happy> are driven not by your competition nor any realistically relevant industry benchmark … but rather by whatever that customer has uncovered anywhere in the world to establish a benchmark.

If you and your business try to ‘follow the customer expectation’ one-by-one … well … one will quickly become a ‘none’ <as in out of business>.

 

Regardless.

 

Suffice it to say if you are not in the business of generating new ideas to refresh your ‘customer centricity’ you are not competing in the same world as the rest of the businesses out there.

 

I end today’s thought on customer centric with that last one sentence paragraph because inherent in almost any customer centric discussion is NOT any discussion on ideas but rather “satisfaction.”

 

Satisfaction, at its core as a concept, is about “reaction.” In other words, if I am seeking to increase customer satisfaction I therefore seek ways to understand how I can do it <from them> and … well … do it.

 

Ideas are proactive.

 

And maybe that is the most important word, and thought, in this entire diatribe – proactive. 90% of the customer centric presentations I have ever seen have dripped with ‘reactiveness’ … reacting to what customers want in order to make them happy & satisfied <assuming your ultimate value is driven somehow by effective reactiveness>.

 

This makes my head explode.value timeline

 

Reactive value is the lowest value you can achieve.

Conversely.

Proactive value offers you the highest value you can achieve.

 

I will not argue that an effective customer centric organization has to have some good reactive mechanisms in place to show responsiveness to needs but I will argue with any customer centric expert who stops there. True customer centric business is beating the customer to the spot – with ideas, solutions and service.

That is a proactive model. And that is what maximizes value to a customer, breeds real loyalty and … well … insures the business itself constantly pushes out on its own boundaries of ignorance by increasing its circle off knowledge.

 

Anyway.

 

What I do know … or am 90% sure … is that you will not hear or read any of this from the traditional customer centric ‘experts.’ That either makes me a moron or … well … a contrarian.

 

=====

 

“I am the sea and nobody owns me.”

———-

Pippi Longstocking

 

a pragmatic primer for leading a business

October 6th, 2017

 

ideas thinking group community enjoy the tactic business

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

 

“In general, people are not drawn to perfection in others. People are drawn to shared interests, shared problems, and an individual’s life energy. Humans connect with humans.

 

Hiding one’s humanity and trying to project an image of perfection makes a person vague, slippery, lifeless, and uninteresting.”

 

Robert Glover

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

 

“Never go outside the expertise of your people.” It results in confusion, fear and retreat. Feeling secure adds to the backbone of anyone.

 

—–

Saul D. Alinsky

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

 

So.

 

I was fishing around for some new ways to talk about leading a business <I get old habits new habits forward back progress life choice secretsbored with using the same words and thoughts over and over again> and I came across the Saul Alinsky quote … the second one I used upfront.

 

It resonated with me because I cannot tell you how many times I have sat in some company “forward thinking strategy” meeting discussing how we would expand the business … stretching not only beyond the existing functional strength of the business but also stepping beyond the existing expertise of the employees.

 

This is usually cloaked in the infamous “oh, if we can do this, we can certainly do this” statement … or the even more dangerous “we have always figured it out” mantra.

 

To be clear … progress is always tricky. And leading progress almost even trickier.

 

But, if you want it to be less trickier, ‘feeling secure’ is almost always a great step toward increasing the odds of success.

Now.

You can secure the … well … security … in a number of ways – some reality based and some emotionally charged ways.

 

And that is where Saul Alinsky comes back into the leadership discussion. He big plans ruler universewrote a book called Rules for Radicals: A Pragmatic Primer for Realistic Radicals in 1971.   He wrote it as a guide to community organization <uniting “Have-Nots”, in order for them to gain social, political, legal, and economic power>.

 

What I loved about the Rules, beyond the rules themselves, was that Alinsky believed, when organized and directed well, the community can determine & achieve its purpose & goal. That thought, to me, is exactly the attitude a leader attempts to create <supporting a vision offered by the leader> within an organization.

 

What I loved about the Rules is the rules themselves are actually signposts for how to have a company compete in the marketplace.

 

That said.

 

Let me share the rules and some brief thoughts with the rules. The Rules:

 

 

  • “Power is not only what you have, but what the enemy thinks you have.” Power is derived from 2 main sources – money and people. “Have-Nots” must build power from flesh and blood.

 

Far too often … despite the fact 99% of businesses unequivocally state “our difference is our people” … a business forgets to actually build their power off of flesh & blood.

watch people behavior what they say and doMoney comes and goes.

Machines and infrastructure does what it does.

 

But people, flesh & blood, is the true power. It pays, as a leader, to never forget that.

 

 

  • “Never go outside the expertise of your people.” It results in confusion, fear and retreat. Feeling secure adds to the backbone of anyone.

 

Every business I have been involved with has had an expertise. Uhm. The difficulty is that far too many leaders & managers wish the organization had a different expertise or they aspire to some other expertise.

I, personally, love the thought of isolating a company expertise, consolidating the inside expertise and using it like a battering ram in terms of progress.

People love doing things well and being appreciated for the expertise they have <and not diminished by suggesting they should have another expertise>.

 

 

  • “Whenever possible, go outside the expertise of the enemy.” Look for ways to increase insecurity, anxiety and uncertainty.

 

When I saw this one I almost chuckled. It is so good, so solidly strategically right … and I would guess 95% of businesses never think this way. Oh. They may be happy  identifying a “this is what we are better at than they are” and competing with that in their hip pocket … but I struggle to think of any business I have ever been involved with who has sat down and said “let’s go outside their expertise <and consciously accepting they have an expertise.”

 

Crushing a competitor is always fun but ignoring an opportunity to outflank them is stupid.

 

 

  • “Make the enemy live up to its own book of rules.” If the rule is that every letter gets a reply, send 30,000 letters. You can kill them with this because no one can possibly obey all of their own rules.

 

rule book leading a company behaviorOk.

 

Here is why I loved this one.

I loved it because bullshit & hollow rhetoric and promises/claims are strewn throughout the business world. I can guarantee, with 95% certainty, I could pick up any business’s vision & strategy & ‘rules of the road’ binder and find a significant amount of hollow shit. What would happen if I consciously attacked one of my competitor’s hollow shit? Make them live up to their own book of rules?

I am chuckling.

 

You would crush them.

You would crush them in two ways:

 

  • External perceptions: everyone knows almost all businesses make hollow promises but get aggravated when it becomes too obvious that the promise really is hollow

 

  • Internal perceptions: almost every employee simply accepts that some of the company rhetoric is bullshit but they accept it because it doesn’t really affect them. But if the hollow rhetoric becomes obvious AND a pain in the ass … discontent grows. Bitching at the water cooler increases.

 

This is an awesome leadership thought.

 

 

  • “Ridicule is man’s most potent weapon.” There is no defense. It’s irrational. It’s infuriating. It also works as a key pressure point to force the enemy into concessions.

 

I admit. Ridiculing your competition is fraught with peril. However … having i was not made to be subtle me Brucesome swagger and vocalizing your swagger is … well … infuriating to some competition. It puts pressure on them.

Ridiculing, specifically, what a competitor believes is their most potent weapon will … well … infuriate them.

 

Pick your path wisely … but there is absolutely nothing wrong with swagger, infuriating your competition and putting some pressure on them.

 

 

  • “A good tactic is one your people enjoy.” They’ll keep doing it without urging and come back to do more. They’re doing their thing, and will even suggest better ones.

 

Far too often some strategic guru envisions some tactic that will be smashingly successful and then attempt to imbue some excitement within the people who will actually do it. I think the best strategic thinkers find tactics that people enjoy AND can be smashingly successful. Unfortunately this is harder than you would think. But nothing really good is easy.

 

 

  • “A tactic that drags on too long becomes a drag.” Don’t become old news.

 

Amen.

A lesson we forget every day <and should not>.

 

 

  • “Keep the pressure on. Never let up.” Keep trying new things to keep the opposition off balance. As the opposition masters one approach, hit them from the flank with something new.

 

work value replaced effort smarts businessTactical adaptation is possibly one of the most underrated strategic decisions a business can make. While we talk a good game on this in today’s ‘digital world’ the truth is that most of us chase numbers more than we think about outflanking and expertise advantages. That is kind of the bane of the ‘big data’ world.

 

Numbers are good in judging things but, in the end, people & behavior are not numbers and no matter how good a tactic may appear in a number it can always be replaced.

 

 

  • “The threat is usually more terrifying than the thing itself.” Imagination and ego can dream up many more consequences than any activist.

 

I am not an empty threat guy, however, ‘power is what the competition thinks you have.’ My point here is not to make shit up and offer empty threats but rather the more you can make a competitor think, and worry, about the wrongs things the better off you are.

 

Stoke their imagination.over thinking mess

Make them have high falutin’ meetings pondering “what if” scenarios.

 

I wouldn’t do this to replace any of the other rules … but in combination?

 

Whew. This is good stuff.

 

 

  • “The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition.” It is this unceasing pressure that results in the reactions from the opposition that are essential for the success of the campaign.

 

Sometimes in today’s business world we treat tactics like spaghetti we throw against the wall and hope something sticks. I am not suggesting a business should invest gobs of energy developing operations to maintain constant pressure in INDIVIDUAL tactics but I am suggesting that strategic tactics tend to coalesce and operations can be developed to support them.

I imagine the real point here is hollow tactics may generate some numbers for you but they don’t really make any dent into the competition <which, inevitably, is the key to leading an industry>.

 

 

  • “If you push a negative hard enough, it will push through and become a positive.” Violence from the other side can win the public to your side because the public sympathizes with the underdog.

 

I love this thought because, let’s be honest, we have become a mamby pamby business world. What I mean by that is at the first glimpse of any significant negativity we tend to retreat or retrench. Pushing through a negative is not standard operating procedure in a business today.

 

Let me be clear on this one.

If you do Rule #5 well, you will infuriate your competition. An infuriated competitor reacts <usually with some desire to inflict some negative pain> — they will violently react. If you stay the course, maintain your expertise, well … you can push through and own a positive.

More businesses need to remember this.

 

 

  • “The price of a successful attack is a constructive alternative.” Never let the enemy score points because you’re caught without a solution to the problem.

 

the end game overI call this “consolidating a win.”

I cannot tell you how many times <but far too many> I have seen a business “lose after winning.” It is maddening, depressing & demoralizing … and completely avoidable.

Far too many businesses chase the success assuming they will be able to take a breath and take advantage of the success in a relatively timely fashion.

This is where ideas die.

 

In the take-a-breath moment.

 

This happens for a bunch of well-intended reasons … the most likely one is everyone invests their energy on the attack and a successful attack rather than diverting any energy & time to “what do we do when we are successful” other than maybe a framework of ‘what will happen.’

 

Unfortunately … frameworks do not consolidate.

The solution to this is so obvious I scratch my head as to why more businesses do not do it. Businesses always have two basic levels … the outside structure and the inside structure. The outside is the face of the organization and most typically is the one that pushes through and creates the ‘wins.’ The inside operations gets shit done … I have always had an ‘inside operations team’ well briefed and ready to go and insert them into the breach as soon as the win has occurred and have the ‘fresh team’ consolidate.

I could write an entire ‘consolidation strategy’ piece but suffice it to say your business gains value in a number of dimensions by doing it this way.

 

The larger point with this Rule is ‘don’t lose a win by not having a plan for when you win.’

 

 

  • “Pick the target, freeze it, personalize it, and polarize it.” Cut off the support network and isolate the target from sympathy. Go after people and not institutions; people hurt faster than institutions.

 

Well. Let me share the thought that first hit me on this … “a brand is a promise delivered in the store everyday” <this was The Limited’s phrase>. The point is that a business doesn’t exist if it doesn’t deliver upon what it promises.

 

That said … this is an important rule. As in a REALLY important rule that I bet crushed by objectives short term bludgeon99% of companies do not even think about let alone adhere to. Most businesses target another competitor’s users & customers and go about trying to steal them <persuade them to switch>.

 

Well.

 

What about instead we attacked the company, the support network … the “promise” as it were … and make the people who actually deliver the promise start doubting, or start feeling less than secure, or just “less good about their brand & promise”?

If we did this, we create a gap, isolate as it were, between what the customer thought they wanted and what they perceive they are getting or would get.

 

I love this rule.

 

I admit I had never thought about t this way before … but from here on out it is part of my leadership toolkit.

 

———

 

 

Okay.

 

control goal is to create something that will live together vision Life business

Those are some good rules for business.

 

But you know what?

 

It all comes back to the first Rule and my first quote.

 

Flesh & blood is the real power in any business and … people are drawn to shared interests, shared problems, and an individual’s life energy. Humans connect with humans.

 

Honestly … I don’t think most leaders ignore the fact the people in their organizations are important but I think we don’t elevate them to ‘flesh & blood is the power’ status.

And that is where the Rules come in.

Inherent to each rule, and the success therein, resides with … well … the flesh & blood. That is a pragmatic reminder for leading a business.

 

 

those who tied the knots are responsible for untying

September 17th, 2017

knot getting shit done business solve question

 

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

 

“Those who tied the knots are responsible for untying [them].”

 

—–

Chinese Foreign Ministry

 

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

 

 

So.

 

We talk a shitload about “business problem solvers” or “disruptors” or any number of ‘problem/solution’ type things in the business world.

 

 

knot variants solve problems businessWell … maybe we should talk more about the knots.

 

Knots?

 

Well.

 

I have eased my way into a number of new responsibility positions throughout my career and one of the first things you start doing when you settle in is scan for the knots that are inherently strewn throughout the business.

 

Sometimes these are nicely tied knots someone has developed and set in place to hold together a process or system or principle to insure it holds something important together.

 

Sometimes these are nasty tangled threads created by someone who didn’t know their ass from their toes, or by the system itself <think of a lawn hose by the end of the summer> or sometimes they are representative of well-intended actions by a variety of people over time <trying to improve or fix something>.

 

And while those are all “sometimes”  … all times, all businesses, have knots.

 

That said.

I can also say that untying knots is not for the faint of heart. To do so well is to be part safe cracker, part surgeon and part Navy Seal.

 

Ah.

 

But not everyone views knots the same – in how they occurred and what needs to be done to untie.

 

I would suggest how you view a knot depends on whether you believe in cause & effect <a linear action model> or in a more ambiguous “a cause can create multiple effects’ model.

linear cause and effect thinking behavior knot

 

 

Let me explain a little.

 

When I started n the business world we spent a shitload of time discussing cause & effect, stimulus & response and … well … a lot of behavior based on a linear ‘if this, then that’ type model.

 

Not so much today.

 

In today’s world almost all situations <internal process as well as consumer/buyer behavior> are ‘knotty.’

knot untie business confusing responsibility

 

I often show a picture of an atom in attitudes & behavior discussion but I like the knot metaphor also.

 

Uhm.

 

Yes.

 

This type of thinking, unfortunately, increases the likelihood of ambiguity.

 

Ambiguity is not one of those things the business world tends to happily embrace.

 

To be clear.

 

There is a lot to be said for teaching young business people cause & effect basics.

I liked growing up & learning the business world encased in a cocoon of certainty type thinking. Linear type thinking gave me some clarity and it certainly permitted some fairly easy conclusions and recommendations.

 

Unfortunately I also found, over time with experience, this increases the likelihood of … well … a shitload of bad things – wasted energy, misguided efforts and monies being funneled into activity generating less-than-desired outcomes.

 

But.

It had been linear logic and, therefore, provided some certainty to base the recommended recommendations on.

 

Ah.

 

Certainty.

 

Certainty is something we all crave in business. But we may crave it for a slightly less obvious reason then you may think.

 

Linear permits us to more easily get the one thing almost everyone wants – a way to get out.

Yeah.

 

It’s not really about solutions or answers … simplistically … it is awareness that there could be a way out.

 

Just think about it a little.

 

Most of us when faced with some situation, issue or problem just want a way out of that situation, issue or problem.

 

And, yet, we spend gobs of time talking solutions and most likely invest far too much time & energy extrapolating out “what of scenarios” in seeking what happens when we untie the knot and move forward. It’s quite possible we should be investing more energy, instead, on looking at a knot and simply seeking the best way out of the knot.

 

And that is where linear thinking kicks nonlinear thinking’s ass.

 

With ambiguity the way out is not only less clear but, at times, it can seem like a crapshoot –what is behind door #1, versus door #2 … a well as door #3?

And who the fuck wants that in any business decision maker situation?

 

Which leads me back to knots.

 

As you move up in management, and Life I imagine, you either get better at linear to navigate ambiguity thinking experience business knotseeing the knot and seeing how to untie a knot … or you remain a linear cause & effect decision maker.

 

I would suggest the world can use both; however, the world <business or otherwise> cannot exist solely with cause & effect decision makers. In addition .. each group and drive the other one frickin’ crazy.

 

But … suffice it to say … we need knot un-tiers.

 

Being an un-tier actually consists of two aspects … one attitude and one expertise.

 

Attitude: personal responsibility.

 

You own the knot.

This is a metaphor … a metaphor for a problem and owning the problem.

We all inherit problems. And the most successful of us look at them as knots, not ‘some simple fix <do this/get that>. The most successful of us don’t sit around bitching about the knots, whether they were there already or created by someone else, but go about assuming responsibility for any and all knots and go about untying as many of them as we can.

But here is the thing about this responsibility. We own the knot. We do so because we know that once we are in a position to get shit done … all that matters is getting shit done. And you know you have the responsibility to do what needs to be done to get shit done.

It does no good to say “not my knot.” You have a job … they are all now your knots.

 

I would note that untying knots is kind of a “go big or go home” type venture. I say that because in business once you begin untying … well … you have to keep going. Knots, good and bad, exist for a reason … so eliminating, or rearranging, a knot will have consequences — stopping is not an option.

 

 

Expertise: ability to navigate the interweaving that binds a knot.

 

Untangling is part vision and part deft touch.

Anyone who has ever untied an ‘impossible knot’ knows that you cannot simply tug & pull … you have to ease one aspect and pull another and maybe even push in other place. Deft. And as you do so you have the vision ability to see the unseen parts and get a sense of where one ‘weave’ has appeared and where it has come from, what it crosses and if it is actually entangled with another weave.

 

———

 

knot theory getting shit done do business

—–

 

I would suggest that this is partially an ability to navigate some ambiguity.

 

Ah.

 

That last ‘navigate ambiguity’ leads me to one last thing.

 

Cause & effect thinkers can be a cleverly dangerous group of business thinkers to work with.

Using the business knot as the example … the most dangerous thing a linear thinker can do is offer everyone the false linear cause & effect conclusion.

 

Huh?false linear cause effect knot business decision

 

Think of this knot as like shoelaces. The knot is there with the aglets <the small sheath, often made of plastic or metal, used on each end of a shoelace>. The linear thinker, incapable of untying the knot suggests the knots doesn’t matter because if I have the left aglet, and the right aglet, they suggest “I can clearly see the ultimate cause & effect”.

 

That is wrong. And dangerous for making a business decision.

 

Not to put this too harshly but that logic is like saying “I love all jelly filled donuts” not knowing some are filled with shit.

 

All that said.

 

I will say that once you have tied a knot you do assume some responsibility for it – keeping it, explain it or even untying it. I mention this because a lot of us leave positions, jobs & companies and far too often leave a knot behind with no explanation.

Maybe we are embarrassed to highlight a knot or maybe we just start thinking “not my worry anymore.”

Well.

It doesn’t really matter what you think … you own the knot and you have a responsibility to talk about any and all knots with anyone who may someday want to untie it.

just please act like a grownup

September 15th, 2017

pretending to be a functioning adult exhausting

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

“For in every adult there dwells the child that was, and in every child there lies the adult that will be.”

 

=

John Connolly

 

===========

 

“Refusing to grow up may be a form of rebellion. But really growing up could be a revolution.”

 

Susan Neiman

 

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

 

Well.

 

organizational exhaustion batteryTrump is exhausting. Not his presidency, not his administration, not his lack of policies or lack of any intellectual thought … just Trump.

Trump is exhausting.

 

I have decided he is exhausting because while I have continuously woken up every day hoping that today would be the day he would actually act like a president … okay … maybe just like a business leader … okay … I actually just want to wake up and see him act like an grownup … a grown up.

 

Today, just another day, he wakes up and starts tweeting about London terrorism <which the UK prime minister and Scotland Yard have to respond “not very helpful”>, about an ESPN anchor, about his stupid wall, about … well … too numerous to count. And it isn’t just his lack-of-any-real-thought 140 character tweeting it is also his tween tone, teen sensitivity and teen words/grammar/punctuation.

 

He is not even the junior class president … he is just the gossip girl between classes.

 

Think about it.trump sophmoric dennis

 

Everything is unfair.

He is sad.

Girls confuse him.

I told you so.

I wish everyone would pay attention to me.

Create drama <to Armageddon-like levels when possible>.

 

 

<sigh>

 

 

You would think I would have been smart enough to know that this is the new normal for us but the same normal for Donald J Trump.

 

I mean, what the hell, I wrote the following in March 2016 <yeah … 18 months ago … seems like a lifetime in Trump squirrel years>:

 

—————

 

And then, after my first response, I laughed. I laughed because I sudden realized that every teen in America must be celebrating in the halls of their high school.

 

Trump is one of them.

 

<and imagine the kitchen table conversations now taking place where parents are counseling their children only to hear “you are being so unfair !!! … I was just retweeting what was on the internet … c’mon Mom … Donald Trump does it … you are being unfair …!!!”>

 

Look.

 

stop tweeting trump batmanSit around a bunch of older folk and pretty soon the conversation will ease its way into how the younger generation is addicted to their phones, they cannot think for themselves, twitter is the universe of the mindless illiterate generation, twitter is the death of grammar & punctuation and they believe everything they see on the internet.

 

Suffice it to say, older folk have a tendency to believe handheld technology is destroying young people’s minds <the implication is that ‘sensible grownups would never do the things that immature, selfish, entitled young people would do.’

 

<please note … I do not agree and that when I am involved in this discussion it is typically around that lat comment that my head explodes>

 

Anyway.

 

Trump is what older folk actually fear & believe.

Trump embodies teen twitterology.

 

He cannot stop retweeting and cannot stop from commenting on anything and he tweets before thinking … and retweets anything that comes across his phone that looks interesting to retweet <regardless of whether he has actually checked that it is real or not> .

 

He can summarize his policies, with detail, in maybe 2 tweets issued as he sips his coffee in the morning.

 

After the coffee kicks in it will take about 6 tweets to change the previous 2.

And later in the day he gets to go on air and discuss how the world is unfair <only to him>.

 

This is Trump’s doom loop of consistent inconsistencies whereby the next tweet update absolves responsibility for the less than thoughtful tweets up to that point.

And, of course, it would be unfair to judge him on his 25th tweet when he is already on his 1250th tweet.

 

Wow.

 

 

Dear weakDonald, have you thought about enrolling in high school again so you can troll the hallways as a bully and be the most important boy in the sophomore class?

 

His immaturity almost makes teens look mature in contrast.

 

<source: teens celebrate trump as new leader (‘cause he is just like us) March 25th 2016>

————————

 

Trump’s tweening behavior is tiring.trump tweet mouth loser

 

Exhausting.

 

I just want him to act like a grownup.

 

That’s it.

 

Yeah.

 

The bar is that low.

 

Is that too much to ask?

 

I ask this because I know that being a grownup & “grownuphood” <a little different than adulthood> is all about becoming someone and something … and unbecoming someone and something.

 

The truth about growing up is that we are constantly developing and un-developing and we continue to survive the missteps and step backs and figure out where & how to excel with momentary glimpses of what ‘could be’ … and that is what grownuphood is all about.

 

And that is the ‘growing up’ I fear Donald J Trump is not doing <nor has ever done>.

 

 

If I could talk to Donald J <most likely using lots of pictures> I would tell him that grownuphood is much much better than okay. It is really good. It is much better because while some call it the burden of responsibility I call it “the freedom to enable my destiny.”

 

Yeah.

Destiny kind of demands some grownupness <sorry about that Donald J>.

 

But the prize of grownuphood?

 

You do with your destiny what you want … you can  get angry if it doesn’t happen the way you want but suffice it to say … grownuphood is great because it is YOUR time to make it happen.

 

And I wish grownups would reclaim grownuphood and let the youth have their youth.

And I wish Trump would claim some grownuphood and let the youth have their youth.

 

trump lower tweetBut … this is Trumpville.

 

A place where little makes sense.

 

That is where we seem to live today.

 

Look.

 

He can be an idiot of he wants.

He can be incompetent <because he is>.

He can be an empty intellectual vessel <he is>.

 

But for god’s sake … just please start acting like a grown up.

 

outlines are often vague and it’s the details that count

September 13th, 2017

 

vague definition unclear indistinct

===========

 

“The world is not as simple as we like to make it out to be. The outlines are often vague and it’s the details that count.

Nothing is really truly black or white and bad can be a disguise for good or beauty … and vice versa without one necessarily excluding the other.

 

Someone can both love and betray the object of its love … without diminishing the reality of the true feelings and value.

 

Life is an uncertain adventure in a diffuse landscape whose borders are constantly shifting where all frontiers are artificial where at any moment everything can either end only to begin again … or finish suddenly forever … like an unexpected blow from an axe.

 

Where the only absolute, coherent, indisputable and definitive reality … is death. We have such little time when you look at Life … a tiny lightning flash between two eternal nights.

 

Everything has to do with everything else.

 

Life is a succession of events that link with each other whether we want them to or not.”

 

—–

Arturo Perez Revarte

 

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

 

 

Vague sucks.

 

outline vague certain uncertaintyAnd, yet, I would argue the majority of people only really have some vague outline of how the world works, or how effective or ineffective a leader is, or even only have a vague outline of any specific relationship between cause & affect.

 

This vaguery exists because it takes a lot of work to parse the details, and the appropriate details, and the ‘right’ details to make the outlines less vague and more tangible.

 

Is this work valuable ? Sure.

 

Is this work necessary to increase some certainty in Life? Sure.

 

But the majority of people have shit to do <other than this type of work>. That is neither good nor bad … it just is what it is.

 

A lot of pseudo intellectuals and smartish pundits bitch & moan and gnash their teeth over this but they would lead a significantly less stressful life if they just accepted it.

 

What this means is that in this ‘vague outline’ people inevitably create a vague/semi solid outline belief. From there they look around on occasion and question that outline. The questions raised either support the vague outline or raise doubts and … well … more questions.

 

All the while this is happening more information barrages the vague outline. In this barrage is a confusing mix of real, fake and quasi truths. All these confusing things do in the people’s minds is, contrary to belief, not confuse but rather make the person more dismissive of the incoming confusion and steadier in whatever vague outline they may have constructed.

 

Once again.

This is neither good nor bad … it just is what it is.

 

A lot of pseudo intellectuals and smartish pundits bitch & moan and gnash their teeth over this but they would lead a significantly less stressful life if they just accepted it.

 

Ah.

 

But at some point the questions gain some gravitas. This can happen several ways but let me point out two:

 

  • The questions themselves coalesce into some easy to understand ‘blob’ from which people who have a vague outline decide … my vague outline is wrong <or sucks>. Let’s say that this is the point at which the doubts and questions begin to outweigh the beliefs that created the vague outline.

 

 

  • Someone weaves a narrative using the doubts & questions into a relatively succinct, believable and non-hyperbolic driven framing of an outline which people look at, scratch their heads, go “hmmmmmmmmm …” and decide this new vague outline will replace the one they had in place. Oh. To be clear. This narrative must not only use the doubts & questions to dissolve the current vague outline but must also offer an alternative vague outline <outlines need to be replaced not simply destroyed>.

 

 

The first never happens fast enough to people who just cannot understand how and why some people have decided to live with some vague outline <that just seems ‘not really a smart outline’ to them>.

 

The second is not as easy as it appears. It isn’t as easy because problems are rarely as clear as we would like them to be and a narrative never lives without the context of all the barrage of real, fake and quasi truths impacting and denting and solidifying a vague outline that already exists. Or someone weaves a  great narrative to destroy but forgets to offer an alternative.

 

In other words … everything has to do with everything else.

 

I imagine I have two points today.

 

 

First.big-decisions-stress-uncertainty

 

We humans have come to accept a certain amount of uncertainty with regard to our lives and our decisions. This uncertainty is also built into the vague outlines we tend to construct for ourselves. What this means is that the construct of our beliefs and thoughts and ideas may be certain to us and, yet, its silhouette accommodates some uncertainty.

 

I began today by unequivocally stating that vague sucks. And I believe 99% of people would agree that it sucks. but in today’s world the majority of people have enough shit to do that they slot their thinking thoughts time. in one slot they place unequivocal certainty type thoughts. In another slot they place the “I will always be uncertain about this shit and thank God there is someone else at some higher pay grade than I who can be certain about it.” and, lastly, we slot all the shit in which we have formed some vague outline which accommodates a certain degree of uncertainty.

 

My point here is we tend to make this a binary discussion where the reality lies in a more complex mix of vagueness & clarity, certainty & uncertainty.

 

Second.

 

uncertainty-principle-here-thereCertainty, in and of itself, has degrees … it is not a simple black or white binary.

 

People can have vague outlines AND have questions with regard to their outlines … and not want to ditch the outline. “How can you still believe that?” may be one of the most misguided and unenlightened questions that has ever existed.  It completely misses the point in that it assumes ignorance, stupidity or some negative trait in order to hold on to some vague outline regardless of doubts.

A vague outline is a choice.

No more and no less.

We question choices all the time and, yet, remain with the original choice despite some fairly extensive doubts.

I say this because that said … it is silly to point out doubts and questions as a reason to ditch a vague outline. My easiest example is President Trump. His followers have a vague outline of what they like and believe about him. We scrutinize them for doubts and questions and when they share them we immediately pounce and suggest “then how can you still believe in your vague outline!?!” <usually said with a slight overall disbelief & wonder>.

Within their lives of doing shit that is important to them they created a vague outline of who and what Trump is, or isn’t, and … well … uncertainty was built into their certainty. The moment they will begin to disbelieve their vague outline is when the uncertainty overpowers the certainty. Until then … we should stop acting confused that someone believes what they believe.

 

Anyway.

 

I love the quote I opened with even though I hate vague. The truth is that we all live with some vague outlines albeit your vague outline may actually be one of my non-vague outlines, and vice versa. And when they are in conflict then … restless spirit fly vaguewell … there is conflict.

 

All that said … while vague sucks there is a reason we do it … and this reason is not stupid, nor unenlightened nor ignorant.

It is just damn practical to have some vague outlines.

 

 

Life is an uncertain adventure in a diffuse landscape whose borders are constantly shifting.

 

 

Life is restless.

Our vague outlines need to accommodate some of its restlessness. Not recognizing that is either naive or foolish.

 

the oversimplification crisis

September 11th, 2017

 

occam economy choice simplify

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

We miss out on the value of the message itself as a vehicle for driving virality.”

 

Jonah Berger

 

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

 

“Say something meaningful in an interesting way.”

 

Bruce McTague

<author of “the shortest business book ever written”>

 

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

 

 

So.

 

 

oversimplification wrongThis is about how we have a simplification crisis.

 

 

Ok.

This is about how we have an oversimplification crisis.

 

This crisis is making us … well … stupid.

 

 

Ok.

This crisis is making us stupider.

 

 

Look.

 

What I mean is that in a world in which we know that everything is complex, and more often than not, more complex than our own pea like brains can handle, we unerringly swerve toward simplistic headline conclusions and oversimplifications and absurd bullet point conclusions.

 

This surface skating intellectualism just makes us stupider.

 

Now.oversimplify assumption risk life business

 

We may convince ourselves we do this simply as a mental survival technique but I would argue, and I do, that it actually is the opposite of a survival technique … it is destructive behavior. It is destructive in that it destroys the overall thinking of what is actually a population quite capable of being intelligent, if not intellectual.

Yeah.

It makes us stupider.

 

I thought about this the other day because I have conversations with some incredibly smart and talented people who know a shitload more about more things than I could ever imagine and this topic came up. I note the smartness of these people to highlight how unusual it is that I can say something that actually can make a group of these people stop, be silent and then go “hmmmmmmmmmm.”

It is a rare thing.

 

And, yet, it happened the other day.

 

After some extensive conversation on North Korea, global trade challenges, Trump <of course> & foreign policy we opened the discussion to “what is the biggest challenge facing us …”

 

My thought drew some <thoughtful> silence.

 

I said “oversimplification.”

 

To me … oversimplification misleads and creates bad decisions and, worse, creates bad thinking <which leads to bad opinions, attitudes and thoughts>.

 

And I offered a couple reasons why I believe this is happening <I did this because if you can identify the issues you can find solutions>:

 

 

We have convinced ourselves we do not have time for complex

 

 

big fat waste of my time business show for itGoing back to the ‘destructive behavior’ thought I shared earlier …  oversimplification is anything but efficient. It actually demands more time in a variety of ways. The two simplest ways it does so is <1> the time we over invest attempting to isolate the simplest version of what is anything but simple and <2> the amount of time & energy we have to invest explain everything beyond the simplistic tripe initially offered, to thwart misguided behavior & reactions to the oversimplified offering & to redefine the oversimplification into bifurcated parts of the oversimplified whole.

 

We do this destructive behavior because we have convinced ourselves that we all have shorter, and shortened, attention spans.

We do this destructive behavior because we have convinced ourselves that people best retain “one thing.”

We do this destructive behavior because we have convinced ourselves in our perceived “never enough time” world we have to topline everything <to fit everything in>.

We do this destructive behavior because we have convinced ourselves that in a blizzard of nonstop things constantly vying for our attention the only way to capture someone’s attention is in some pithy soundbite.

 

Basically we have convinced ourselves that hollowing out an idea and a thought actually benefits not only the idea and the thought … but us!

 

This is fucking nuts. Absolutely crazy.

 

Unfortunately, and truthfully, some things are just too complex to communicate in a sound bite or in 3 seconds or less.

 

No matter how brief and simple you want to make it … well … it is neither brief nor simple. It is complex and sometimes the opposite of brief.

 

It isn’t just about telling a story.

 

Nor is it just about finding influencers to broker the story.

 

Nor is it just about practical value.

 

Nor is it just about emotion.

 

Unfortunately it is a combination of those things. Yeah. Effective communication is … uhm … complex.

 

 

We have convinced ourselves that simple & simplicity is reflective of common sense.

 

 

time to do it right do it overI admit.

 

I have never been shy about calling bullshit on the simplistic tripe being spewed under the guise of ‘expert advice’ or ‘common sense.’

 

That said.

I will suggest no topic has  been tortured more by common sense than simplicity.

 

 

Common sense suggests the simplest thing is the best.

 

Common sense suggests it is easier for a person to remember one thing and one word.

 

Common sense suggests in a complex world we humans crave simplicity.

 

Common sense suggests in a busy world we only have time for simplicity.

 

Common sense suggests a lot of nonsensical bullshit.

 

I will not argue that making something as simple as it can be is good but … well … simplistically … oversimplification is misleading and ultimately creates bad less-than-informed decision making AND thinking.

 

We have used this common sense simplicity bullshit for one simple reason — it serves us well in challenging the most established legitimate rule of Life & things. And that rule is “the world is complex.”

 

We embrace simplistic solution after simplistic solution, all labeled as ‘common sense ideas’, which are often counter to what an expert would suggest <which is often deemed “too complex”>…  only to find 90% of the time common sense was not only just simply wrong but also made us stupider.

 

I have written about simplicity and the complexity of finding the simplest way to communicate the complex many times and as I do so today I would remind everyone of what Jonah Berger offered us for a nifty sound bite compilation of sound bites to create a sound bite philosophy:

 

Here are his STEPPS for making anything go viral:

 

–          Social Currency: We share things that make us look good (even if that means pictures of our cat).

 

–          Triggers: Easily memorable information means its top of mind and tip of the tongue.

 

–          Emotion: When we care, we share.

 

–          Public: Built to show, built to grow.

 

–          Practical Value: News people can use.

 

–          Stories: People are inherent storytellers, and all great brands also learn to tell stories. Information travels under the guise of idle chatter.

 

And while this is about “making things go viral” it is actually about finding the simplest way to communicate complex shit in a way that it is actually retained in a cognitive way.

 

I would also note that this dos not reflect “one simple thing”, sometimes your total obliviousness blows my mindit does reflect the complexity of reality and the mind and it reflects how to … well … help make us less stupider.

 

Ah.

Cognitive way.

As in “we actually understand what it is we heard, saw or read.”

 

That is an important thing to ponder because over simplification cheats cognitive value as well as the value of whatever it is you have to offer people. Simplicity may be “memorable” but it doesn’t really lodge itself in anyone’s mind & memory in any meaningful way.

 

In fact.

 

The less depth you offer in your oversimplification the more you are at the mercy of the mind that decides to remember you. What I mean by that is if you don’t provide the depth the mind will create some perceptions around whatever it lodges in the pea like brain.

 

Uhm.

 

This means the pea like brain lodges only what is actually the brain’s perceptions of what to remember and not what you <a> know to be true, <b> think it may be important for that mind to know or <c> want the brain to store away in its mind.

 

faulty reasoning oversimplification overlookI imagine what I am talking about is some wacky version of awareness versus engagement but that shit is bullshit too.

 

It’s all bullshit because we should be turning away from simplification and engagement and connection and simply focus on “say what you need to say to persuade someone to think or do what you want them to think or do.”

 

All the other bullshit just confuses things.

 

If I tell someone that ‘being noticed ‘ is the most important thing, than some asshat is gonna come up with some zany oversimplified shit that gets noticed but doesn’t effectively communicate one thing <let alone all the things you may have deemed truly important in the beginning>.

 

I admit … I balk at a lot of the bullshit offered online about simplification <and the importance thereof> because … well … it is an oversimplification which diminishes the importance of ‘communicating depth’ and increases the importance of ‘being noticed.’

I do not like that equation.

 

Effective communication is not a binary choice.

 

Effective communication, as with almost everything, is a complex challenge in communicating a complex thing well – because if you can communicate a couple things well it actually increases the perceived value <which then inevitably creates a stronger “memory stamp” … with value attached!>.

 

Which brings me back to our oversimplification crisis.

 

I could clearly argue that in today’s fragmented messaging world where information multiplies at light speed and a day still remains 24 hours that we humans are constantly honing our “incoming thoughts” filtering mechanisms.

 

I could also argue that our filtering system, as it exists today, sucks.

 

We have dumbed down our communication and thinking behavior to such a hollowed out status the majority of time we skate along the superficial irrelevant surface of reality.

 

If we are lucky, the ice doesn’t crack.

 

But the truth is that oversimplification only offers the thinnest of ice to skate on and inevitably we fall thru the ice … over and over and over again.

 

Uhm.

 

And in the business world falling through the ice is bad. It is, metaphorically, making a bad decision based on shallow thinking and paying for it.

 

Yeah.

I did say the biggest issue we face is oversimplification.

I said that because if I can solve this, if I can have smarter people communicating complex things more smartly and I can have more everyday schmucks understanding that simple solutions are more often like trying to place a square peg in a round hole … well … I think it unravels a shitload of other problems we face in today’s world.

 

I imagine I am arguing that if more people are less stupid and more aware of the reality of things the more effective & efficient we will be in addressing the difficulties reality tends to place in front of us.

 

period end-of-story_design

 

In the end I will go back to where i began … “say something meaningful in an interesting way.”

 

There are no rules nor boundaries in this statement.

 

You use as many words, or as few, as you need to say … to say something meaningful in an interesting way with the intent for it to be understood … and, ultimately, persuade someone to think something.

 

Period.

Enlightened Conflict