Enlightened Conflict

Order and Chaos

February 3rd, 2017

order chaos consistent hugh

 

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“There seems to be a kind of order in the universe … in the movement of the stars and the turning of the Earth and the changing of the seasons.

 

But human life is almost pure chaos.

Everyone takes his stance, asserts his own right and feelings, mistaking the motives of others, and his own.”

 

—-

Katherine Anne Porter

 

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Well.

 

What an interesting thought this quote offers.

historic thinkerSuggesting that it isn’t Life that is random and chaotic … but rather us.

 

Hmmmmmmmmmmmmm.

 

This suggests that Life, if left alone, would be quiet, orderly and consistent.

That is something quite contrary to what I have written and what I believe most of us tend to think about.

 

I know I tend to think of Life as indifferent to us and , in fact, tends to care only about itself and its humorous existence by randomly pulling the strings of our Life on occasion just to make sure we are paying attention.

 

What if I have been thinking about it all wrong?

 

What if it is really just us crazy humans and not Life itself that creates the sometimes quirky zigs & zags in Life?

 

Wow.

 

If it is us then … well … we all better get our shit together.

 

This would mean that not only do we need to stop thinking about how we adapt to the quirks of everyday life but that we need to become better fighters of better human behavior <and attitudes I would imagine>.

 

Why?met the enemy and it is us pogo

 

Well.

 

Because this means the enemy is us.

 

This would suggest that there is, and will always … always, be something good we will need to be fighting for.

 

This would also suggest that what we see as true individual autonomy, which we most often associate with a sense of freedom, is a false narrative.

 

It is false because our self-interest and autonomy is not unfettered by rules or obligations to others but rather constricted, or fettered, by other people.

 

I would imagine we could view this on maybe several levels … our own self interest, imposed self interest <rules and guidelines set up by some larger entity> and the other persons’ self interest.

 

We then see the world as an orderly place if, and only of, all those things are aligned and all have the same interest at the same time for some meaningful amount of time from which we can get some sense of orderliness.

This would also then suggest that any adversity is not Life imposed but self imposed <if not by you but by someone else>.

 

But there is another aspect. I need to go back to the interest trinity of own self interest, imposed self interest <rules and guidelines set up by some larger entity> and the other persons’ self interest.

opinions fight myself

For if we only seek obedience to the ‘imposed interest’ we are doomed for failure.

Simplistically this is why authoritarianism and totalitarianism and autocracies fail.

They try to impose self interest which, more likely than not, does not actually align with real self interest and this generates a feeling of adversity … and chaos.

Which is slightly odd in that we are generating chaos from order.

All this does is point out that imposed order is more likely to create chaos than not.

 

There is a phrase called ‘obedient autonomy’ and I am purposefully misusing it to make a point.

 

Individualistic autonomy is a false narrative. Yes. we can make individual choices but unless we are on some island, alone, … we inevitably interact with other people and are connected culturally in a variety of ways.

 

We must have some self-imposed order to enable the greater whole to have a greater good.

Our self imposed order limits chaos created by people … not created by Life.

 

And … if we get our self imposed order wrong? Whew. It only creates more adversity, more angst, more friction and more inefficient cultural and societal behavior.

 

All that philosophical mumbo jumbo aside … here is my point.

 

We sometimes confuse what appears to be a disorderly and uncertain world with what is actually just disorderly and uncertain people.

 

Therefore, maybe we confuse chaos or randomness with what is actually unpredictability due to our lack of understanding or information <or maybe a thread of ignorance>.

next generation of thinkers

I believe we all know that there has to be some kind of standard, some kind of mutual agreement and that ‘some’ means it should be captured in some laws, rules and guidelines. That is not really ‘imposed interest’ but rather ‘interest captured in guidelines.’

This shouldn’t be that hard to grasp because, similarly, we all know there are clearly some scientific laws that govern the universe.

These are the things that help make some aspects of life predictable and orderly.

 

I read somewhere … there isn’t really much variation from stone to stone, or from lion to lion, or from cloud to cloud to us people. Therefore, you would have to say that without people the universe is extremely orderly with the occasional exception that actually proves the rule rather than disprove this rule of thinking.

 

Therefore, if we see randomness or we see chaos, it is not ‘the world’ nor is it some ‘universe thing’ … but rather people and personalities creating what we “see”.

 

 

thinker thumbtackWhy does that matter?

 

Because what people make … people can unmake.

Just ponder that when you think about a universe and world and Life which seems uncertain and out of control.

 

It is people creating that feeling of chaos & uncertainty and those people’s behaviors can always be constrained and contained by other peoples who are in the right and seek some orderliness.

navigators versus sledge hammers

January 4th, 2017

Innovative solution plan as a pencil trying to find way out of maze breaking through the labyrinth as a business concept and creative metaphor for strategy success and planning achievement.

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“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.”

—-

Plato

 

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“A person who can think differently and truly on his feet will always find it difficult to sit and fit as an employee in a workplace, for his attitude & approach towards the work will often hit the ego of most co-workers.”

 

Anuj Somany

 

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“If u want to work in Corporate, then u should know how to play Chess.”

honeya

 

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Ok.

 

I was asked recently about a past job I had where I had struggled to be sledge-hammer-maze-business-get-shit-donesuccessful. After hemming and hawing a little <I have never really been sure what hemming or hawing was> I answered “the position required a dedicated navigator with navigator skills and I am a sledgehammer with some navigator vision.”

 

<note: I didn’t understand that until actually into the role & assumed responsibility>

 

 

Yeah.

 

I am a sledge hammer.

Always have been and I assume I always will be.

 

I respect navigators but they are too slow for my tastes, far too often worried about political correctness and always too skewed toward what is important politically versus ‘what is the right thing to do.’

 

Ok.

 

Let me explain navigators and sledge hammers.

 

In business, there are just some people who see office politics <which all organizations have whether you like it or not> and they have the skills and vision to navigate them to get shit done <they also tend to benefit personally with this skill>.

 

In business, there are just some people who want to get the right shit done and believe if it is right then … well … it is better to just say ‘damn the torpedoes and full speed ahead’ rather than screw around with navigating people’s feelings and politics.

 

 

Now.

 

That doesn’t mean that sometimes a navigator isn’t more effective and that a navigator, which is tightly associated with someone who can play office politics, is always a corporate whore.stay the course direction path compass

 

That also doesn’t mean that there aren’t navigators with good moral compasses because there are a shitload of navigator managers who are skilled organizational politicians who do not showcase questionable behavior or even distastefully ‘sucking-up’ behavior.

 

Pretty much any leader worth a shit takes a realistic approach to managing around workplace politics. This does not mean they are ‘political’, per se, or want to play the political game … it’s just they understand that you have to navigate competing interests, whatever resources may be available, the nuances of what is viewed as authority <and who has the authority … which is most typically “enough to hang yourself’>, the bendable organizational rules and whatever information is available.

 

And, to be clear, the best of the navigators have a sledge hammer in their tool box <and use it on occasion>.

 

And, to be clear, the best of the sledge hammers have either some navigational skills or, at minimum, navigational vision <i.e., they can ‘see’ the politics and organizational rubble affecting your path>.

 

Me?

 

I am a sledgehammer.

 

I like to get shit done.

do what communiqueAlways have and always will.

 

Okay.

 

I like getting smart shit done.

 

And I really like getting smart ‘right’ shit done.

 

The nuance between that stuff is clear … if all I did was get shit done, smart & right being set aside, politics and navigating would become almost irrelevant.

Because then you are simply a doer <not a thinker or a thinker/doer>.

 

But even as a sledge hammer you recognize that whether you hate it, admire it, practice it or avoid it, office politics is a fact of life in any organization. And, like it or not, it’s something that you need to understand to insure not only your professional success but the success of the good shit you want to do.

 

Yeah. Sure.

“Politics” certainly has a negative connotation. It most often refers to strategies people use to seek advantage at the expense of others or the greater good.

In this context, it often adversely affects the working environment and relationships within it.

 

<and sledge hammers abhor this type of politics bullshit>

 

I hesitate to suggest there could ever be something called “good office politics” but some organizational expert asshats believe that is the kind of crap you do which helps you fairly promote yourself and your ideas <they call it networking and stakeholder management … I call it the ‘necessary bullshit you just have to suck up and do in order to get good shit done’>.

 

As a sledge hammer I realized that there were some things that a navigator thinking-maze-navigator-business-sledge-hammer-do-shitwas good at and I should learn if I wanted to be a more effective sledgehammer.

 

About the only thing I truly value in a navigator is “social astuteness.”

 

This is the ability to read and anticipate situations – allows you to prepare, adapt and tailor your behavior based on the people and conditions around you.

In my words this is being aware of the people & what they believe and the situation organizationally.

 

Let’s just call this “context” <at least that is how a sledgehammer views it>.

 

Now.

 

Being aware is different than acting upon it.

Being aware meant that it prepared me, and my groups, to manage the carnage or consequences of slamming your way straight thru a maze.

 

As a sledge hammer it pays to understand the real map, or maze, of the organization.

Internal politics, more often than not, has little to do with the real organizational chart they give you when you sign on.

 

Someone outlined this important crap to be aware of really well:

    Who are the real influencers?

    Who has authority but doesn’t exercise it?

    Who is respected?

    Who champions or mentors others?

    Who is “the brains behind the organization”?

 

 

As a sledge hammer I realized there were absolutely some things that were in my control as I bashed my way through the middle of the maze getting to where I believed an idea, or the business at large should go.

 

office-politics-navigator-sledgehammer-business-jerks-speechBut, as a sledge hammer, I also recognized I needed to manage my own behavior <this lesson took some time … and learned thru some painful trial & error>.

 

Through watching others and some painful trial & error you learn what works in your organization’s culture.

 

But you learn really fast … as in REALLY fast … that as a sledge hammer you invest exactly 0% of your time and 0 energy on:

 

 

  • Gossip & spreading rumors: you learn to shut up and even when you hear something you wait and assess the credibility

 

  • interpersonal conflicts – you avoid “like/dislike people” discussions and certainly do not get sucked into arguments

 

 

  • Integrity above all: this is a sledge hammer mantra … be professional, do not cut corners, do things right and always remember the organization’s interests

 

  • No complaining: a sledgehammer accepts it will not be easy and you don’t whine about the tough path you have chosen <because it is the path you have chosen>

 

  • Confidence: a sledgehammer is assertive not arrogant, proactive maybe edging on aggressive without ever sneaking into aggressiveness

 

  • Never personal: a sledge hammer has only one thing in focus … the good of the organization <it is NEVER personal>

 

  • Transparency:  assume everything is gonna be seen anyway so you may as well share it all

 

 

Look.

 

Here is what I know.

 

no-way-said-that-in-a-meeting-sledgehammer-goes-right

……… whoa … did you guys do THAT ………..

When you are a sledgehammer and everything goes right it is not only the best in the world for you but organizationally everyone kind of goes “whoa, that was something.”

 

<which is kind of cool and makes it all worthwhile>

 

 

I will admit.

 

Being a sledgehammer is a lonelier way to conduct business than being a navigator. It isn’t that you are not liked nor does it mean you aren’t viewed as a team member at the table but navigators, I tend to believe, are just more social human beings & employees.

 

But sledge hammers have one thing in common … we are all homesick for an organization where we can not think about anything but getting good smart shit done.

 

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“I am homesick for a place I am not sure even exists.

One where my heart is full. My body loved. And my soul understood.

 

(via lipstick-bullet)

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raincoats

December 29th, 2016

 autumn-rain-fall

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“Because of the way this garment <Mackintosh raincoat> is made.

There is no stitching involved, it’s completely bonded/glued, in order to keep the garment completely waterproof. I owned a vintage Mac that I wore for years in my early twenties until someone stole it at a party.

Even after literally doing everything to wear it out, that coat always looked immaculate.”

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Ok.

 

Today is the 250th birthday of the guy who invented the Mackintosh raincoat <a Glasgow Scot named Charles Macintosh>.

 

 

 

raincoat-charles-macintosh-google-doodle

 

I used to own a Mac. It was hot when wearing … but that sonuvabitch kept you dry as a bone.

 

Alas.

 

I believe it was a victim of one of the dozens of moves I have made as part of some garage sale or some Goodwill donation as I was purging things <that I only ended up rebuying again at some point>.

 

Charles Macintosh was a Scottish chemist and inventor of waterproof fabric.

 

Why am I writing about raincoats today <other than the fact I rue ditching my fabulous Mac>?

 

It is a reminder that inventions don’t have to be glamorous and that inventing is rarely glamorous.

 

It is a reminder that even with all the apps being ‘invented’ almost 95% of them are wasted energy and wasted money.

 

It is a reminder that most of the inventions that truly matter to us are the fruits of labor and not complete ingenuity but rather a practical ‘what the hell can I do with this’ attitude.

 

For example.

 

Macintosh had a nothing-wasted mind-set.

 

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His discovery of the long-sought solvent for rubber came out of his search for uses of some of the nastiest by-products of the nineteenth century progress,” Barnett writes. “Gas lamps were becoming popular in the cities of Europe, lighting up the wealthier streets and private homes. But the tar sludge left behind in the manufacture of coal gas was a public menace … Macintosh saw practical uses in the sludge and wastewater, which include valuable ammonia.

In 1819, Glasgow Gas Works was only too happy to sign a contract to sell him all the waste it produced.”

 

According to Today in Science, the sludge led to Macintosh’s famed invention:

In June 1823, Macintosh patented his process using a solution of india-rubber in naphtha soaked between two layers of cloth forming a sandwich that was pressed together. The rubber interior provided a layer impermeable to water, though still flexible.

His patent, No. 4,804, described how to “manufacture for rendering the texture of hemp, flax, wool, cotton, silk, and also leather, paper and other substances impervious to water and air.”

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From the nasty by products of civilization, which were thrown out as useless by the majority, one guy developed the rainproof fabric.

 

lamp bulb tulips isolated on white with clipping path

My point is that great ideas rarely arise from nothing … they arise from something. And they arise from someone who sees something in what others deem as useless or unimportant or some version of waste of time.

 

My point is that even disruption is defined by “discovering an unconventional way to do conventional things.’

 

My point is that the most meaningful inventions, the ones which impact the way we live, are not glitzy or glamorous or ‘seeking to be a global brand’ but rather pragmatic, practical and part of a way of living Life.

 

My point is that the best raincoat in the world was made from human excrement and industrial waste.

 

My point is that everything is useful.

 

young people smarter egg context

My point is that it is fairly likely that the next great idea is not going to be found by some branding guru or within some big high falutin’ brand but from someone we don’t know working in some garage using all the shit, some ideas and probably some random by-products … that all the ‘smart people’ have thrown away.

 

Enlightened Conflict