S2 E114 —Top 10 Ways to Rebuild Trust and Reinvent Complex Enterprises

You need the first three in place to break through natural resistance brought about by fear, uncertainty and doubt.  Involve employees in decision-making processes and empower them to contribute ideas and take ownership of projects.

“5”  Steve Zahn, 51: “Destruction, which is terrible, is very different from demolition, which is necessary. You must tear down the old to make room for the new. You’re ready to let go so you can build.” Scorpio

Hi and welcome to Sunday’s Episode 114 in Season 2 of  “My Pandemic Year Natural Experiment” on this 13th day of September in the fall of 2020.  

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

Season One and Two are a two-year examination of how bits of wisdom changed during the “normal” pre-pandemic and then in this unfolding pandemic year.

Previously in Season Two, the Pandemic Year

S2 E1139 Pitfalls to Avoid; S2 E112Betting on the Progress of 5 Innovation Teams; S2 E111 Against All Odds 530 is Alive!

Related from Season One, the Normal Year

S1 E114Setbacks, Frustration, Epic Fails but How Was Your Day?; S1 E113Is This an Omen?; S1 E112 —  When Was the Last Time You Wrangled Your Past?; S1 E111Is There Half-life of Wisdom?

Context

This is a continuation of a “Volume Two Manuscript — WorkFit” a work-in-progress.

In previous episodes we described Start Up, Emerging Growth, Rapid Growth, Sustained Growth, Maturity, Decline and now Reinvention stages.

Reinvention

We’ve begun summarizing what we learned from our Reinvention mini-case operating from within a technology company,  Part One,  Part Two and Part Three and from a different industry with similar needs, but from a consulting assignment. We profiled Part One , Two , Three  and Four in the recent episodes. In our previous episode described cautionary tales about how easy it is to fail if you don’t avoid major pitfalls.  Now let’s list what works.

Organizations can reinvent themselves through various strategies, including:

    1. Embrace Innovation: You can’t reach reinvention goals without innovation, right? Encourage a culture of innovation within the organization, where employees are encouraged to explore new ideas and experiment with novel approaches. Unless you are already a Paradoxy-Moron organization built for innovation, you’ll be met with doubt from your talent culture. (Technology company Part One  and a Real Estate and Relocation company Four)
    2. Invest in Technology: Embrace new technologies that can streamline processes, enhance productivity, and create new opportunities for growth. You can’t innovate and reinvent if you don’t make it easy to create and share new knowledge at a must faster pace. (Behind the scenes consultancy Part One)
    3. Cultivate a Learning Culture: Without a learning culture, you fall backwards into what stalled your growth to begin with.  Encourage continuous learning and development among employees to keep up with industry advancements and acquire new skills. (Technology company Part One and Behind the scenes consultancy Part One , Two , Three  and Four)
    4. Empower Employees: You need the first three in place to break through natural resistance brought about by fear, uncertainty and doubt.  Involve employees in decision-making processes and empower them to contribute ideas and take ownership of projects. (Behind the scenes consultancy Part One , Two , Three  and Four)
    5. Adapt to Market Changes:  Stay agile and be responsive to market trends and changes in customer preferences. Continuously assess the market landscape and adapt strategies accordingly. Like physical fitness or weight loss when you succeed it is tempting to stop and enjoy your results.  Reinvention isn’t a one time thing.
    6. Reevaluate Business Model: Assess the current business model critically and be open to making necessary changes to align with the evolving market demands. Once you empower your talent culture, you can’t ignore their efforts and proposals.  Top management normally resists sharing the responsibility for directing their enterprise.(Behind the scenes consultancy Part Four)
    7. Focus on Customer Needs: Understand the evolving needs of customers and tailor products or services to meet those needs effectively. Who better than coming directly from those who engage with those customers? (Behind the scenes consultancy Part Four)
    8. Strategic Leadership: Strong leadership is essential in driving the transformation process and inspiring a shared vision among employees. (Behind the scenes consultancy Part One , Two , Three  and Four)
    9. Collaborate and Network: Build partnerships and collaborations with other organizations or startups to leverage collective strengths and expand market reach.
    10. Manage Risks: Recognize the potential risks associated with transformation and have a robust risk management plan in place. 

Remember, reinventing an organization is a complex process, and it requires a comprehensive understanding of the organization’s strengths, weaknesses, opportunities, and threats. It involves both strategic planning and a willingness to adapt to change throughout the journey.

Evidence

“5”  Steve Zahn, 51: “Destruction, which is terrible, is very different from demolition, which is necessary. You must tear down the old to make room for the new. You’re ready to let go so you can build.” Scorpio

If there ever was a mantra that came natural to Paradoxy-Moron organizations and reinvention teams, it has to be this one.

Random ones that make me want change my sign.

“3”  Steve Carrell, 57; Steve Martin, 74; Steve Wozniak, 69: “Procrastination is fear in disguise. Affirm to yourself that whatever you don’t know about the situation can be learned along the way. It won’t be that bad. You might even like it. Take a little bite.” Leo

A dual curse — being an introvert and hesitating for fear of failure.  But, given this pandemic adds boredom into the recipe, why not embrace this work-in-progress?

“4”  Steve Greene, 34; Steve Guttenberg, 61:To co-create will be a thrill whether you think it’s going well or not. There will be lessons along the way. Creative collaborations are as particular a partnership as any love match.” Virgo

Maybe not so much for today, but over the course of my “reinvention career” specifically with crazy creative Dave for five years when we had what he described as a “license to steal” and later with him and the creative team at Think!City.

“3”  Steve Kerr, 54:Your mind doesn’t like an open loop. Something incomplete will haunt you. You’ll go back and back to it until you’ve either discovered the answer or made up a theory to hold you over until you do.” Libra

Oh great, but don’t tell anyone.  I may have mislabeled a talent profile as a card-carrying Systematic-Profile, or at least the correlated Myers-Briggs temperament which begs to re-categorize it as a Paradoxy-Moron thriving contributor.  Oops.

“3”  Steve Aoki, 41: If you feel you must succeed, it means that, somewhere in the thought stream running through your head, there’s some false information. Either stop demanding success or change your definition of it.” Sagittarius

What the hell?  If I’m a self-styled introverted procrastinator existing in the outer realm of the pandemic, how does my thought stream compel me to take action about what I just confessed?

“3”  Steve Nash, 45:Sometimes, ideas just come to you, but don’t depend on it today. The best projects, solutions, theories, recipes and more will begin with a brainstorm. Don’t skip this step.”Aquarius

Now, what?  Brainstorm.  Brainstorm.  Got it.  But, just one question.  Doesn’t this just stretch out the open loop dilemma?

Steve Jobs, (1955 – 2011): You don’t know what to do next, and that means you’re in an exciting position, alert with the energy that only fresh trouble can provide. Search for answers in the obvious places.” Pisces

WTF.  Forget brainstorming now? Just go with answers from obvious places?  

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @KnowLabs followers of one or more of my 35 digital magazines organically grew from 5060 to 5125.

Foresight

Quality-of-Life

Long-Form

    • Saw the movie, didn’t realize that one of my favorite authors, Michael Connelly — his detective Hieronymus (Harry) Bosch book series and Amazon Prime series — also wrote, “The Lincoln Lawyer” which I just finished. Gotta tell you I can’t not see his lead character (Mickey Haller, Bosch’s half brother) as anyone else but Matthew McConaughey. 

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trip

S2 E113 — 9 Pitfalls to Avoid

Lessons drawn from our seven mini-cases demonstrate when organizations are reinventing themselves there are at least 9 pitfalls they should avoid to ensure a successful transformation.

“4”  Steve McQueen (1930 – 1980): “Recognize when you’re being obsessive, which is, at least in today’s case, another word for self-interested. Then open it up by focusing outside of yourself.” Aries  

Hi and welcome to Saturday’s Episode 113 in Season 2 of  “My Pandemic Year Natural Experiment” on this 12th day of September in the fall of 2020.  

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

Season One and Two are a two-year examination of how bits of wisdom changed during the “normal” pre-pandemic and then in this unfolding pandemic year.

Previously in Season Two, the Pandemic Year

S2 E112Betting on the Progress of 5 Innovation Teams;S2 E111 Against All Odds 530 is Alive!; S2 E110Keys for Reinventing a FUD-Soaked Enterprise

Related from Season One, the Normal Year

S1 E113Is This an Omen?; S1 E112 —  When Was the Last Time You Wrangled Your Past?; S1 E111Is There Half-life of Wisdom?; S1 E110Love, Longing, Belonging, Connection and Loss

Context

This is a continuation of a “Volume Two Manuscript — WorkFit” a work-in-progress. In previous episodes we described Start Up, Emerging Growth, Rapid Growth, Sustained Growth, Maturity, Decline and now Reinvention stages.   

Reinvention without Decline

Image Credit: Stephen G. Howard  Copyright 2020

Reinvention

Now let’s summarize what we learned from our Reinvention mini-cases operating from within a technology company,  Part One,  Part Two and Part Three and from a different industry with similar needs, but from a consulting assignment. We profiled Part One , Two , Three  and Four in our most recent episodes.

9 Pitfalls to Avoid

Across our seven mini-cases, when organizations are reinventing themselves there are several pitfalls they should avoid to ensure a successful transformation:

    1. Lack of Clear Vision: Of course this might be the most difficult of all.  Who really knows what lies ahead at the end of a successful transformation? (Part One Technology company, Part One PRERS, Two PRERS) Avoid embarking on a transformation journey without a well-defined and communicated vision. A clear direction is crucial to align efforts and goals. 
    2. Resistance to Change: Without a clear vision and a reason to believe how can you avoid resistance to change from within the organization. (Part One  Flipping curmudgeons,  Part One PRERS marketing campaign Two PRERS and Four PRERS participating with 5 Innovation Teams)  Encourage open communication and address concerns to gain buy-in from employees at all levels. 
    3. Overlooking Employee Engagement: Neglecting the involvement and engagement of employees can hinder the success of the reinvention process. (Part One in and outside partnerships, reason for my department; Two what is PRERS’ core foundational story Four PRERS participating with 5 Innovation Teams) Employees are key stakeholders and should be active participants.
    4. Rapid and Unplanned Changes: Abrupt and poorly planned changes can disrupt operations and demotivate employees. (Part Two Technology company fear of merger and Part One PRERS closing sales offices, well intentioned notices like pink slips) Gradual and well-structured changes are generally more effective. 
    5. Copying Competitors Blindly: While learning from competitors can be beneficial, blindly copying their strategies may not be suitable for your organization’s unique needs and goals. (Part Two during merger, who wins vs. what will win and Four PRERS participating with 5 Innovation Teams, strategy conversations instead of copying competitors)
    6. Short-Term Focus:  This may be the most difficult obstacle for mature companies to acknowledge and overcome. Avoid concentrating solely on short-term gains.  (Part Two technology company sailing to Catalina boondoggle) Successful reinventions often require a balance between short-term wins and long-term sustainability.
    7. Neglecting Data and Analytics: Data-driven decision-making is crucial in the reinvention process. (Reinvention team member selection and Part Two technology company employee survey, but delay in feeding back) Neglecting data and analytics can lead to uninformed choices. 
    8. Ignoring Company Culture: A successful transformation should consider and align with the existing company culture. (Three technology company’s factory of the future Two PRERS, Three PRERS 580) Disregarding cultural aspects can lead to internal conflicts.
    9. Underestimating Resources: Be realistic about the resources, time, and effort required for the reinvention. (Three technology company) Underestimating these factors can lead to project failures, especially if the company has been conditioned to produce short-term results.

By being mindful of these potential pitfalls and actively working to address them, organizations can increase their chances of successful reinvention and achieve their desired outcomes.

Evidence

“2”  Steve Zahn, 51: “Self-awareness is where it’s at. Everyone has it to varying degrees, but the ones who have it more keenly are usually better off. So, if you pick on yourself a little, count it as an asset.” Scorpio

Random ones that make me want change my sign.

“4”  Steve McQueen (1930 – 1980): “Recognize when you’re being obsessive, which is, at least in today’s case, another word for self-interested. Then open it up by focusing outside of yourself.” Aries  

Telling this story now during this pandemic qualifies, doesn’t it?

“3”  Steve Carrell, 57; Steve Martin, 74; Steve Wozniak, 69: “The bottom line is that you shouldn’t have to shell out much money to follow your dreams. In fact, you can be paid to chase them. At this time, internships are better than classes, which will cost you.  Leo

Swap out “internship” for “consulting” and “freelancing” and it fits better for me. 

“2”  Steve Greene, 34; Steve Guttenberg, 61:Rainbow chasing can be a lovely pastime. But don’t chase the ones that promise effortless, fast results for the low, low price of BLANK (insert high, high price).” Virgo

Probably good advice in general, but not for today.

“2”  Steve Kerr, 54:If you want a job done right, give it to someone who is already working. Working people are following physical laws like the law of inertia: What moves keeps moving unless acted upon by force.” Libra

Hard one to keep in mind while quarantined.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @KnowLabs followers of one or more of my 35 digital magazines organically grew from 4990 to 5060.

Foresight

Quality-of-Life

Long-Form

    • Saw the movie, didn’t realize that one of my favorite authors, Michael Connelly — his detective Hieronymus (Harry) Bosch book series and Amazon Prime series — also wrote, “The Lincoln Lawyer” which I just finished. Gotta tell you I can’t not see his lead character (Mickey Haller, Bosch’s half brother) as anyone else but Matthew McConaughey. 

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trip

S4 E40 — Don’t Bet Against Montezuma or the Yavapai-Apache Nation

Still not remembering that Mesa Verde National Park is in Colorado, not Arizona, I noted the Montezuma Castle was constructed on the face of the cliff here in the Verde Valley created by the Verde River.  

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trips

Knowledge ATMs 

A peak behind the scenes of self-publishing, crowdfunding, and working for yourself

Table of Contents

Hi and welcome to Saturday’s 40th Episode in Season 4 of  Our Disruptively Resilient Year” on this 14th day of May in the spring of 2022.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll

    • @KnowLabs suite of 36 digital magazines, according to my analytics, grew from 12880 this week to 12943 organically grown followers.
    • Orange County Beach Towns 204 viewers stopped by the week before.

Foresight

Quality-of-Life

Context

Jay’s smashes avocados and whips them up into his secret recipe for an awesome breakfast of avocado toast. About 45 minutes later Jay switches to Elle’s Lexus SUV and I ride shotgun while the chicks gab in the back. 

But this time they want the air conditioner to work.

Image Credit: Apple Maps

Pulling out of their shared driveway and winding downhill we escape into the Verde Valley southeast of Prescott.

Maybe an hour later, Jay pulls into the Cliff Castle Casino grounds operated by the Yavapai-Apache Nation Indian tribe on our right. 

Image Credit: Stephen G. Howard Copyright 2022

We then we immediately turn left,  winding down towards the national monument. 

Almost simultaneously all four of us realize that we left park passes at home or in the other SUV without backseat air conditioning. 

At the bottom of the hill Jay commandeers a parking slot up close to the main entrance immediately after a Camry exits. 

Some people have all the luck. 

Welcome to Montezuma’s Castle. 

Image Credit: Stephen G. Howard Copyright 2022

But still following COVID space protocols there’s a limit to how many can occupy the combination souvenir store, history displays and the ticket counter. 

So, Jay does the talking about our forgetfulness as he has in other situations when he used to ask for professional courtesy as a fireman to talk his way out of speeding tickets or to explain why he’s driving without a California Driver’s License.

Getting up there in age with a bum knee getting bummer from climbing ladders, he no longer can get away with appeals for firemen favors, but he does have away about him, and we all pass without pay.

We pick up a folding brochure and a white map with black lines showing “Highways & Public Campgrounds” with a squared in “Points of Interest” legend showing the US Forest and Arizona State Parks camp grounds if that was our mission.

But it wasn’t.

Image Credit: Stephen G. Howard Copyright 2022

Emma the Baroness and I both gazed over it quickly enough to see a dark thick black line labeled I-17 meandering from the upper left boarder (with an arrow to Flagstaff) down to the near middle page terminating under the corner of the legend square (with an arrow to Phoenix).

Near the mid range meandering above the legend “Points of Interest”  we saw a thinner, but dark line all squiggly yet paved road (89A) with an arrow pointing west towards Prescott.

Image Credit: Stephen G. Howard Copyright 2022

Since this wasn’t inside South Coast Plaza and we weren’t standing next to the directory map, it took a few moments longer to zero in to “You Are Here” in this case Montezuma Castle National Monument.

“ WTF?” I muttered to myself.  I didn’t know what I expected as we strolled down a cement sidewalk through a clump of trees until they parted revealing the side of a cliff wall.

These are the Mesa Verde 5-story cliff dwellings, only not here in Arizona and not called by the right name.

Don’t take my  word for it, try Wikipedia:

When European-Americans first observed the ruins in the 1860s, by then long-abandoned, they named them for the famous Aztec emperor Montezuma in the mistaken belief that he had been connected to their construction. 

Having no connections to the Aztecs, the Montezuma Castle was given that name due to the fact that the public had this image of the Aztecs creating any archaeological site.

In fact, the dwelling was abandoned more than 40 years before Montezuma was born, and was not a “castle” in the traditional sense, but instead functioned more like a “prehistoric high rise apartment complex”.

Still not knowing where we were exactly, I asked our local European-American couple —Jay and Elle —who hosted us and drove us here, if they had been to Mesa Verde National Park which lies south of Durango on 1-160, where they used to live and we visited twice, once before they moved in when we explored the Balcony House and the Cliff Palace?

Elle flicked a fly that buzzed around her face and said she and Jay had talked about it, but didn’t.

Still not remembering that Mesa Verde National Park is in Colorado, not Arizona, I noted the Montezuma Castle were constructed on the face of the cliff here in the Verde Valley created by the Verde River.  

Image Credit: Stephen G. Howard Copyright 2022

“Mesa Verde” and “Verde Valley”  and “Verde River” have to be connected, right?  I mean look up at the five stories main structure with about 20 rooms built over the course of three centuries.

Oops, I now recall it was the Anasazi people — ancestral Pueblo-ans — that lived for roughly 700 years in Mesa Verde, having migrated from the Four Corners region.

Here in Camp Verde, Arizona, built by the Sinagua people:

A pre-Columbian culture closely related to the Hohokam and other indigenous peoples of the southwestern United States, between approximately AD 1100 and 1425.

Like it was way back then, the Verde River is one of Arizona’s last free-flowing river systems. But, now like the I-17, the water flows to over 2 million people in the greater Phoenix area. 

Mesa Verde, now that was like the Trump Towers compared to Montezuma’s Castle.  

The first time we visited Durango, Colorado we left the Grand Canyon and came to a fork in the road.

Image Credit: Google Maps

East takes us past Mesa Verde National Park, on 160 towards Durango.

Bummer. 

We’re twenty minutes away from the first set of Mesa Verde ruins and the ranger told us they close in an hour. We lost an hour during the time change — something we hadn’t counted on. And, that put us into the park entrance later than we wanted. 

Image Credit: Mesa Verde National Park

That means that the Balcony House and the Cliff Palace tours would be closed. 

Where did we mess up? We plotted our route taking us near Mexican Hat to the 666 and towards Cortez,

I didn’t even consider a time change for Mesa Verde and Durango. 

Image Credit: Stephen G. Howard Copyright 2022

This has been one trip with a lot of driving. All I had thought about is next stop the Mesa Verde and then 45 minute drive to Durango, our outpost for three nights and two days before pressing on to Denver. 

But this time, here now at Montezuma’s Castle in Arizona Jay is doing all the driving.

Turning Montezuma’s Castles brochure over sitting in Jay’s passenger seat I noticed Sedona in the upper right hand corner.  First we’d spend a day in Jerome, and then bid goodbye to our Prescott friends and end our vacation in Red Rock country.

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

“5”  Steve Zahn, 51: “New communities and circles intrigue you. You can’t tell from the storefront what this is all about; you have to go in and feel the vibes. You’ll know within the first dozen interactions.” Scorpio

We concluded the three-year examination of how bits of wisdom changed — during the “normal” pre-pandemic year compared to the pandemic year, and more recently to the paradoxically normal year. 

Season Four continues now within domestic and global chaos.

Previously in Season Four, The Disruptively Resilient Year

S4 E39Closing in on Uncle Billy’s Lynx Creek Mining Claim ; S4 E38Billy and Buckey Blow My Brain in Whiskey Row’s Palace; S4 E37Racing a Little Wobbly on Whiskey Row

Related from Season Three, the Paradoxically Normal Year

S3 E40How Stealing Your Sign Led Me to a Nobel Prize; S3 E39Ready for Your Big Leap Forward?; S3 E38Sliding on a Super Slippery Slope to 2nd or 3rd Cousins; S3 E37Tell Me More Lies I Can Believe In

Related from Season Two, the Pandemic Year

S2 E40The Profound Impact of the Pandemic on Nouns; S2 E39The Best Tau for the Pandemic Year, Don’t You Agree?; S2 E38What Should You Do If You Stumble Across Loaded Information?; S2 E37How Deep is the Chasm? What Do We Do?

Related from Season One, the Normal Year

S1 E40Nothing to See Here, Keep Moving On; S1 E39What’s Up with Facebook?; S1 E38Day 38 of My 1-Year Experiment; S1 E37Day 37 of My 1-Year Experiment

Evidence

“5”  Steve Zahn, 51: “New communities and circles intrigue you. You can’t tell from the storefront what this is all about; you have to go in and feel the vibes. You’ll know within the first dozen interactions.” Scorpio

Let’s see now.  We’ve visited Durango, Colorado twice.  The last time when Jay and Elle lived there.  Of course we spent almost two weeks with Jay and Elle on our anniversary vacation in Italy, when they had moved back from Colorado to Mission Viejo, but struggled to keep the documents flowing for closing escrow in time for their current home, here in Prescott.  

So yes, new communities do intrigue me, especially the history. I love to imagine what things were like in the past.  And of course, I wrote the series, The Knowledge Path: Live, Love, Work, Play, Invest and Leave a Legacy which I’m now describing as Volume One all about the “where” — and two of the books drill down into the “how” of finding the best quality of life communities for you in California and in Colorado.

Random ones that make me want change my sign.

Today’s Holiday Birthday: 

You’ve faced a lot of challenges that conditioned your grit. Now you’ll put that knowledge to the test on a wondrous challenge. You will create yourself. Through actions, wishes, exercises, work and reflection you’ll become someone navigating a life you once only dreamed about. Your support system and your family tree will expand.

“4”  Steve Kerr, 54: “As the sign of balance and fairness, you are keenly aware of how the quest for justice often leads to injustice. And yet, you still try to make things right, a mission that will absorb some of your hours today.” Libra

Well, if you scroll down near the bottom, you’ll see how I’m stuck on “accountability” and the shrinking “justice role” so prevalent today.  What my dear friend Jay calls conservatism and the Baroness and I call selfish, shady, corrupt and definitely not good business as one of her sorority sisters described the former president.

“3”  Steve Aoki, 41; Steven Spielberg, 74: “You’re exciting because you entertain risky ideas, not because you always do them — that would make you foolhardy! What you’re cooking up in that playful mind of yours is making you very attractive to someone.” Sagittarius

I’m chalking this up to wish fulfillment.  If you’re like Jay you don’t favor anything that threatens a status quo — taking something away.  Or entertaining ideas like AI or quantum physics or any of the trends and forces influencing the direction and opportunities available to those of us who pull our heads out of the sand.  There, I said it.

“4” Steve Nash, 45: “This role you took on no longer feels like a good fit. Now what? Well, this script you’re going by is not the Ten Commandments. It wasn’t written on stone tablets. You can change it without a chisel.” Aquarius

What we’re talking about here is what I cover in “Volume Two Manuscript”.  How in your work life, if you now realized the misfit and are pursuing a better fit, I’ve got you covered. Of, course this also applies to how a one-year natural experiment turned into the 4th season and dragged me into the middle of it kicking and screaming.  Wink.

“4”  Steve Jobs, (1955 – 2011): “It will be challenging to lead others to your purposes today. The key is to be consistent and repetitive. People will learn and dance to your rhythm, but first you have to start banging that drum.”Pisces

Bang. Bang. Bang.

Long-Form

    • “Here, Right Matters: An American Story” by Alexander Vindman. “We’d long been confused by the president’s policy of accommodation and appeasement of Russia, the United States’ most pressing major adversary. Russia’s president Vladimir Putin invaded Ukraine, seizing the Crimean Peninsula, attacking its industrial heartland, the Donbass, from the capital, Kyiv. By 2019, little had changed, Russian military and security forces and their proxy separatists continued to occupy the Donbass. The biggest change was to Ukraine’s importance as a bulwark against Russian aggression weeks earlier, the White House had abruptly put a hold on nearly four hundred million dollars.” 
    • David Enrich begins his book with a suicide in “Deutsche Bank Dark Towers: Deutsche Bank, Donald Trump, and an Epic Trail of Destruction” and then meticulously details the bank’s Russian money laundering operations. Deutsche’s Russian business surged after revenues had fallen 50% due to the 2008 financial crisis. Putin’s Russia, poured in to Deutsche from deals it did with VTB Bank, linked to the Kremlin’s intelligence apparatus. Deutsche positioned itself as a crucial cog in “The Laundromat” by doing what couldn’t be done — processing cross-border transactions for banks that were too small  and didn’t have offices outside their home countries.
    • “Unthinkable: Trauma, Truth, and the Trials of American Democracy” by Jamie Raskin recalls one tragedy no parent should endure — the suicide of his son — and then a second tragedy at almost the same time — the insurrection on January 6th 2021, that terrified he and his congressional peers who were tasked by the Constitution to routinely oversee the orderly transfer of power from one former president to the duly elected new President. 
    • “A Warning” by Anonymous (Miles Taylor) written prior to the January 6th Insurrection as an insider’s account documenting how frequently the former President’s behavior and rage without any “guard rails” showed just how far he would go to win the next election at any cost while spinning lies and misinformation on top of each other.  
    • “Peril” by Bob Woodward and Robert Costa provides anecdotes, stories and inside reporting documenting the controversial last days of Donald Trump’s presidency, as well as the presidential transition and early presidency of Joe Biden. 
    • “Devil’s Bargain: Steve Bannon, Donald Trump, and the Nationalist Uprising,” by Joshua Green tracks the money behind the scenes leading up to the 2016 presidential election and the growing influence of Steve Bannon’s network of extreme nationalists.

Image Credit: Wikimedia Commons

Inspired by Holiday Mathis – Creators Syndicate

 

S2 E107 — Leaving Us Adrift in a Sea of Change

When things get tough — during a merger — you should do what, go sailing?  You might ask, “Why sailing and why Catalina Island?  Was that like some sort of outdoor adventure boondoggle?  How did you get away with it?”

“5”  Steve Zahn, 51:Consider making a vision board. The surface verisimilitude of an image makes you feel as though you are within touching distance of your desire. Your brain gets used to this, bridges a gap, shortens the leap to reality.” Scorpio

Hi and welcome to Thursday’s Episode 107 in Season 2 of  “My Pandemic Year Natural Experiment” on this 3rd day of September in the fall of 2020.  

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

Season One and Two are a two-year examination of how bits of wisdom changed during the “normal” pre-pandemic and then in this unfolding pandemic year.

Previously in Season Two, the Pandemic Year

S2 E106How We Brainwashed Curmudgeons; S2 E105When Cosmic Leads to Decline, Pair Extremes Intentionally; S2 E104Worst Monday Ever. Very, Very Grim …

Related from Season One, the Normal Year

S1 E107How Do You Rate Your Sense of Curiosity?; S1 E106 — Attempts to Upset 9 of My Life Stages Apple Cart; S1 E105Will Fortune Smile on Us Later in the Evening?; S1 E104How Yesterday’s Success Triggers Tomorrow’s Failure

Context

This is a continuation of “Volume Two Manuscript — WorkFit” a work-in-progress.

In previous episodes we described Start Up, Emerging Growth, Rapid Growth, Sustained Growth, Maturity, Decline and now Reinvention stages.  

Reinvention without Decline

Image Credit: Stephen G. Howard  Copyright 2020

We described a mini-case of a major decline,  Part One, Part Two and Part Three. And, before that we profiled two mini case studies about what it was like working behind the scenes at a mature company in a financial, in a consumer industry and two more in another century-old university system — Part One and Two. 

Now we turn add to Part One with the wildcard Part Two behind-the-scenes Reinvention mini-case.

Reinvention Part Two

23.  Organizational Development – Technology

For a mainframe computer it took almost 24 months to offer the new line when I first joined.  We knocked it down to 18 months, but with enterprise customers their long buying cycles meant our sales people worked and worked and worked to get them to sign on the dotted line.

But then out of the blue word came down that we had entered a quiet period during a merger of two equal sized computer players with some overlapping markets and technologies.

And, it was further delayed due to alleged bribery for government contracts at the other company and the ensuing uncertainty about who would be doing what and what our new identity would be.

Almost immediately all our division employees panicked on the news.  And almost immediately the management team disappeared behind closed doors. 

The vacuum triggered worst case scenarios. And lot’s of questions:

    • How would the merger impact sales? 
    • Will we be handicapped right out of the start gate?
    • What would happen if our hardware, software and manufacturing projects were eliminated?
    • Wasn’t the merger about doubling the size of our marketshare?
    • What would happen to our own, local reinvention efforts?
    • If word leaked out from manufacturing that the next mainframe was as small as your desktop PC, somebody in the customer’s approval process could halt the sale.

In the face of fear and uncertainty and doubt no-one had answers.

Meanwhile, I represented our division interests on the new corporate task force that launched a corporate-wide employee survey and recommended ways of addressing the fear, uncertainty and doubt. 

We tackled the rebranding and communications campaign.

Two formal technology rivals, each with their own operating systems, serving different customers and industries grew from two very different roots. 

From those roots grew two very different cultures which reinforced themselves, until months after the merger.  

Our corporate task force acknowledged those differences, but we began digging until we found the two core foundational stories and creatively began communicating fewer differences and more similarities in an effort to build a new shared value set. 

The company was renamed and branded as the Power of Two (squared).   But, even Steve Jobs couldn’t resist the choice when he quipped, “Little did they know at the time that ‘2’ would be their stock price.”

We all fell victim to FUD — fear, uncertainty and doubt.  When two companies come together to form one you have winners and losers.  At first, since we acquired them, we all figured we’d be the victors.  But, that wasn’t how it turned out entirely.

Locally in our division, we collectively decided to only focus on what we could control.

Shaping a Cultural Climate for Innovation

For another initiative, our Climate for Innovation — the theme my team got three local leaders of manufacturing, software engineering and firmware engineering to sponsor in the California division.

Here’s what the engineering and software teams faced. 

    • They needed to dramatically shorten the time from idea into customer hands.
    • At the same time — they didn’t know when — a competitor would introduce a dramatic improvement which forced the product team to match or beat it.
    • They had to account for technology wild cards. 
    • They themselves didn’t know if they would survive the internal cost cutting elimination process or if their merging counterparts would lose.

We weren’t engineers or software developers.

So, How Could We Contribute?

They were on the hook to finish products on their roadmaps, but to figure out ways to shrink development time before their competitors did. 

So, we scheduled a series of communications programs that interviewed each leader and gave them an opportunity to describe what was important to their group and how each of the other groups fit together.  

It wasn’t technology or talent as much as it was product team formation, storming, norming and performing that sped progress on the relentless time to market. 

My communications co-conspirator described it as a “license to steal,” but in a good way.  As long as we helped move the needle towards a “Climate for Innovation” we practiced tail-wagging as an example for the newly emerging company.

We reinforced a fast-paced, innovative culture that attracted the best of the best. Our motto was simply, “It’s better to seek forgiveness than to ask permission.”

When things get tough — during a merger — you should do what, go sailing?

You might ask, “Why sailing and why Catalina Island?  Was that like some outdoor adventure boondoggle?  How did you get away with it?”

By sailing to Catalina, holing up in a local hotel and hashing product roadmaps teams were literally able to think out of the box away from the mainland and return to their work with a fresh perspective.

Convene the Brain Trust

Crazy creative Dave pitched a high risk, high value proposition based on a sailing experience.

Robin, one of our local engineering managers and eventually our co-conspirators had taken Dave out to Catalina for fun.  He volunteered as a leader of Sea Scouts based in Dana Harbor, so he had the access to the sailboats and Dave is crazy creative.  

And, crazy creative Dave introduced me to Jim whom he met at a Corporate Communications boondoggle out in the desert of Arizona at a Wickenburg dude ranch. What Dave immediately liked about Jim was his combination strategic thinking and team building tools.

One of Jim’s real estate client brought him to Southern California for executive coaching.  Crazy creative Dave conspired with Robin — the boat, Jim the tools, and me looking for FUD-busting stories to tell.  

We set out on a get-to-know-each-other sea cruise in the Pacific Ocean at dusk from Dana Point named for Richard Henry Dana who wrote, “Two Years Before the Mast” about his adventures on the Pilgrim up and down the coast.  

Fur trappers would throw down their hides from the cliff overhead to the tall ships anchored in the harbor as part of trade conducted in Mission San Juan Capistrano — founded, I believe, in 1775.

Change-Worthy Resilience

Funny how that history kind of provided a little something in our conversations and being on a sailboat, you’re tightly constrained physically so everybody participates. 

And there’s something wonderful about the ocean. The up-and-down motion. The side-to-side motion. The vagaries of the wind and the tacking back and forth. To make any kind of progress, you have to focus on the matter at hand, and balance in three dimensions. 

The sea works its own magic on conversation. It didn’t take long before we found a common passion — the challenge of building change-worthy organizations and individuals.

And, suddenly the wind stopped. The ocean calmed around us momentarily — the surface turned smooth as glass. Simultaneously, we reached some sort of synchronicity state. 

That moment when every thing happens in slow motion. We finished each other’s sentences. Ideas burst out of us like popcorn. We collectively saw a future — at least a trajectory based on the technology we were building, and a way to achieve what we all wanted individually, but in a way that would benefit all of us working together.

So, how did that play out? It sounds so, what … corporate hippy bullshit.

That’s why I couldn’t ask for permission from my 116 Institutional Traditionalist boss. 

Our task was to create an accelerated team building and innovation process — the sailing to Catalina — facilitate brainstorming sessions, and capture their output — decisions, plans, action items, further investigations.

Did it Work

Still sounds like a typical corporate boondoggle, right?

If you’ve been to a workshop or a class, what happens?  

In about 20 minutes after it’s over — by the time you leave the parking lot — you forget 50% of it.  When you come back to work, all the emails and requests that piled up while you were away command your time and attention.  

You lose another 30%.  

By the end of the first week, the Catalina experience is just a fond memory.

Did They Forget Best Laid Plans

No, we recorded all of their work in video and photos.  During the first week “back at the ranch” we delivered daily reminders of commitments they made by documenting them doing so in pictures.  Intermittently, we’d send another reminder and request for a status update.

It was like they could fall back into their highly engaged experience — in a kind of a re-immersion. 

It worked, really well.  Dave and I treated each safari as a proof of concept and built on what we learned running prior ones.  

We experimented with a variety of outdoor venues, if you will, and learned how to program sessions with music and turn the whole adventure into — well, we called them “Strategic Safaris” to accelerate team development, conduct product planning sessions and drive new initiatives immediately.

Next up: Part Three when intrapreneurially sourced innovations take shape.

Evidence

“5”  Steve Zahn, 51:Consider making a vision board. The surface verisimilitude of an image makes you feel as though you are within touching distance of your desire. Your brain gets used to this, bridges a gap, shortens the leap to reality.” Scorpio

Thanks for the fond memories.  On the island with the engineering teams we’d have them draw out what they felt were their team futures.  They broke down steps to achieve what they had drawn together and we filmed them committing to what they achieved on Catalina together.

Random ones that make me want change my sign.

“ 4”  Steve McQueen (1930 – 1980): “There have been times when it was hard for you to imagine being free, self-reliant and in control of your own financial and emotional destiny. Today’s developments are a dream come true.”  Aries

Can I get an “Amen!”  My decade-long advisory role in the university system helped turn that line of anxiety off forever.

“4”  Steve Winwood, 71; Stevie Wonder, 69; Stephen Colbert, 56: “Not all feelings are messages from the depths. Some are just momentary choices based on comfort zones. A feeling can also be a distraction from another, less-appealing, more uncertain feeling.”  Taurus

Got me.  I tend to favor my muse by asking Leo da V what I should concentrate on, expecting a deep exploration.  But, often curiosity masks distractions.

“4”  Steve Greene, 34; Steve Guttenberg, 61:You’re likely to pour over every detail. The perfectionism that has you moving incredibly slowly now will also be the reason that you’re so excellent at the task.” Virgo

Yes and no.  Too much detail numbs my brain.  Not enough detail fails to satisfy my Systematic-Professional leanings.  Is it a stalemate?

“5”  Steve Kerr, 54:You are very aware of what you don’t know and only get more aware of it as you go. This is proof that you are amassing a great body of learning indeed, as every new idea opens up 10 more questions.” Libra

Just 10 more questions?  It’s as true for me today as it was finding resilience in uncertain times during our 360 degree model for adventure learning.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @knowlabs followers of one or more of my 35 digital magazines organically grew from 4906 to 4990.

Foresight

Quality-of-Life

Long-Form

    • Saw the movie, didn’t realize that one of my favorite authors, Michael Connelly — his detective Hieronymus (Harry) Bosch book series and Amazon Prime series — also wrote, “The Lincoln Lawyer” which I just finished. Gotta tell you I can’t not see his lead character (Mickey Haller, Bosch’s half brother) as anyone else but Matthew McConaughey. 

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trip

S3 E47 — Why’s and How’s of the Genius Art of Procrastination

Something is missing.  I can’t put my finger on it.  I just don’t know what it is, but I can feel it.  I thought it was something Marshall McLuhan said and was fully prepared to follow the search for it.  But, that impulse dried up.

“5”  Steve Carell, 57; Steve Martin, 74; Steve Wozniak, 69: “In a moment of complete relaxation, an answer will come to you accompanied by all the relief and satisfaction of finding a set of lost keys. Indeed, this will unlock future doors.” Leo

Hi and welcome to Sunday’s Episode 47 in Season 3 of  My Paradoxically Normal Year” on this 16th day of May in the spring of 2021 — which is a three-year examination of how bits of wisdom changed during the “normal” pre-pandemic year and then in the pandemic year, and now months after.

The Tau of Steves: What You Don’t Know Could Fill a Book

Table of Contents

Previously from Season Three, the Paradoxically Normal Year

S3 E45 Tacit Heuristics Blinding Fast-Track Teams; S3 E44Make It Rhyme To Work Each Time; S3 E43Add a Little Foresight to My Misdemeanor Tab

Related from Season Two, The Pandemic Year

S2 E46Whimsy Passion Project or Epic Novel of Adventure?; S2 E45Wildcard What Ifs and Doobie Bros Bias; S2 E44Celebrating Emma the Baroness Tribal Quarantine Style; S2 E43See What You’ve Been Missing …

Related from Season One, The Normal Year

S1 E46Day 46 of My 1-Year Experiment; S1 E45Day 45 of My 1-Year Experiment; S1 E44Google Me Some Chopped Liver; S1 E43Desperation on Such a Summer’s Day

Context

Sitting quietly for a moment after I asked “What would Leo da V do?” the answer arrived.  

Curiosity.  

That’s what’s been missing from the 1-Year Natural Experiment Report.  Living life as an art form in a natural experiment.

Why?  

I’d been skipping over “Why: What Makes Us Curious?” by Mario Livio.  

Guess who figures prominently in Mario’s tale, besides Richard Feynman, my Leo!

Leonardo’s boundless interests spanned such broad swaths of art, science, and technology that he remains to this day the quintessential Renaissance man. Art historian Kenneth Clark appropriately called him ‘the most relentlessly curious man in history.’ 

Feynman’s genius and achievements in numerous branches of physics are legendary, but he also pursued fascinations with biology, painting, safecracking, bongo playing, attractive women, and studying Mayan hieroglyphs.

Leonardo’s apparent inability to complete assignments, or his lack of interest in finalizing some of his projects pose further questions laid out by Livio, but really relevant to my behavior too: 

    • What was it that made Leonardo curious, and why? 
    • What did he do to satisfy his curiosity? 
    • At what point, if any, did he actually lose interest in a particular topic? 

Leonardo was curious about almost everything in the complex world surrounding him, and compulsive about note taking.  He sketched drawings and notes as part of his “artistic”output, estimated by some researchers to be 15,000 pages.

Why include curiosity now?  

Livio says the emergence of the unique human curiosity and emergence of the distinct human language were strongly correlated.  Which is a polite way of elevating gossip! 

Livio believes curiosity is at the core of human symbolic culture.

“… socially shared myths, rituals, and symbolism were most likely the first sophisticated responses to nagging why and how questions and were therefore the fruits of curiosity.”

How?

The chain reaction that resulted from the positive feedback between curiosity and language turned Homo sapiens into a powerful intellect, with self-awareness and an inner life.

The basic characteristic of curiosity is the desire to pose a question, thereby risking generating even more uncertainty, which in the context of an information-gap model is perceived as distressing.  Einstein once said: 

The important thing is to not stop questioning. Curiosity has its own reason for existing. One cannot help but be in awe when one contemplates the mysteries of eternity, of life, of the marvelous structure of reality. It is enough if one tries merely to comprehend a little of this mystery every day.

Why?

Curiosity is really an engine of discovery. The seed of creativity is curiosity, and that potential for imagination comes from wondering, filled with self-awareness and a rich inner life.

Evidence

So, let’s turn to wondering which of the Steves offers relevant TauBits of Wisdom for the day.  If complaining identifies a problem and that problem is really an information-gap itching to be closed, then I like what you can offer Zahnny.

“3”  Steve Zahn, 51: “Complaining comes easily to most. Just about anyone can describe a problem. The next steps — brainstorming solutions, settling on a few to try, gaining the cooperation of others, etc. — are for the advanced corps. That’s you.” Scorpio

Random ones that make me want change my sign.

However comma, as Emma the Baroness is fond of saying, I believe it takes an inventor and two comedians to describe my early in the morning “What would Leo da V do?” moment when I switched from McLuhan to curiosity, more precisely.

“5”  Steve Carell, 57; Steve Martin, 74; Steve Wozniak, 69: “In a moment of complete relaxation, an answer will come to you accompanied by all the relief and satisfaction of finding a set of lost keys. Indeed, this will unlock future doors.” Leo

So, Steve your Holiday Tau is saying book learning is one thing, but application is what matters, right?  Couldn’t agree more.  I’m on the back end of teasing out lessons learned from experience and building the theory it supports.

“4”  Steve Jobs, (1955 – 2011): “The theories that work out on the page but don’t work out in real life can be considered exercises or games, not serious contenders. Actual results trump theory every time.”Pisces

I was surprised late yesterday afternoon when just like your Holiday Tau describes, wave after wave washed through me while I watched Vanessa’s tribute to Kobe Bryant at his induction into the NBA’s hall of fame.  

“5”  Steve McQueen (1930 – 1980): Feelings are waves. They rise into an identifiable shape and then hit the shore and go back to being part of the big ocean of emotion. Don’t fear the feeling. It’s just another form for energy to be for a while.  Aries

I saw Michael Jordan, duh, since he introduced Kobe for his induction, but not you.  Okay I have to admit I taped the whole show so I could fast forward through Tim Duncan’s and Kevin Garnett’s to get to Kobe , so you may have been there. Now I’m wondering if the socially distanced audience were already inducted members and family?

“4”  Steve Kerr, 54: “When dealing with distracted people (and it’s safe to say that most people you’ll deal with today will have an attention deficit), assume that you must capture their attention several times throughout the interaction.” Libra

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @KnowLabs suite of 36 digital magazines jumps from 8138 to 8193 organically grown followers

Foresight

Quality-of-Life  

Long-Form

    • “Future Shock” by Alvin Toffler, a classic I feel which still holds up. As the pace of change quickens we experience self-doubt, anxiety and fear.  We become tense and tire easily, until we are overwhelmed, face-to-face with a crisis situation. Without a clear grasp of relevant reality or beginning with clearly defined values and priorities, we feel a deepening sense of confusion and uncertainty. Our intellectual bewilderment leads to disorientation at the level of personal values. Decision stress results from acceleration, novelty and diversity conflicts. Acceleration pressures us to make quick decisions. Novelty increases the difficulty and length of time while diversity intensifies the anxiety with an increase in the number of options and the amount of information needed to process.  The result is a slower reaction time.
    • Daniel Kahneman’s, “Thinking Fast and Slow”describes two different ways the brain forms thoughts: “System 1” which is meant as a fictional shorthand — not as a brain system or structure: Fast, automatic, frequent, emotional, stereotypic, unconscious. “System 2”: Slow, effortful, infrequent, logical, calculating, conscious. I’m learning a lot about my energy levels first described from within an introversion frame now, from within differences between System 1 and the harder working, energy depletion System 2.  Self-control, for instance is hard and takes a lot of energy to accomplish.  When I write the concentration requires effort until I can find the “flow.” Implications for True Belief — it’s easy to stay in System 1 vs. critical thinking — System 2.  Set some marketing and working on the business goals — System 2 and then ignore them by following the lateral thinking and associative thinking  which Leo da V invites me to do — System 1. 
    • “Why?: What Makes Us Curious,” by Mario Livio. “… socially shared myths, rituals, and symbolism were most likely the first sophisticated responses to nagging why and how questions and were therefore the fruits of curiosity. The chain reaction that resulted from the positive feedback between curiosity and language turned Homo sapiens into a powerful intellect, with self-awareness and an inner life.

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trips

S2 E105 — When Cosmic Leads to Decline, Pair Extremes Intentionally

It’s one thing to force the “jump to a winning reinvention path” through a major restructuring of people, processes, technologies and organization rearrangement. It’s quite another to develop the competency in-house to do it over and over again as needed.

“5”  Steve Zahn, 51: “Virtue is best delivered with humility, talent with vulnerability, might with mercy. The cosmic packaging doesn’t always team the right qualities together so you’ll do some intentional pairing.” Scorpio

Hi and welcome to Friday’s Episode 105 in Season 2 of  “My Pandemic Year Natural Experiment” on this 29th day of August in the summer of 2020.  

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

Season One and Two are a two-year examination of how bits of wisdom changed during the “normal” pre-pandemic and then in this unfolding pandemic year.

Previously in Season Two, the Pandemic Year

S2 E104Worst Monday Ever. Very, Very Grim …; S2 E103 Confronting Fear, Uncertainty, Doubt, Resistance and Unrelenting Stress ; S2 E102Caught by Surprise in a Major Gut-Wrenching Decline

Related from Season One, the Normal Year

S1 E105Will Fortune Smile on Us Later in the Evening?; S1 E104How Yesterday’s Success Triggers Tomorrow’s Failure; S1 E103Innies and Outies and Other Potential Catastrophes; S1 E102Why Is It Always Hidden in the Fine Print?

Context

This is a continuation of “Volume Two Manuscript — WorkFit” a work-in-progress. In previous episodes we described Start Up, Emerging Growth, Rapid Growth, Sustained Growth, Maturity, Decline and now Reinvention stages.  

But, each with the emphasis on how a specific stage provides another better fit opportunity for one or more of 16 Talent Profiles, yours included.

The prescription for decline, usually purchased during advanced stages of the “Mature Matrix” disease, is to bring in a new management discipline and the talent that can re-capture breakthrough product innovations while outsourcing non-core competencies

It’s one thing to force the “jump to a winning reinvention path” through a major restructuring of people, processes, technologies and organization rearrangement. It’s quite another to develop the competency in-house to do it over and over again as needed.

It requires the right mix of internal change agents and knowledge managers to reinvent the enterprise and breathe new life into old procedures and processes relevant as the newer proprietary best practices.

But, reinvention begins before the organization leaves maturity and falls into decline in most technology-driven organizations, or after when a disruptive transformation is forced and lessons want to be learned in organizational memory.

A “Chief Reinvention Officer” assembles a team from talent profiles that previously had been skipped over from each of the four major organization types.

In maturing and declining organizations people in the system can’t see the changes that are happening in their environment.  

This is so insidious that frequently the data that they ignore have to do with factors that could literally drive them out of business.  

Growth Stage Key Success Factor Leading to a Crisis New Success Key 
Start Up Loosen  Leadership Tighten
Emerging Tighten Functional Loosen
Rapid Loosen  Autonomy Tighten
Sustained Tighten Repetition Loosen
Maturity Loosen Control Tighten
Decline Tighten Red Tape Loosen

But, 102 Thought Leaders and 113 Idea Packers only start the reinvention process.  It takes a maverick combination of talent to succeed — 104 R&D Experimenters, 106 Operational Accelerants, 109 Internal Change Agents and 115 Professional Practitioners.

To break out of Red Tape Crisis requires the acquisition of or the return of new dance partners — the last of “red” Paradoxy-Moron innovator tribes — the 104 R&D Experimenters who produce new niche breakthrough products.

They’re the masters of collaboration tools and they participate in all sorts of discovery and innovation through their worldwide web-like networks.

But, within the mature organization, they are the most disruptive. Recognizing the external signals of impending decline and acting on them requires foresight. So recognition and execution usually only occur after it is too late to mobilize in time to avoid a decline.

They have to keep the independent, entrepreneurial spirit alive by leading a skunk works for reinventing, reengineering or continuously innovating. 

The “green” 106 Operational Accelerants the last of the four Emerging-Entrepreneurs talent profiles take the emerging core competency further by developing operationally excellent processes — streamlined, efficient and incrementally improved — while deciding which of the non-essentials are outsourced. 

The “tan” 109 Internal Change Agents create the demand for change and execute strategies to minimize resistance critical to innovative and operational success. 

And, finally,  those in “blue”, the last of the Systematic-Professionals,  115 Professional Practitioners may enjoy mastering  a new niche as part entrepreneur and part professional services delivery person. They’re needed to apply proprietary best practices and knowledge gleaned from the growing “intraprenerial proof of concepts” while measuring results the rest of the organization can more easily digest and trust.

“Wait a minute,” you may say. 

According to the Organization Type model the “Red” Paradoxy-Morons and “Tan” Sustaining-Associates” represent polar opposites in just the same way that “Green” Emerging-Entrepreneurs and “Blue” Systematic-Professionals do.

The first shows Disruptive Innovation at the extreme opposite corner from the Sustained Improvement extreme.  The same is true for the diagonal running from   Emerging Knowledge to Embedded Knowledge. 

Of course you are right. 

When it comes to identifying worse fit kinds of organizations.  Because those end points usually lie along the path of highest resistance.

Usually those combinations represent polar opposites dedicated to the highest degrees of disruptive innovation, independence, speed, embedded knowledge, improvement, affiliation and mastery. 

But, if you look closely the four Reinvention Talent Profiles do not embody the highest degree, but rather only medium degrees:

    • 104 R&D Experimenters — Medium degrees of disruptive innovation, independence and speed.
    • 106 Operational Accelerants — Medium degrees of new knowledge, affiliation and speed.
    • 109 Internal Change Agents — Medium degrees of improvement, affiliation and mastery
    • 115 Professional Practitioners — Medium degrees of embedded knowledge, improvement and mastery.

Once a Chief Reinvention Officer builds the team allowing for differences to surface during the storming phase and they begin to learn from each other more collaboratively they become a new model for how a Reinvented organization can be run.

Evidence

“5”  Steve Zahn, 51: “Virtue is best delivered with humility, talent with vulnerability, might with mercy. The cosmic packaging doesn’t always team the right qualities together so you’ll do some intentional pairing.” Scorpio

A Reinvention team doesn’t mesh well especially in the forming stage.  You have to allow members from opposite organization types to argue, become frustrated with each other until differences bring out better understanding.  

Random ones that make me want change my sign.

“4”  Steve McQueen (1930 – 1980): “The general public may not be your best audience. Niche down. Once you aim your talent where people are likely to be responsive, you’ll find many to play along.”  Aries 

Depend on the internal change agents to help identify those like-minded people attracted to new niche, but critical paths.

“4”  Steve Howey, 42:Mistakes will be made. The way of progress is to admit to them, deal with the problem, learn from the sequence and either build on that or move along to the next thing.” Cancer

You have to allow for the messy, mistake filled beginnings before normalization takes hold and sets the stage for high performance. 

“5”  Steve Carrell, 57; Steve Martin, 74; Steve Wozniak, 69: To keep from falling behind, look ahead. Figure out what you might need up there. Grab it and keep walking. Soon, you’ll be looking back and offering advice to the people who stand where you are now.” Leo

The task leads you into first time adventures where the outcome is uncertain filled with highly resistant coworkers.  At first they’ll line up against you until they notice the positive changes they can begin to trust.

Steve Aoki, 41: “Boats that beat against the current may expend great effort only to be borne back. Distance will only be achieved in accordance with the wind and tides.” Sagittarius

You have to expect highly resistant going in the beginning.  Look for those early adaptors who may provide budget and influence necessary to turn the tide your way.

Steve Jobs, (1955 – 2011): Worry helps no one, least of all you. Think about how you want things to go, and then prepare for that. Direct your positive thoughts and energy to the situation and all will be well.” Pisces

It’s always uphill.  But with the right kind of core foundational story, an inclusive vision and a mission others can swallow you’ll find more people who can lend a hand.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @knowlabs followers of one or more of my 35 digital magazines organically grew from 4733 to 4807.

Foresight

Quality-of-Life

Long-Form

    • Saw the movie, didn’t realize that one of my favorite authors, Michael Connelly — his detective Hieronymus (Harry) Bosch book series and Amazon Prime series — also wrote, “The Lincoln Lawyer” which I just finished. Gotta tell you I can’t not see his lead character (Mickey Haller, Bosch’s half brother) as anyone else but Matthew McConaughey. 

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trip

 

S4 E38 — Billy and Buckey Blow My Brain in Whiskey Row’s Palace

He was a sheriff, newspaper editor, miner, politician,Georgist, gambler and lawyer, mainly in Arizona. His nickname came from his tendency to “buck the tiger” (play contrary to the odds) at faro or other card games. He later became a captain in Theodore Roosevelt’s Rough Riders, and died in battle.

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trips

Knowledge ATMs 

A peak behind the scenes of self-publishing, crowdfunding, and working for yourself

Table of Contents

Hi and welcome to Thursday’s 38th Episode in Season 4 of  Our Disruptively Resilient Year” on this 12th day of May in the spring of 2022.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll

    • @KnowLabs suite of 36 digital magazines, according to my analytics, grew from 12880 this week to 12943 organically grown followers.
    • Orange County Beach Towns 220 viewers stopped by the week before.

Foresight

Quality-of-Life

Context

As we strolled around, waiting for the cycling race to slow down so we could safely cross Whiskey Row without altering the race results, I wondered who that statue represented — somebody like Wyatt Earp? 

Image Credit: https://www.visitarizona.com/

It would makes sense, because Prescott tourism definitely played up the Old West Themes.

“No,” Jay said as we entered the dark wood old west bordello and saloon-themed restaurant “he’s a Rough Rider named Buckey somebody who was a mayor.“ 

Turns out a little later on Wikipedia I discovered  Bucky O’Neill was a man of his time like Wyatt Earp — a Permanently Temporary.

He was a sheriff, newspaper editor, miner, politician, Geologist, gambler and lawyer, mainly in Arizona. His nickname came from his tendency to “buck the tiger” (play contrary to the odds) at faro or other card games. He later became a captain in Theodore Roosevelt’s Rough Riders, and died in battle.

But, a Georgist, WTF? Not a typo? I never heard of that and it can’t be a version of his name like Esquire, right? 

Single tax movement, is an economic ideology holding that, although people should own the value they produce themselves, the economic rent derived from land—including from all natural resources, the commons, and urban locations—should belong equally to all members of society.

He believed in what today’s Representative to Congress from his district, Paul Gosar, would openly consider as socialism.

But, I couldn’t contain myself once my eyes grew accustomed to the dark interior having passed the famous western bar — brown wood walls with dark wood trim — and pictures and paintings and drawing on every wall. I browsed one wall after another.

After we ordered some appetizers to share and I took pull on a long neck bottle of Corona I excused myself to visit more history on both sides of the hallway to the lavatory.  Once in the head standing at the urinal I couldn’t help but laugh.  

Image Credit: WikiCommons

Not everyone remembers William Boyd aka Hopalong Cassidy a stable of cowboy westerns filmed around WWII and later shown on television in the ‘50s, but there he was with his white hair in black hat and black shirt and pants looking down at me in what seemed like a 4-foot poster astride his trademark white horse.

“Anybody remember the name of Hopalong Cassidy’s horse,” I teased Jay, Elle and Emma.  Jay had it on the tip of his tongue.  I then said, “Champion and I’m pretty sure I peed on his feet.”  They laughed and Jay announced he wanted to see for himself. 

Anyone driving towards Mammoth Mountain for a ski holiday slows down to 35 mph while passing through three small towns before accelerating back to 70 on Hwy 395.  

Is it Independence?  Or Lone Pine? I should look it up, right?

Image Credit: Stephen G. Howard Copyright 2022

Each time we pass we tell ourselves we should stop one time and explore the museum dedicated to all those western movies filmed in the Alabama Hills, including those staring William Boyd.

As Betsy, our dyed blonde server sauntered over in her corseted costume with a knife in a sheath fastened over the small of her back, you know like you’d expect for sex workers here at the faux brothel upstairs, I noticed a little history on the menu.

The Palace is the oldest frontier saloon in Arizona, and the most well-known and historic restaurant and bar in the state.  Past patrons include Wyatt Earp, Virgil Earp, Doc Holliday and Big Nose Kate. Virgil was Prescott’s Town Constable.  Originally built in 1877, The Palace was destroyed in the Whiskey Row fire in 1900.  Patrons moved the bar and lower back bar across the street and drank and watched Whiskey Row burn to the ground.  It was rebuilt in 1901.  Today, The Palace maintains its history, grandeur and old west atmosphere, is a favorite for locals, and attracts visitors from all over the world.

Image Credit: Stephen G. Howard Copyright 2022

Sitting at our round wood table I glanced at the wall almost directly behind Jay’s shoulder.  A glass display of mining tools used back in the day caught my eye. 

But immediately to the left of the display I saw a small brown framed black and white picture with a brass black below the photo, 

 

“Yavapai County, Burro Man Circa 1890s.”

Two seemingly unrelated factoids tumbled in my mind and came together like a conspiracy theory.  

Could it be?

In the photo a gold seeker in a broad-brimmed hat kneels next to a small makeshift wooden sifting structure.  To his right you can see two pails and a home made scooper — a short wooden handle attached somehow to a metal can.

I vaguely recall pieces of a family story about someone my father’s aunts wrote about in a newsletter which told the story of our extended family ancestors.

Image Credit: WikiCommons

And something I discovered about O’Neill.

O’Neill arrived in Prescott in the spring of 1882. There he rapidly progressed in his journalistic career. Starting as a court reporter, he soon founded his own newspaper, Hoof and Horn, a paper for the livestock industry. He became the editor of the Arizona Miner weekly newspaper in 1884 to February 1885.

That’s it.  Uncle Billy ended up in two Prescott articles and with a little research I discovered one story appeared in the Arizona Miner.  Is it possible Bucky interviewed Billy?

Roughly five years apart Uncle Billy made both the Arizona Miner and the Prescott Enterprise.  Seems as though my great, great uncle’s letter got published in the Prescott Enterprise in 1871.

In the summer of 2005 here’s what I wrote about him in, Uncle Billy, the Earl of Dunraven, Pearl Street & Emaciated Mountain Goats 

He wrote it to the Honorable S.C. Miller telling him he is living in Castle Rock in Douglas County, Colorado. Uncle Billy wandered from Osage County, Missouri sometime after the 1850 census listed him – as it had Confederate War casualty Nathan – my great, great grandfather.

That got me thinking about Samuel Clemons who began his writing career by sending letters to newspapers signing them “Mark Twain”.  Like Mark Twain, he was drawn to the West to find his fortune working mining claims. 

Twain roamed California and Nevada, while Billy mined his 400 feet lode on Lynx Creek in what is today a quaint vacation spot near Prescott, Arizona – north of Phoenix and south of Flagstaff.

Did he strike it rich? 

Like almost everybody else, he made and lost a fortune in the Gilpin County gold leads. 

In an 1871 report on mining, he’s described as “… a fine specimen of a Western Pioneer, one of the men who have always kept in advance of railroads, and who doesn’t feel well unless separated from civilization by hundreds of miles of Indian country.

Indian country before trains, huh?

Continuing in the 1871 Arizona Miner interview he describes an incident while going from Prescott to Walker’s Camp, at the head of Lynx Creek. 

Near Yellow Jacket Gulch, he sees a huge fire and rising smoke. He says parties recently from Skull and Kirkland valleys “report Indians aplenty down that way. They are around, sure, and there is no telling when or where they will strike the first blow.

Image Credit: Stephen G. Howard Copyright 2022

So, I’m not saying that photo on the wall next to the glass display is Uncle Billy, but I do know we passed through Skull and Kirkland valleys on the way to Jay and Elle’s Prescott home.

And, the timing is off by a decade or more for Bucky O’Neill to have interviewed Billy, like it sometimes is when you do any ancestry research.  

In letters he wrote back home to Missouri he describes the struggle between guarding against Indian attacks, robbers and the long distance he has to travel for supplies. 

Before Bucky sauntered into Prescott, I’m fairly certain Billy had pulled up stakes already.

Forced to move on due to bad luck, he tries his hand mining in the Black Hills and tries settling for a short time in Castle Rock, before finally returning to his family farm in Missouri.

The Tau of Steves: What You Don’t Know Could Fill a Book

Table of Contents

“5”  Steve Winwood, 71; Stevie Wonder, 69; Stephen Colbert, 56: “Everyone is not on the same page. Some around you are not even in the same book. For this story to go right you must establish common ground and build from there.” Taurus

We concluded the three-year examination of how bits of wisdom changed — during the “normal” pre-pandemic year compared to the pandemic year, and more recently to the paradoxically normal year. 

Season Four continues now within domestic and global chaos.

Previously in Season Four, The Disruptively Resilient Year

S4 E37Racing a Little Wobbly on Whiskey Row; S4 E36Big Rigs, Skull Valley and Yarnell Hotshots ; S4 E35Prescott Pitstop Knocks Me Off Balance

Related from Season Three, the Paradoxically Normal Year

S3 E38Sliding on a Super Slippery Slope to 2nd or 3rd Cousins; S3 E37Tell Me More Lies I Can Believe In; S3 E36Placebo, Meaningful Coincidence or Just Feeling Lucky; S3 E35This Ain’t No Zemblanity

Related from Season Two, the Pandemic Year

S2 E38What Should You Do If You Stumble Across Loaded Information?; S2 E37How Deep is the Chasm? What Do We Do?; S2 E36Turning Lemons into Margaritas; S2 E35Was this Pandemic Year a 1-Off or New Way of Life?

Related from Season One, the Normal Year

S1 E38Day 38 of My 1-Year Experiment; S1 E37Day 37 of My 1-Year Experiment; S1 E36Day 36 of My 1-Year Experiment; S1 E35Day 35 of My 1-Year Experiment;

Evidence

Random ones that make me want change my sign.

Today’s Holiday Birthday: 

Your victories will be satisfying and numerous. Through the next 10 weeks you work unwaveringly, with unshakeable focus and resilient intelligence. A complicated relationship irons out. As a result of your efforts to broaden your intellectual horizons, your earning potential will increase.

Ten weeks you say?  That’s ending sometime after the middle or the end of July, but I shouldn’t get my hopes up because this is probably your birthday and not mine.

“5”  Steve Winwood, 71; Stevie Wonder, 69; Stephen Colbert, 56: “Everyone is not on the same page. Some around you are not even in the same book. For this story to go right you must establish common ground and build from there.” Taurus

Well, so far so good.  Elle and Jay have been long-time friends even having traveled to Italy for our anniversary vacation.  But, in terms of politics I don’t hold out any hope that we’d be in the same chapter.  Common ground, yeah that’s the ticket.  Fingers crossed. 

“3”  Steve Greene, 34; Steve Guttenberg, 61; Stephen King, 72: “You may decide to do things differently from how your predecessors did because new tools are available. Experimentation takes time and the risk doesn’t always pay off, but you’d be remiss not to try. The future is for the brave!” Virgo

So my predecessors wrote long-hand letters, but my mother typed all of hers and posted them by mail.  She included clipped articles from her newspapers or magazine subscriptions.  Me?  I didn’t want all the clutter from paper and files, so I always looked for digital alternatives.  But, even now I feel I can’t keep up.

“4”  Steve Kerr, 54: “As for the one who doesn’t understand what you’re doing… it could be a perceptual limitation of theirs, but it could also be that you’ve yet to effectively impart the vision. How can you explain it differently?” Libra

So true, I’m in the weeds on most of my passion projects.  And, because I’m one of those endangered introverts, at least by percentage of similar temperaments, I get how most (95 to 97%) won’t understand what I’m doing until I can simplify and simplify some more.  Am I getting closer?

“5”  Steve Jobs, (1955 – 2011): “Here’s an argument for keeping it simple: If the issue at hand grows more complex, and the stakes are raised too, the analysis of choices will consume more energy, which may lead to decision fatigue and delays.” Pisces

WTF have you been eavesdropping?  I couldn’t put it any better than that.  Nailed it!

Long-Form

    • “Here, Right Matters: An American Story” by Alexander Vindman. “We’d long been confused by the president’s policy of accommodation and appeasement of Russia, the United States’ most pressing major adversary. Russia’s president Vladimir Putin invaded Ukraine, seizing the Crimean Peninsula, attacking its industrial heartland, the Donbass, from the capital, Kyiv. By 2019, little had changed, Russian military and security forces and their proxy separatists continued to occupy the Donbass. The biggest change was to Ukraine’s importance as a bulwark against Russian aggression weeks earlier, the White House had abruptly put a hold on nearly four hundred million dollars.” 
    • David Enrich begins his book with a suicide in “Deutsche Bank Dark Towers: Deutsche Bank, Donald Trump, and an Epic Trail of Destruction” and then meticulously details the bank’s Russian money laundering operations. Deutsche’s Russian business surged after revenues had fallen 50% due to the 2008 financial crisis. Putin’s Russia, poured in to Deutsche from deals it did with VTB Bank, linked to the Kremlin’s intelligence apparatus. Deutsche positioned itself as a crucial cog in “The Laundromat” by doing what couldn’t be done — processing cross-border transactions for banks that were too small  and didn’t have offices outside their home countries.
    • “Unthinkable: Trauma, Truth, and the Trials of American Democracy” by Jamie Raskin recalls one tragedy no parent should endure — the suicide of his son — and then a second tragedy at almost the same time — the insurrection on January 6th 2021, that terrified he and his congressional peers who were tasked by the Constitution to routinely oversee the orderly transfer of power from one former president to the duly elected new President. 
    • “A Warning” by Anonymous (Miles Taylor) written prior to the January 6th Insurrection as an insider’s account documenting how frequently the former President’s behavior and rage without any “guard rails” showed just how far he would go to win the next election at any cost while spinning lies and misinformation on top of each other.  
    • “Peril” by Bob Woodward and Robert Costa provides anecdotes, stories and inside reporting documenting the controversial last days of Donald Trump’s presidency, as well as the presidential transition and early presidency of Joe Biden. 
    • “Devil’s Bargain: Steve Bannon, Donald Trump, and the Nationalist Uprising,” by Joshua Green tracks the money behind the scenes leading up to the 2016 presidential election and the growing influence of Steve Bannon’s network of extreme nationalists.

Image Credit: Wikimedia Commons

Inspired by Holiday Mathis – Creators Syndicate

S3 E46 — Twisting Meaning to Fit Is Still a Misdemeanor in My Book

I started down this path a week ago on Friday when I felt lost. What I did next didn’t fill me with pride. 

“5”  Steve McQueen (1930 – 1980): Take a step back and remember why you wanted to do a thing in the first place. Much has happened since; your purpose has evolved to fit the circumstances. But that initial kernel of intention is still the heart of this venture.

Hi and welcome to Saturday’s Episode 46 in Season 3 of  My Paradoxically Normal Year” on this 15th day of May in the spring of 2021 — which is a three-year examination of how bits of wisdom changed during the “normal” pre-pandemic year and then in the pandemic year, and now months after.

The Tau of Steves: What You Don’t Know Could Fill a Book

Table of Contents

Previously from Season Three, the Paradoxically Normal Year

S3 E44Make It Rhyme To Work Each Time; S3 E43Add a Little Foresight to My Misdemeanor Tab; S3 E42Greta, Juliette and the Partridge Family at Trestles

Related from Season Two, The Pandemic Year

S2 E45Wildcard What Ifs and Doobie Bros Bias; S2 E44Celebrating Emma the Baroness Tribal Quarantine Style; S2 E43See What You’ve Been Missing …; S2 E42It Was Short and Sweet, but Heart-Felt

Related from Season One, The Normal Year

S1 E45Day 45 of My 1-Year Experiment; S1 E44Google Me Some Chopped Liver; S1 E43Desperation on Such a Summer’s Day; S1 E42Love on the Run

Context

I stole Steve Kerr’s TauBit of Wisdom:

Projects have a beginning, middle and an end, though that is not the best order of approach. Begin with the end in mind. If you don’t have an end in mind yet, assist someone who does and you’ll learn a lot. 

Thanks to Coach Kerr and the Los Angeles Lakers living legend, Kareem Abdul-Jabaar I’ve been reworking the 1-Year Natural Experiment Report.

Intelligent imagination is vital to this sort of deduction! However improbable a hypothesis, it cannot be discarded. 

Mycroft and Sherlock” by Kareem Abdul-Jabbar

Introduction

  • Definitions
  • What Does Tau Mean?
  • Life as an Art Form
  • Life as a Natural Experiment

Chain of Events Leading to the 1-year Experiment

  • Two Fortune Cookies and Dove Dark Chocolates
  • Here’s the Pitch for Bringing More Steves into the World
  • Steve is on an Endangered List
  • Top 10 Steves Organized by Horoscope = 120!

Three Phases

  • Finding Aphorisms Worth Handing Down
  • Priming the Pump for Input from Real Steves
  • Soliciting Wisdom from Steves with Identical Names

Methodology for Phase One

  • Changes along the Way
  • Extension to total 1-Year
  • Day 196 of 1-Year (Pre-Pandemic) overlaps with Day 20 of Pandemic Year

Findings for Phase One

  • Total Possible Horoscopes, Originally 4536 vs. Extension 4548
  • From Representative Sample of Famous Steves
  • Break Down: Practical Projects, Work, Legacy, Dreams and Relationships

Results Relevant to Me

  • Specific to Scorpios
  • From Any of the Remaining 11 Signs

Conclusion

  • Horoscopes
  • Biases
  • Intuition
  • Synchronicity
  • Pattern Recognition
  • Serendipity
  • Do I Feel Lucky?
  • Superstitions
  • Rituals
  • Super Simplification
  • True Believers
  • Filters
  • Selves
  • Heuristics
  • Associative and Lateral Thinking

Appendix:

Holiday TauBits of Wisdom From Representative Sample

  • Steve McQueen
  • Steve Carell, Steve Martin and Steve Wozniak
  • Steve Jobs

Evidence

Random ones that make me want change my sign.

I guess if I had known I would have added our Patron Saint, Steve McQueen to Kerr and Kareem’s inspirations. 

“5”  Steve McQueen (1930 – 1980): Take a step back and remember why you wanted to do a thing in the first place. Much has happened since; your purpose has evolved to fit the circumstances. But that initial kernel of intention is still the heart of this venture.” Aries

If I twist the meaning of your Holiday Tau slightly Howey, I interpreting your message as confirmation of this whimsey passion project which led to more tangible and practical insights I’m working through in the “Conclusions” section of the report, right?

“4”  Steve Howey, 42:Whether consciously or unconsciously, you keep placing yourself on the path of self-discovery. The respect and love you gather up is a natural byproduct you’ve earned along the way.” Cancer

Don’t get me wrong Coach Nash, but I’m not feeling the relevance for today.  But thanks anyway.

“2” Steve Nash, 45:When loved ones want your assistance, your response is automatic. Today’s situation warrants a contemplative pause. Consider that, sometimes, the very best way to help is by not helping.  Aquarius

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @KnowLabs suite of 36 digital magazines jumps from 8138 to 8193 organically grown followers

Foresight

Quality-of-Life 

Long-Form

    • “Future Shock” by Alvin Toffler, a classic I feel which still holds up. As the pace of change quickens we experience self-doubt, anxiety and fear.  We become tense and tire easily, until we are overwhelmed, face-to-face with a crisis situation. Without a clear grasp of relevant reality or beginning with clearly defined values and priorities, we feel a deepening sense of confusion and uncertainty. Our intellectual bewilderment leads to disorientation at the level of personal values. Decision stress results from acceleration, novelty and diversity conflicts. Acceleration pressures us to make quick decisions. Novelty increases the difficulty and length of time while diversity intensifies the anxiety with an increase in the number of options and the amount of information needed to process.  The result is a slower reaction time.
    • Daniel Kahneman’s, “Thinking Fast and Slow”describes two different ways the brain forms thoughts: “System 1” which is meant as a fictional shorthand — not as a brain system or structure: Fast, automatic, frequent, emotional, stereotypic, unconscious. “System 2”: Slow, effortful, infrequent, logical, calculating, conscious. I’m learning a lot about my energy levels first described from within an introversion frame now, from within differences between System 1 and the harder working, energy depletion System 2.  Self-control, for instance is hard and takes a lot of energy to accomplish.  When I write the concentration requires effort until I can find the “flow.” Implications for True Belief — it’s easy to stay in System 1 vs. critical thinking — System 2.  Set some marketing and working on the business goals — System 2 and then ignore them by following the lateral thinking and associative thinking  which Leo da V invites me to do — System 1.

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trips

S2 E103 — Confronting Fear, Uncertainty, Doubt, Resistance and Unrelenting Stress

Attempting so much, so fast to meet the more drastic measures in a shorter time frame while in steep decline, created larger than expected stress levels in a climate of fear, uncertainty and doubt.  Large scale, mature organizations, I learned resist change like an immune system does.

“5” Steve Jobs, (1955 – 2011): When you can’t be knowledgeable (no one can know all things, and if they could, they’d be insufferable) then be versatile. The ability to adapt and respond is more important than the ability to know and stand correct.” Pisces

Hi and welcome to Thursday’s Episode 103 in Season 2 of  “My Pandemic Year Natural Experiment” on this 27th day of August in the summer of 2020.  

“The Tau of Steves: What You Don’t Know Could Fill a Book”

Table of Contents

Season One and Two are a two-year examination of how bits of wisdom changed during the “normal” pre-pandemic and then in this unfolding pandemic year.

Previously in Season Two, the Pandemic Year

S2 E102Caught by Surprise in a Major Gut-Wrenching Decline; S2 E101The Story of Strange Bedfellows Saving the Day; S2 E100Live, Love, Work, Play, Invest and Leave a Legacy

Related from Season One, the Normal Year

S1 E103Innies and Outies and Other Potential Catastrophes; S1 E102Why Is It Always Hidden in the Fine Print?; S1 E101From Saint to Soul Mate and Trusted Friend; S1 E100Running out of Determination and Grit by the 100th Day

Context

This is a continuation of “Volume Two Manuscript — WorkFit” a work-in-progress.

In previous episodes we described Start Up, Emerging Growth, Rapid Growth, Sustained Growth, Maturity and Decline stages.  But, each with the emphasis on how a specific stage provides another better fit opportunity for one or more of 16 Talent Profiles.

We described two mini case studies of what it was like working behind the scenes at a mature companies in a financial, in a consumer industries and in another century-old university system — Part One and Two. 

Consequences of Not Mastering Growth Crises

Image Credit: Stephen G. Howard  Copyright 2020

We now shift to a fourth example of a century-old mature organization, a multinational engineering and construction company, but this time caught by surprise which led to a major decline. We continue with Part Two describing restructuring initiatives.

22. Internal Consultant MD&T 

Part Two

Matrix Management

This was a matrix organization of large scale construction projects staffed by engineering disciplines which for performance and salary reviews made management administration difficult and complex.  As oil refinery and energy construction orders disappeared in the “income pipeline” minor initial adjustments  turned more drastic as the industry downturn lasted much longer than expected.  

Then Came The Restructuring 

And, then the industry-wide turn down blew into town.  During the downturn doing things the way they had always been done gave way to cutting back — introduction of new project efficiencies, quality improvements, new technologies, expansion of sales and marketing tools and orientation, and outplacement for hundreds of employees receiving their Friday pink slips.

So Much Change = FUD

Attempting so much, so fast to meet the more drastic measures in a shorter time frame while declining created larger than expected stress levels in a climate of fear, uncertainty and doubt.  Large scale organizations, I learned resist change like an immune system does.  

My Colleagues

A crisis threw me and all my colleagues in our internal consulting unit into high alert.   For us trainers the announcement that the entire Supervisors Certificate program had been cancelled caused a group panic.  

But, as it turned out we huddled with our new leader who filled the 30-day leader vacuum and launched a conspiracy.  

We focused on applying lessons learned in consulting engagements.  We partnered with another internal consultant in our group for coaching and advising reluctant formerly high potential leaders into entrepreneurial or cost-cutting projects that would test their meddle.

Sales Training, Situational Leadership, Quality Improvement, OD team building

before the new boss, Dr. Paul assumed the position.  Luckily, his vision for the department was pretty much a reinvention of what it had been years earlier — internal consultants 

New Technology Introduction

From a trial demonstration and research into technology introductions I helped shape the initial drafts of new plant design and 3-D graphics proposal, 

Key components:

    • Management Strategy and Role, 
    • Employee Involvement, 
    • Formal Education Considerations, 
    • Organizational Design, and 
    • Rewards and Incentives, 

Each section generated a different set of problems and challenges to be worked through.  

If the new technology was to have a positive rather than a costly non-productive impact, those issues needed to be addressed.

Distilled from USC and UCI 102 Thought Leaders one major conclusion was it didn’t matter what the specific technology was, the reception of it by the employees could lead to a sabotaging disaster or a career advancing success.  

Sabotage Followed from Shock and Surprise.  

No advanced warnings.  Just execution.  Career advancing ended with execution, but began with widespread organizational planning.  

Out of that naturally flowed the development of requirements.  Not everyone had to be involved, but they needed to receive communications about progress, especially during the planning about implementation and integration strategies.  

Why, who, what, when, where, and how it would impacted those affected.  If you laid the ground work, then and only then do you entertain bids and select the best fit technology solutions.  

And finally, you execute.

Upskilling Sales and Marketing 

Sheila, a Ph.D and 102 Thought Leaders, like our new leader Paul brought a more academic, yet faster paced urgency to new initiatives. 

I partnered with Sheila and Irv in the complex Sales Training Program 

Sales and marketing presentation case studies of wins and losses replaced boom time deals done over country club handshakes We addressed pressures on sales and marketing when the backlog of new major projects dwindled and new proposals met with demand by the huge clients to interview not just the executives, but the technical staff and project administrators as well.  

If each person in group panels contradicted another person’s expert assessment, that multi-million project would be awarded to a competitor. In one actual deal gone south two engineers argued over the company’s “bottom of the barrel” extraction capabilities in front of the client team charged with choosing among competitors.

It didn’t go well!

First came the classroom training emphasizing presentation skills and sales techniques that most engineers cringed at, being Systematic-Professionals, 116 Institutional Traditionalists and 114 Brand-as-Experts as they participated.  But, during the competing teams challenge they appreciated the additional skills required once a real case study had been analyzed, compared to competitor strengths and weaknesses and a sales theme emphasizing our strengths and their weaknesses against the stated and unstated client requirements.

Then each team member presented a portion of the proposal to a team of judges taped for debrief and prizes. One-on-one individual feedback sessions followed.

Quality Improvement Program

As more managers got the cost-cutting imperative message I began facilitating meetings using agendas from one of our canceled classes, which emphasized collaborative problem solving including inviting cross-department participation, brainstorming potential solutions, assessing the best ones, getting buy-in for implementation and scheduling action steps.

In my partnered quality consultant role, I enjoyed working “in the snake pit” with the maverick process engineering department.  One of the major issues to emerge was activating our “unsatisfactory counseling procedures” to help resolve an older opinionated employee who hated working for a newly assigned rookie supervisor.

I advised the quality improvement steering committee set up in the process engineering department.  Sometimes it boiled down to just “giving permission” for them to be creative in their own coordination of their approach to QIP implementation.  Initially the process engineers were the biggest skeptics of the “make certain” and “do it right the first time” slogans injected from a popular canned program bought in from the outside.

They are the Prima Dona department.  On any project they are the ones who design the processes and technology to be engineered.  Many times it is trial and error in the beginning and is by its nature creative

But, they are isolated.  Having only one department meeting someone remembered happening 20 years ago.  Therefore, they didn’t act as a team or have a core identity.  We began low key with setting up informal get togethers to help boost their morale, define themselves and to one to grips with their unique quality issues and dilemmas.

Eventually, they figured out the benefits accruing to them as they participated, especially when after they took off their “training wheels” the tackled the problems and challenges they all wanted fixed “by someone” else.  And they enjoyed it.

Evidence

“4”  Steve Zahn, 51:Part of you has been making plans without the other part. Get all sides together for a sit-down talk aimed at naming a few common goals. You’re as powerful as you are unified.”Scorpio

During declining restructuring from a position of leadership, you can be a good corporate citizen, but know your best interests may not be what the executives have in mind.  Therefore, plot out a plan A for surviving, but a plan B for when you don’t.

Random ones that make me want change my sign.

“3”  Steve McQueen (1930 – 1980): “Nice isn’t always good, and not nice isn’t always bad. There are many reasons people have for doing what they do and for being in the mood they are in. Stay aware of the bigger picture.”  Aries 

During conditions of fear, uncertainty and doubt (FUD) sometimes a more directive leadership style is required due to the urgency.  

“5” Steve Jobs, (1955 – 2011): When you can’t be knowledgeable (no one can know all things, and if they could, they’d be insufferable) then be versatile. The ability to adapt and respond is more important than the ability to know and stand correct.” Pisces

Engineers often require a fail-safe perspective because what they design can endanger workers in the field, in the plants and in their offices.  A strength taken too far — deployed over and over again no matter the situation — becomes a weakness.  Analysis-paralysis leads to overthinking at a time when action is required.  And resistance turns to indirect sabotage.

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @knowlabs followers of one or more of my 35 digital magazines organically grew from 4733 to 4807.

Foresight

Quality-of-Life

Long-Form

    • Saw the movie, didn’t realize that one of my favorite authors, Michael Connelly — his detective Hieronymus (Harry) Bosch book series and Amazon Prime series — also wrote, “The Lincoln Lawyer” which I just finished. Gotta tell you I can’t not see his lead character (Mickey Haller, Bosch’s half brother) as anyone else but Matthew McConaughey. 

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

CENTER FOR KNOWLEDGE CREATION AND INNOVATION

The Knowledge Path | Know Laboratories | Knowledge Banking | Knowledge ATMs | Western Skies and Island Currents | Best West Road Trip

S3 E45 — Tacit Heuristics Blinding Fast-Track Teams

I’ve learned that I am really susceptible to the downsides.  But, I’m a sucker for that aha! experience, so naturally I’d latch on to a word (heuristic) that comes from the same root as eureka.

“5”  Steve McQueen (1930 – 1980): You’ll discover that a belief you held was wrong or incomplete — oh, sweet liberation! This levels the mental ground where you’ll be building something sturdier and more beautiful to dwell inside.  Aries

Hi and welcome to Friday’s Episode 45 in Season 3 of  My Paradoxically Normal Year” on this 14th day of May in the spring of 2021 — which is a three-year examination of how bits of wisdom changed during the “normal” pre-pandemic year and then in the pandemic year, and now months after.

The Tau of Steves: What You Don’t Know Could Fill a Book

Table of Contents

Previously from Season Three, the Paradoxically Normal Year

S3 E44Make It Rhyme To Work Each Time; S3 E43Add a Little Foresight to My Misdemeanor Tab; S3 E42Greta, Juliette and the Partridge Family at Trestles

Related from Season Two, The Pandemic Year

S2 E45Wildcard What Ifs and Doobie Bros Bias; S2 E44Celebrating Emma the Baroness Tribal Quarantine Style; S2 E43See What You’ve Been Missing …; S2 E42It Was Short and Sweet, but Heart-Felt

Related from Season One, The Normal Year

S1 E45Day 45 of My 1-Year Experiment; S1 E44Google Me Some Chopped Liver; S1 E43Desperation on Such a Summer’s Day; S1 E42Love on the Run

Context

When knowledge management gained purchase as an emerging profession I attended a week-long online conference with early practitioners and discussed “distinctions” of what it was all about.  

It was too soon to define it with hard boundaries.  

One of the pioneers advocated heuristics as a practice for sharing and refining knowledge that wasn’t already explicitly in use. 

 I’d never heard of heuristics before, but I caught a flavor of his meaning for what he called tacit knowledge — what people on a team knew and shared intuitively with each other.

Team members learn something by bringing products to market like the one they’re up against the looming release date.  

The team is stumped.  

Someone pitches a solution based on a similar product she engineered in the recent past and it works. Crisis averted.  That solution is passed on again and again. 

More formally a heuristic is like a rule of thumb — a mental shortcut that relies on immediate examples that come to a given person’s mind.

I’ve learned that I am really susceptible to the downsides.  I’m a sucker for that aha! experience, so naturally I’d latch on to a word (heuristic) that comes from the same root as eureka.

If you knew me you’d know I always look for a simple procedure that helps me find answers to difficult questions —  adequate, but often imperfect as they may be to move forward. 

But,  now I’ve come to learn what I’m most likely guilty of is some kind of mental trick, a kind of a bait and switch without noticing.  

I  sometimes automatically substitute an easier question for a difficult one, answer it and congratulate myself on my brilliance.

As Daniel Kahneman says, “(A) lazy System 2 often follows the path of least effort and endorses a heuristic answer without much scrutiny of whether it is truly appropriate.”

How does it work? 

While l’m engaged in searching for an answer to one question, my “System 1” simultaneously generates the answers to related questions. 

Often it may substitute a response that more easily comes to my mind for the one that was requested and more complicated.  

“The heuristic answer is not necessarily simpler or more frugal than the original question, but it is accessible, computed more quickly and easily.” 

The answers are not random.  They are often approximately correct and frequently that’s all you need. 

As in technology heuristic of inserting a good enough product into the customers hands and get them to tell you about all the flaws so you can iterate and release new versions.

But, sometimes they are quite wrong. Which can come back and bite you in your own life if you’ve got a lot on the line.  

Evidence

But, Zahnny, am I wrong in assuming focus and concentration won’t short circuit my intuitive self no matter how flawed?

“3”  Steve Zahn, 51: “The work worth doing centers around your energy, perception and ability. Focus there, and so much else will naturally come together. Focusing elsewhere will be ineffective.” Scorpio

Random ones that make me want change my sign.

You know, Steve sometimes your Holiday Tau hits the nail on the head.  It wasn’t until these last weeks while working on the Conclusions section of my Report that I discovered heuristics, good as they may be in general, weren’t the end all and be all of knowledge management.  In fact they may have accounted for blinding fast-track teams under pressure to deliver tech products at a faster and faster pace.  Mea culpa.

“5”  Steve McQueen (1930 – 1980): You’ll discover that a belief you held was wrong or incomplete — oh, sweet liberation! This levels the mental ground where you’ll be building something sturdier and more beautiful to dwell inside.  Aries

Eureka G&G.  Here’s my take on this passion project at 5:45 am this morning. Looking back through the report I grow tired and weary because of the disconnects and disjointed sections.  My plan was to write the end and then go back to the beginning and clean up portions as I made progress towards the conclusion.

“5”  Steve Greene, 34; Steve Guttenberg, 61:The interaction of opposing forces in your mind creates friction, hot moods and frustrating mental traffic jams. Alignment changes everything. Thoughts flowing in the same direction create momentous forward movement.  Virgo

Did someone say, aha! or eureka?  Count me in. Anything to distract me, like a squirrel does for a dog, from this ongoing national political disgrace.

“4”  Steve Jobs, (1955 – 2011): “Heavy topics and serious matters just don’t have appeal to you now, though you’re quite excited by novelty and the lighter side of life. This mood is perfect for building rapport with others.” Pisces

What’s Going On

Literally Bottled and Set Adrift from KnowWhere Atoll 

    • @KnowLabs suite of 36 digital magazines jumps from 8138 to 8193 organically grown followers

Foresight

Quality-of-Life 

Long-Form

    • “Future Shock” by Alvin Toffler, a classic I feel which still holds up. As the pace of change quickens we experience self-doubt, anxiety and fear.  We become tense and tire easily, until we are overwhelmed, face-to-face with a crisis situation. Without a clear grasp of relevant reality or beginning with clearly defined values and priorities, we feel a deepening sense of confusion and uncertainty. Our intellectual bewilderment leads to disorientation at the level of personal values. Decision stress results from acceleration, novelty and diversity conflicts. Acceleration pressures us to make quick decisions. Novelty increases the difficulty and length of time while diversity intensifies the anxiety with an increase in the number of options and the amount of information needed to process.  The result is a slower reaction time.
    • Daniel Kahneman’s, “Thinking Fast and Slow”describes two different ways the brain forms thoughts: “System 1” which is meant as a fictional shorthand — not as a brain system or structure: Fast, automatic, frequent, emotional, stereotypic, unconscious. “System 2”: Slow, effortful, infrequent, logical, calculating, conscious. I’m learning a lot about my energy levels first described from within an introversion frame now, from within differences between System 1 and the harder working, energy depletion System 2.  Self-control, for instance is hard and takes a lot of energy to accomplish.  When I write the concentration requires effort until I can find the “flow.” Implications for True Belief — it’s easy to stay in System 1 vs. critical thinking — System 2.  Set some marketing and working on the business goals — System 2 and then ignore them by following the lateral thinking and associative thinking  which Leo da V invites me to do — System 1.

Image Credit: Wikimedia Commons

Inspired by: Holiday Mathis – Creators Syndicate

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