Enlightened Conflict

come to an entirely erroneous conclusion my dear Watson

June 9th, 2017

conclusion header facts truth

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“I had,” he said, “come to an entirely erroneous conclusion, my dear Watson, how dangerous it always is to reason from insufficient data.”

 

Sherlock Holmes

<The Adventure of the Speckled Band>

 

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“When we get better understanding or the facts or evidence don’t agree with the theory we must change the theory and change course.””

 

Sherlock Holmes

 

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“… when you hear hoof beats behind you don’t expect a zebra.”

 

proverb

 

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So.

 

“I believe” may be two of the most dreaded word you can hear in today’s world.

i believe hand writingThose two words may be this century’s version of throwing down a gauntlet or challenging someone to a duel.

 

“I believe” has been bastardized in today’s world to actually mean “I know” <but people have convinced themselves if they soften it with ‘I believe’ people will think they are more open to listening and true discussion>.

 

Facts matter. And they matter a shitload not only with truth but in the battle between I know and I believe.

 

The problem is that while facts are facts … two facts can coexist in the pursuit of “I know.”

 

Shit.

The truth is that … well … truth , the unequivocal kind, is most likely borne of let’s say 8 facts <I made that number up> coexisting … which when arranged into a pattern make up an unequivocal truth.

 

This means unequivocal truth … or let’s call it good solid “I know” is made up of a puzzle of facts … not just one fact or even two.facts conclusion truth think

 

The practice of Truth is actually a profession of facts.

 

Using legalese for binding of contracts … by means of facts, truths are created and beliefs come into existence. Yet, in spite of all good intentions, the meanings of individual facts are not always clear and unequivocal. They may be capable of being understood in more ways than one, they may be doubtful or uncertain, and they may lend themselves to various interpretations by different individuals.

 

Following that thought … this means, when differences in understanding are not resolvable, divides in “beliefs” occur and dysfunction, in terms of lack of progress, occurs.

 

Once again, in legal terms, this is called “ambiguity.”

 

void delicious ambiguityParadoxically enough, the word ambiguity itself has more than one interpretation.

 

The general meaning has to do with how things are said, the words that are used, by someone and how those words are understood.

 

Ambiguity occurs where the two are not in alignment. The lack of alignment actually springs back upon the facts themselves in a vicious way — the fact itself comes into doubt.

 

Sigh.

 

But facts are facts. The problem isn’t about the fact but rather most truths are more complex than one fact. Unequivocal truth is grounded in … well … 8 facts <once again, I picked 8 out of the air but you get the point>.

 

This problem gets compounded by how people elect to actually use facts.

 

Using my 8 let me tell you what I mean. The expert, the most knowledgeable, array of facts truth findingwill stack up the 8 facts from top to bottom in order of priority … but all relevant to making and truth unequivocal.

 

 

 

Then we, the non-experts, get in the game.

 

Some of us use the highest priority fact … and that is all.

 

Some grab the facts we want in the order we want and create the truth we want.

 

Some may actually use the 8 but decided to prioritize them in a different order.

 

All are using facts. Most are using them improperly or in an incomplete way. And, inevitably, 90%+ end up with an “I believe” and not an “I know” stand.

 

I know. I know. We all wish truth could be easier and, in fact, many people flippantly suggest truth is simple <or simpler than we make it out to be>.

 

Here is what I know about that. Using the thought I used upfront in this piece “… when you hear hoof beats behind you don’t expect a zebra.”

Well.

An expert, maybe a horse trainer, could hear the hoof beats and tell you with 95% confidence the breed, the weight and the type of horse coming up behind you. The dreamer will suggest it could be a unicorn. The pragmatic will narrow it down to a horse, zebra, antelope or some 4 hoofed animal.

truth facts numbers understand question

Truth is less than simple and more in need of facts than we like to admit.

 

Yes.

 

The trouble with unequivocal truth is that it usually takes ‘one more step than you think’ to get there. Unfortunately, the truth about this is most of us don’t make it there.

 

We stop short.

And I tend to believe most of us know we are stopping short. We like the facts that we have but we, at the same time, know there are most likely some more out there that could be useful. We have 3 or 4 and decide the remaining 4 or 5 are just not that necessary. I guess we bank on the fact if we stop short we have at least grabbed the top 3 or 4 most important facts in an unequivocal truth.

 

Yikes.

 

Dangerous thought.normalizing behavior light matches flame fire danger

 

It’s dangerous in believing we have the most important ones of the ones we decided is enough but possibly even more dangerous is that we confuse an unequivocal truth for a simple “I believe” thought.

 

It is dangerous because “I believes” tend to reside in the negative space. Huh? If you only snag 4 of the 8 necessary facts the debate can never be resolved as the back & forth ends up in the blank spaces around the discussion. Truth is constructed more often by what was not found than what was found <look at what I didn’t point out versus what I did point out> – that is negative space truth.

Uhm.

That is not unequivocal truth.

 

In fact … it poisons the unequivocal truths in a misdirection of specious comparisons.

 

I would suggest that more of us should pay attention to negative space.

Why?

Negative space is usually indicative that a fact is missing. 99% of negative space can be filled with a fact <if only we looked hard enough for it>.

 

All that said.

 

Truth is the axis munid … the dead center of the earth.

 

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“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.

facts results truth conclude

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 believe, no, I know the world would be a better place if more of us took that thought seriously. Because if we did than maybe we wouldn’t stop short of the unequivocal truth destination. Maybe we wouldn’t settle for an “I believe” thought and confuse it with a real “I know” thought. And maybe if we did there would be less discussion of alternative facts and more discussion about unequivocal truths on which we could center ourselves on.

 

“I had,” he said, “come to an entirely erroneous conclusion, my dear Watson, how dangerous it always is to reason from insufficient data.”

 

Geez.

 

If Sherlock Holmes says that sure as shit more of us should be saying it <and I conclusion tired of thinking ideadon’t think we are>.

 

 

Unequivocal truth exists.

 

They exist as surely as Santa Claus <yes Virginia, there is a Santa Claus >.

 

We just have to want to get there and not be satisfied by stopping short and feeling good about the facts we gathered … short of the ones we need to reach unequivocal.  I don’t know that 8 facts create an unequivocal truth is the right formula but I sure as shit believe it is on the right path to getting there.

 

 

nights bigger than imagining

June 2nd, 2017

stars and night sky

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“And the nights, bigger than imagining: black and gusty and enormous, disordered and wild with stars.”

 

—–

Donna Tartt

 

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“This is the way the world ends

Not with a bang but a whimper.”

 

T.S. Eliot

 

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Well.

 

stars and planets at nightDespite the fact most nights remain the same amount of hours, minutes and seconds day to day a sleepless night can often look bigger than imagined. I have found that sleepless nights are less about restless minds and more about capacity in a squeezed space.

 

Huh?

 

Let me tackle squeezed first.

 

In general the world is a pretty vast place and our lives can seem fairly inconsequential. The good news about this is that within all that vastness there is a lot of room to let some of the more horrible or horribly mundane crap just slip by.

 

The bad news occurs when all of a sudden Life, and the world, shrinks and you feel squeezed. And this can happen a lot easier than one may think.

 

Ponder what I am going to say as “the big squeeze.”

 

Everyday everyone faces some naturally occurring ‘shrinking’ aspects which in and of themselves can’t shrink your Life enough to matter. Let’s just say this is the daily grind of work, chores and family & Life commitments. Some things go well and some things don’t.sometimes the smallest things

And then, of course, there will be a day or two where the things that “don’t” significantly outnumber the things that “do.” because this is day to day shit I view this as getting squeezed from the sides. They kind of suffocate you a little.

But set that aside for a moment.

 

And then there will be some days where you have that ad hoc shit you have to plan to get done … the faucet is dripping, the car engine light is on, someone hit the mailbox, crap like that. 95% of the time this kind of shit never goes as planned. It takes too long or it doesn’t get done right the first time or … well … suffice it to say … the easy stuff never gets done as easily as you would want.

And then, of course, there will be a day or two where the things that never get done as easily as you want actually end up just not going right. This is stupid little shit … but maybe think about it as maybe getting squeezed from underneath – an unexpected aggravating shift on the ground below you.

But set that aside for a moment.

 

And then there will be some days where you turn on the TV or maybe scan the internet news breaks and … well … some shit has hit the fan. Your country has made some monumental decision that seems to shift its place in the world.

Some nutjob terrorist has committed some heinous act to innocent people.

Some “thing” happens that feel like a shift in the bedrock of ‘what is.’ It may not directly affect you but you sense that it is a monumental thing which will most likely affect you <even though you aren’t sure how yet>. This is big shit … this just makes you feel a little like the weight of the world has gotten a little heavier and the world as you have known it has become a little murkier. You are getting squeezed from above.

But set that aside for a moment.

 

life big squeeze

 

Now.

 

I will now get to capacity.

 

Let’s assume on one day all there of things happen … you get squeezed all on one day. Oddly, this becomes a test of your capacity <which implies largeness>. And, yes, maybe it is about largeness. As in how large you can remain as you get squeezed.

 

Some nights it isn’t easy to not get suffocated.

Other nights you find your capacity and push back a little.

Most nights you find just enough largeness to not get … well … too little.

 

But the nights in which all three aspects I outlined squeezed you I would suggest … well … the word ‘forlorn’ comes to mind.

 

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“Oft hope is born when all is forlorn.”

 

J.R.R. Tolkien

 

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I use forlorn because I associate it with capacity as I am discussing it today.

Forlorn has a sense of shrinking to it in that the good in Life seems to shrink forlorn bird in a cage squeezeand that which is bad seems to grow and you are left with that wretched forlorn feeling which dogs you throughout a sleepless night. Forlorn seems like it is more appropriate than lonely or lonesome in that it specifically embraces a senses of wretchedness and desertion or abandonment … in my mind … ‘despairing of the arrival of a friend … in this case … a friend called Hope.”

 

To me … all of what I just shared with regard to squeezing and capacity captures the essence of the worst of the worst sleepless nights.

And, if I were a betting man, I would bet we have all had a few of these.

 

Ok.

Here is what I know.

 

Most of us get through these nights. Despite the vast emptiness of a night, more vast than we imagined it should be, we cast about among the chaos of the stars and find some light.

I like to think of it as we clamber through the clouds and exist.

 

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“I will clamber through the clouds and exist.”

 

—-

John Keats

 

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And the outcome of most of these nights, in addition to being tired, is out of the gauntlet of forlornness we seem to come out with a degree of hope. point where too tired despair night get to work

 

Hope for a better day <at minimum> and maybe Hope for something better <at maximum>.

 

In other words, out of the bigness which seems to squeeze us if but for a moment we rummage through a sleepless night … one black and gusty and enormous, disordered and wild with stars … and come out a little less black, a little more calm, a little more ordered and a little more focused on some star.

 

 

If you’re stationary, you’ll die

May 31st, 2017

 

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“Stagnation is self-abdication.”

 

Ryan Talbot

 

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stand still but moving 3

 

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

 

Erich Fromm

 

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If you’re stationary, you’ll die.”

 

—-

Gen. Mark Milley, current Army Chief of Staff

 

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Ok.

 

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

 

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

 

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

 

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

 

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

 

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A continuous discontinuous organization?

Controlled autonomy.

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

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

Controlled autonomy is certainly an organizational shift from the past.

But even IBM has looked at this concept.

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

Well.

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

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

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

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

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

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

This is where autonomy comes into play.

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

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

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

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

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

———————-

 

 

Uhm.

 

I still believe that.

 

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

This means executing and adapting at exactly the same time.

 

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

 

I am not making this up.

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

 

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

 

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

 

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

 

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

 

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

 

Look.

 

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

 

Sure.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

SONY DSC

SONY DSC

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

 

 

  • Disobey Orders — Smartly

 

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

 

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

 

Milley added:

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

 

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

 

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

 

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

 

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

 

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

 

Well.

 

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

 

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

 

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

 

And. It gets more difficult.

 

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

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

 

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

 

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

imagination rules napoleon

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

 

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

 

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

 

 

 

 

shrinking in comparison

May 19th, 2017

 shrinking trump comparison

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“Most of us, shrinking from the difficulties and dangers which beset the seeker after original answers to these riddles, are contented to ignore them altogether, or to smother the investigating spirit under the featherbed of respected and respectable tradition.”

 

—-

Thomas Henry Huxley

 

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“Not fearing death, nor shrinking for distress, But always resolute in most extremes”

 

.

William Shakespeare

 

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Well.

 

Spend enough time in a corporate career and move up in a corporation and pretty much everyone gets some sort of media training <how to communicate trump tweet business hollow empty words awkward situationwith media and effectively communicating your message>.

 

And before you think this is just about senior management folk let me tell you that all you have to do is work with any significant franchise organization and you will invest more energy and time doing media training at all levels than you really would like to do.

Why?

All you have to do is get burned once by some local TV station trying to find some ‘you would be shocked’ story and you will learn the value of media training outside the corporate headquarters and on-the-ground at the service & franchise level.

 

I have received some fabulous media training throughout my career and most likely have a couple of media training manuals and presentations on some thumb drive somewhere. Training can span from a simple one-sheet ‘do this and don’t do this’ to sitting down in front of a camera being taped and grilled by some inquisition-type corporate communications expert <who you will hate for weeks after>.

 

For most of us … all training is excruciatingly painful.

For most of us … all we seek is “an opportunity to keep our mouth shut.”

 

But, alas, corporations and senior management demand face time publicly and it is better to arm yourself than to go into the fight “winging it.”

 

Now.

 

Most relevant to my thought today is that this training pays off in spades when you are forced into a comparison situation. Think being on a panel or standing at side by side podiums. I wrote not long ago about the window of ‘stark contrast opportunities’ in which I discussed the upside in terms of building shift up or downvalue thru contrast.

 

Well.

As with anything good there is also a potential downside.

 

In a contrast situation there is a winner and a loser. And I don’t care how good a thinker you are, how good an instinctual communicator you are or how good an ‘explainer in chief’ you are … you cannot go into any comparison & contrast situation assuming you will  be the better one, the winner by default, in a contrast situation.

 

Contrast situations are fraught with peril.

 

I won’t go into all the training crap but I will point out two core aspects which are relevant to being in a public contrast situation:

 

  • The hard one: simplify without oversimplifying

 

This is hard. Really hard.

And usually takes a shitload of practice & experience … and even then you will not always get it right <except for those truly gifted communicators who make all the rest of us miserable in that because they can do it everyone believes they can also do it>. My belief is always to say just enough so people understand and assume someone will ask a question if they need more information. If you do that, your experience with questions, what questions you get, kind of hone your ‘what is too much and what is too little’.

But you need enough experience and questions in order to be able to bracket what is most efficient & effective.

 

That said.

 

Oversimplifying concludes in one of two places <1> you have no idea what you are talking about or <2> you are out of touch with details and depth of truth

 

You have to figure out a way to showcase you understand the complexity without boring the shit out of people and, ultimately, convincing them you really do know your shit. In addition … you want to give just enough nuance and depth to suggest an ‘attack’, or clarification <which is just another kiss of the comparison death> would be a waste of time.ideas communicate media training shrinking

 

I will not go into all the gory details of how to efficiently communicate complexity <which is actually the advice we should be giving everyone rather than “keep it simple”>.

 

Suffice it to say there are three effective ways to simplify without oversimplifying.

 

 

Bracket your thought with two support points.

 

Triangulate your thought by offering three reasons to believe.

 

Box your thought in with 4 simple reasons why your thought makes sense.

 

A lot of people suggest always providing your thought and one reason to believe support <simple linear support> but the best training I received made the point that this makes your thought more vulnerable to questioning and, if possible <unless you have one undeniable blockbuster reason to believe> you should figure out a simple way to show simple complexity demands nuances smartness.

 

I imagine what I am saying in this aspect is you want to protect your words, thoughts and ideas from shrinking. And the way to do so is to effectively build a wall around them. Without the wall, the protection, the thought can get squeezed until it no longer exists … and you shrink a little every time that happens.

 

 

  • The easy one: avoid hyperbole like it is the plague

 

Hyperbole creates a gap, an empty space, in between reality and some quasi-imagined reality.

 

Uhm.

 

fill-emptiness-empty-with-various-thingsEmpty space to a listener/questioner/debater is like sugar for ants. Our tendency is almost always to make problems look bigger and successes more successful … it makes us look more heroic. But in our tendency to do so it actually … well … shrinks us. The truth is many of us think our jobs are fairly mundane and when discussing what we do, and have done, publicly we think “who the hell wants to hear this?” and then head down the path to make what we do, or did, look less mundane and more challenging or exciting.

 

Media training helps you see this.

And what you do is not worry about what you do but rather show how much you love what you do, or did, which breathes some helium into it and makes it look bigger. Suffice it to say it is incredibly difficult for someone to shrink what you like and what you are passionate about than it is to poke a hole in the empty space created by hyperbole and shrink the entire thought to a shriveled balloon status.

 

 

Ok.

 

Why did I bring this up today?

 

Well.

 

Sigh.

 

It becomes more obvious everyday … the shrinking of America right before our eyes.

 

Yesterday I watched President Donald J Trump stand at one podium and the president of Columbia, Juan Manuel Santos, at another podium. As they each trump santos colombiaspoke I watched Trump shrink before our eyes and America along with him.

 

The adult at the front of the room was a president … just of Columbia.

 

No offense to Columbia or the Columbian president but I don’t expect a country whose economy is 42 times smaller than the US Economy to have a president who sounds smarter, speaks smarter, shares smarter information and handles himself more smartly than the president of the USA. Let alone watching the poor Columbian President trying to be diplomatic when he clearly wanted to look at Trump and say “are you a complete fucking idiot?”

 

It bothered me a little less as we watched Angela Merkel of Germany a month ago stand side by side with Donald J Trump and his words and speech made him shrink before our eyes <and earned Merkel the title of ‘leader of the free world’>.

Yeah.

That’s tough competition for any president so while I cringed at the shrinkage I figured it may be one of Donald J’s most difficult contrast & comparison situations.

 

But in between yesterday’s unfortunate public display and Merkel’s hint of what was to come we see time and time again he is placed side by side with the leader of another country and he shrinks in comparison as soon as they both start talking.

 

By the way … this is a problem.

Not just for Donald J Trump but also for America.

 

When he shrinks in comparison America shrinks globally. This doesn’t mean we will not retain the world’s largest economy which demands that people have to deal with America regardless … but … it effectively shrinks our leadership role globally.

 

Sigh.

 

I honestly don’t know what I would do with Donald J Trump if I was his communications director. I know I would be honest with the Trumpster and say “stop giving interviews because you don’t know when to stop talking” … “don’t answer in paragraphs but rather in sentences because you cannot assemble a coherent paragraph thought” … “never talk about yourself when standing side by side with a peer”“lets schedule some more of those fake campaign speeches  in front of your few rabid followers so you can feel free and complain about everyone & everything and explain how great you are because they will love it.”

 

I also know my honesty would get my ass fired so quickly don’t blink because you would miss my time in the White House.

 

Media training is a pain in the ass but in its pain it grinds you down to reality about yourself. You learn to duck the bad comparisons a little better and seek the opportunities to contrast positively a little better.

 

stop this train add up

 

I don’t believe we need a member of the Mensa society to be the president or even to be effective in positively contrasting themselves in a tough situation in which the other is smart, thoughtful & articulate. But you do need someone who is self-aware in the moment & environment. Media training almost above any other training you may receive in business harshly introduces you to self-awareness.

 

What I do know is that without some very harsh media and communications training President Trump will continue to shrink in comparison time and time again.

windows of opportunity

May 15th, 2017

 dream big opportunities

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“Oh, How insanely outside the window

О,   как   безумно   за       окном

 

Howls and rages the evil storm,

Ревёт, бушует  буря злая”

 

Alexander Blok

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“Every advantage is temporary.”

 

Katerina Stoykova Klemer

 

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“The weather-cock on the church spire, though made of iron, would soon be broken by the storm-wind if it did not understand the noble art of turning to every wind.”

 

Heinrich Heine

 

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In business we talk incessantly about visions and missions and purpose and strategic objectives and important long term type thinking to insure everyone get out of the way window wallknows where they are going and how they will go about doing it.

 

We worry about how to smartly effectively compete.

 

We worry through some fairly random details, talk about being the best and then … uhm … proceed to be anything but the best.

 

So … you know what?

If you are better and have a better offering and are truly worth a shit and want people to know you are worth a shit … well then … there is no real intellectual challenge.

 

You get on with getting on.

 

I am not suggesting being stupid about competing.

Nor am I suggesting bludgeoning the industry and competitors with some dull edged hammer.

 

I mean … for god’s sake we can talk forever on all the topics I just listed and Walls To Windows of opportunity businessstew over all the long term type shit … but … we all know the holy grail of business success actually resides in ‘windows of opportunity.’

 

Now.

 

Windows of opportunity arise all the time if you are paying attention.

 

As I have noted before ‘white space’ analysis in positioning is archaic thinking mostly because it explores a stagnant 2 dimensional industry when in reality any business in today’s world is 4 dimensional, at its most simplistic, and constantly moving & a swirl of constant activity in which no one competitor is ever truly standing still.

 

What that means is, basically, in today’s business world you set out down a road you want to go down and seek small windows in the chaos of normal business activity to “hit the hole.” Just like as a running back there is a huge mass of men & pads in front of you and you ‘just get going’ assuming a hole will open and you get through it.

Ah.

And then … of course … there are the windows that get placed in front of you. you don’t need to go looking for them … they are just there.

 

Windows of opportunities come in all shapes and sizes but the one you kill for is the opportunity for a stark contrast.

 

Stark contrast is the holy trinity of windows because it is the opportunity to create distinction, separation and build value. Uhm. That is if you actually use this window of opportunity correctly.

 

We assess this type of window two ways <because stark contrast also represents potential issues>.

 

  • A stark contrast shouldn’t really come at the obvious detriment of a competitor. While a stark contrast certainly represents an opportunity to laugh at a competitor or possibly make them look foolish to do so is to miss the larger opportunity. The larger opportunity isn’t to diminish their value to make yours look bigger but rather use a stark contrast to leverage more value for you.

 

  • A stark contrast really shouldn’t come at the obvious detriment of the category/industry. This one is a little tricky but is a corollary to my first point. You don’t want to make the category look stupid or ‘less than.’ A part of how you conduct your business is protecting the larger institution. In other words … you never sacrifice the greater institution simply to try and gain a temporary advantage for yourself. .

navle gazing The Grass Is Greener On The other side

<note: both of these are incredibly hard lessons to maintain in a highly competitive, selfish thinking, short term view business world>

 

And then, of course, even if we do think those two things through well and then take that temporary advantage offered us I will note that we, in business, are incredibly poor at knowing when to quit the contrast so we keep pounding the nail into the board even though it is already all the way in.

 

That said.

 

The true value of this stark contrast opportunity is distinction. Why do I put such a high value n distinction?

 

Distinction is one of those fabulous things that the more you try to be distinct the less likely you will actually be so <at least in a meaningful way>.

 

And if I could convince more companies to think about this with clear heads I am not sure I would make any more money but I am sure they would.

i know, I know … easy for me to say.

 

But the pursuit of the elusive distinction can sometimes drive businesses to some fairly irrelevant, if not absurd, and absolutely meaningless places. I know it sounds crazy but, if they ignored it, I bet it would happen. Well. It would happen if they were smart about focusing on themselves … who they were and who they wanted to be … uhm … and took the temporary advantage offered them in stark contrast windows of opportunity.

 

So let’s call it a crazy smart idea.

 

But tough to do <as most crazy smart ideas are>. Tough because it doesn’t everything can be figured outexactly match up with the standard “this is how you are supposed to do it” management guides. Waiting for opportunities isn’t something that they teach you in ‘how to aggressively beat the crap out of your competition in the industry” school.

 

Anyway.

 

Maybe that is the most important point.

 

There are a lot, a shitload, of crazy smart business people out there.

But there are not a lot of crazy smart business people who seem to be willing to do something crazy like ignore the business books “plan to success” blueprints.

 

Here is where I put my money.

The few. Those crazy enough to not plan for distinction but rather let distinction and originality simply evolve from who they are, what they think and their vision of what they think they should be and the ones who ‘get going’ smartly to starkly contrast themselves when a window opens.

 

Crazy?

Probably.

 

But in a world where the majority of businesses, and new ideas, fail … maybe this isn’t a crazy a thought as it sounds.

 

And, at its core, the concept of what I just outlined isn’t that crazy because businesses are always seeking an advantage.

And they should.

 

I imagine the point I am going to make is that most businesses don’t consider ‘advantage’ as temporary. When it actually happens … they treat it as sustainable.

And ultimately that becomes their downfall.

Windows of opportunity close. And 90% of the time they close quickly. And maybe that is where the ‘sustainable ‘ belief really screws most businesses. They jump through the window of opportunity, and let’s say they even treat the stark contrast opportunity correctly and do all the right things, they then act like they are going to stay on that side of the window <acting as if the advantage and opportunity is sustainable>.

be wrong stand in your wrongness divide

Wrong.

Bad decision.

 

Windows of opportunity are meant to be jumped through … opportunity maximized … and then you jump back before it closes again.

 

Why?

 

Stark contrasts are most typically contextual to a certain situation. Most businesses are smart enough if they give you a stark contrast opportunity to actually change the context to insure the contrast opportunity ceases.

In addition … knowledge never stops. Knowledge, in and of itself, changes environment … it is never stagnant.

 

Sustainable advantage is really rare.

Extremely rare.

 

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

 

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

Damn.

Wrong window at the wrong time.

 

Ok.

 

My last point on a stark contrast window of opportunity.

 

While everything I just discussed is about opportunity to build value and distinction a stark contrast opportunity offers you the one thing which is the one thing you dream about as a business – an interested person.

In general, in a sea of business sameness and a cluttered world of meaningless communication, whether you are trying to sell something or showcase value you will be faced with a great barrier of lack of interest.

 

People, in general, don’t care until they have to care.

I would like to point out that while we all say “the greatest thing since sliced bread” that sliced bread was not that great to people in the beginning … people just didn’t care about sliced bread … they liked what they had <unsliced>.

 

Anyway.

 

The corollary to that thought?

 

Everything is interesting at some point.

Yup.

Everything.

 

obsessed uninterested switchIt’s all about uncovering the most relevant time to be relevant <and interesting>. Pick the wrong time and you waste $’s because the consumer just doesn’t care. Be interesting at the right time and the brand becomes relevant <and sales increase>.

Whenever I bring this topic up oddly <in general> I find everyone gravitating to the ends of the spectrum … half believe whatever their widget is that everyone is interested in it … and the other half suggest the world has gone to hell in a hand basket and people don’t care about anything.

 

Regardless.

 

Assume people don’t care about what it is you want to tell them. And assume they don’t care about your product <until you do something wrong>.

 

But the one time you may actually have a chance to generate some interest in a stark contrast. Most times your advantage or difference or distinctness is almost indiscernible to the human eye <despite how proud you may be of it>. and that is where a stark contrast offers you the greatest part of the opportunity – it is discernible.

 

All businesses need to remember that people just don’t care until they have to care … but people always care about vivid comparisons and take note of hem in a grayish world — that is why you take advantage of stark contrasts windows of opportunity.

 

That’s it for businesses and stark contrast windows of opportunity.

 

In general … stark contrast opportunity or not, personally, I believe many businesses mismanage any ‘advantage’ opportunities.

In attitude and in behavior.

They think incorrectly, or have a flawed view when they think, and implement too slowly. They overthink the wrong things and under think the right things.  They think long term sustainable within what are really short term opportunities. They think of ROI in terms of “time I have maintained active or the advantage” rather than viewing time in a “37 seconds used wisely is a lifetime.”

 

I tend to believe it is because businesses try to simplify as much a possible with the intent to replicate as much as possible. Neither of those thoughts in that last sentence are particularly effective with regard to a stark contrast window of opportunity. Oddly, the pursuit of simplicity increases cumbersome less-than-effective responses.

 

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“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 global window of opportunitythe other.

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

Life and business <whether we like to admit it or not> is an uncertain adventure in a diffuse landscape whose borders are constantly shifting where all frontiers are artificial <therefore unique is basically artificial in its inevitable obseletion> 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

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Whether you want to simplify or not … one of the wisest things you can always keep in mind is … 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.

 

Another wise thing to keep in mind is windows of opportunity always arise but the ones that offer stark contrast may be one of the most valuable opportunities you can ever encounter in business.

Enlightened Conflict