Going Rogue To Solve The Problem

I was re-reading Jonathan Fields’ blog this morning and his post “Going Renegade“ and I had some thoughts to add.

Fields points out that many “Voila!” moments come in the spaces outside the structured formats of daily business. They come when you go for a walk, when you’re washing your child’s hair, when you’re playing golf. He cites Prof Herbert Benson’s book The Breakout Principle for extra authority.

It seems Fields and Benson both agree that you must allow for an empty space within yourself and within your project and decision making process. By putting aside the problem, it allows the mind to make connections that would otherwise be blocked. Benson goes so far as to ascribe a biological process to it and his book aims to train one in how to trigger it

If you like, you can go the way Benson does and describe it in terms of the body/mind connection. Benson argues that a four step process should be sought: that struggle; relaxation; breakout (or peak) experience; and a new normal is the beneficial cycle for resolution and growth.

Fields breaks this down into three phases: first, identify the problem; second, work crazy hard on your problem; third, step away from it all (work, computers, pda, everything) to achieve your solution.

I offer only the “empty bowl”. No steps, no phases. The non ado way.

This goes beyond the concept of leading with an “open mind”, and extends to the level of your team. It can benefit a team to have established the ability to “go rogue”, especially at the outset or when things get blocked. What happens when you do this, I think, is your team is allowed the time and space to connect to their innate creativity.

When you’re struggling to solve a problem, meet a deadline, or make a key decision, it’s easy to get caught up in the output. You have to deliver X by Y or else.  If you get focused on the deadlines, the budgets, the rules and processes to get an outcome, you’ll get a result, but you’ll only reinforce the stress.  This may create a team of incredible crisis managers, but it is no way to run a company.

I suggest that if you focus instead on keeping an empty bowl at the table, not only will you have a satisfactory solution, finish, or decision, but you will have a result that actually makes the next matter easier to resolve.

Try this:
Be an empty bowl. There is space within you, empty, clear of obstruction, instruction, structure, ego, or intent, but surrounded and supported by your experience and knowledge.

Into this bowl you pour your matter at hand. Now strip away everything to the soft kernel of the matter.

Start with yourself, your agenda and that of your team. The leader should spend time keeping the bowl clear of the agendas, calendars, egos and intentions of the team, and let them focus on the matter at hand.

Try various methods to do this, without setting any store by it. I used to say “we take our work very seriously, but not ourselves.”

Be supple, be flexible, be fluid. Change the leader of the meeting, ban electronics, meet in the park, go for a walk together, make a meal together, whatever. As a leader, focus on providing your team space to “go rogue”, off message, or from a strange point of view, but always without the things that bind and complicate things.   The only rule is there are no rules or set roles for them to play.

The matter at hand may appear complex, but if you build a process through practice that allows your team to “go rogue” to simplify it, you’ll find the it and the next matter easier to solve, and your outcomes simpler, more focused, and truly useful.

To paraphrase:
Make an empty space to deal with matters at hand right from the start. Keep it clear and clean of outside intent or issues. Reduce and simplify, again and again until only the kernel of the matter remains.  Simple things are easy to manage with little ado.

It is said, that learning consists of doing and accumulating; but the “empty bowl” consists of undoing and diminishing. Keep diminishing and diminishing, until you reach the simplest matter. Then the simplest action will resolve all things.

An aside: This is not easy. I don’t want to give the impression that it is. But right now you are likely expending just as much effort in building a team of crisis managers.  And if you’ve spent all that time and effort to build such a team, is it any wonder that everything starts to look like a crisis?

Social Media Policy Sample

If your company is going to engage in social media (and why would it not) it is probably a good idea to let your staff know what you expect from them as employees.  Although most of their social media lives will not be on company time, it is a fact of modern business life that what they do on social media can have an impact on them in their professional lives, and for your company.

I’ve spent some time thinking about this and gathered together the best clauses from social media policies that I have reviewed.  I include them here as a sample for anyone who cares to use it.  To me they seem reasonable. Perhaps they will apply for you.

Social Media Policy Sample

Setting up Social Media – Social media identities, logon ID’s and user names may not use Company name, or imply that you speak in an official capacity for the Company.

Don’t forget your day job – Don’t let social media interfere with your job.

Don’t Tell Secrets – You are bound by confidentiality.  Don’t cite or reference patron info, financial info or other confidential info.

Be Yourself - Do not blog or comment anonymously, using pseudonyms or false screen names. But also be smart about protecting yourself and your privacy.

Be Honest - If you have a vested interest in something you are discussing, point it out.  Use your real name, be clear who you are, and identify that you work for the Company.

Respect Copyright – It is critical that you show proper respect for the laws governing copyright and fair use of copyrighted material.

Own Up to Mistakes – If you make an error, be up front about your mistake and correct it quickly. If you choose to modify an earlier post, make it clear that you have done so.

Think About Consequences – Once again, it’s all about judgment: using your blog to trash or embarrass the Company, our patrons, or your co-workers, is ill-advised.

Controversial Issues – The public in general, and the Company’s employees and patrons, reflect a diverse set of customs, values and points of view.

Don’t contradict the Company website regarding Company information. If you see an error, contact the person responsible.

Don’t be afraid to be yourself, but do so respectfully, and be sure to make it clear that the views and opinions expressed are yours alone and do not represent the official views of the Company.

If you see misrepresentations made about the Company in the media, you may point that out. Always do so with respect and with the facts. Avoid arguments.

Disclaimers – Many social media users include a disclaimer saying who they work for, but that they’re not speaking officially. This is good practice and is encouraged, but don’t count on it to avoid trouble – it may not have much legal effect.

Enforcement – Policy violations may be subject to disciplinary action, up to and including termination for cause.

Happy St. Patrick’s Day

I’m Irish.  My family on my mother’s side is the Gallagher’s.  We are a family of Republicans from Bundoran,  Co. Sligo. My family fought on the side of the Republic for a free and united Ireland, and some died for the cause.  I’m proud of my heritage as the grandson of an immigrant, and welcome anyone who wants to celebrate the spirit of the Irish on March 17th.

 

This is my Ireland:

 

 

 

 

Tao of Management: Verse IV

Can Taoism, a philosophy over 2,000 years old, be applied to 21st Century management issues? This series examines the verses of the Tao Te Ching and my attempts to translate them into modern management advice.

Today we take a look at Verse 4, which speaks more specifically about the Tao itself rather than actions to be taken in keeping with the Tao.

So rather than a line by line reading, I think I’ll focus more on how the application of the principle of the “empty bowl” as a management tool.

IV.

The Tao is like an empty bowl,
Which in being used can never be filled up.
Fathomless, it seems to be the origin of all things.
It blunts all sharp edges,
It unties all tangles,
It harmonizes all lights,
It unites the world into one whole.
Hidden in the deeps,
Yet it seems to exist for ever.
I do not know whose child it is;
It seems to be the common ancestor of all, the father of things.

My Thoughts:

The question of whether the principles of Taoism be applied to modern management issues is answered by this verse.

The Tao is an empty bowl. This is one of my favorite metaphors.  A wise man once told me that the important part of the bowl was the part that was not there.  The thing that defines a bowl is the empty space it creates.  Into this space you can put the things you need, you can hold them, examine them,or partake of them as you need.  The Tao is an empty bowl that can never be filled up.

Maybe one thing to consider is as a leader, to practice your ability to maintain an empty space within yourself into which your team can bring their concerns.  It is a similar concept to the open mind.  If you can maintain an open mind, governed by principles that are flexible enough to handle the ten thousand things that modern managers face every day, then you are on “the way”.

The Tao is an empty bowl into which you can pour your concerns, your needs, and those of your team, and by using the principles of Taoism, you can blunt the sharp edges, untie the tangles, and harmonize the lights that you find in your every work life.

 

I welcome your comments and criticism.

Tao of Management Verse III

Can Taoist principles be applied to modern management?  In this instance perhaps, perhaps not.  Are you the Sage of the people?  Here is the latest in my attempts to take each verse of the Tao Te Ching as translated by John C.H. Wu and interpret it for the purposes of modern management.  I invite your critique.

I will admit this one was hard for me.  It seems to call for just the sort of Yin energy in management that I always felt was contrary to modern management practices.

I may be entirely wrong, but when I looked deeper I thought I saw something more important at work.

V. III

By not exalting the talented you will cause the people to cease from rivalry and contention.
By not prizing goods hard to get, you will cause the people to cease from robbing and stealing.
By not displaying what is desirable, you will cause the people’s hearts to remain undisturbed.

Therefore, the Sage’s way of governing begins by

Emptying the heart of desires,
Filling the belly with food,
Weakening the ambitions,
Toughening the bones.

In this way he will cause the people to remain without knowledge and without desire, and prevent the knowing ones from any ado.
Practice Non-Ado, and everything will be in order.

My Interpretation:

Don’t praise too much, you’ll spark jealousy
Don’t covet what cannot be shared by all
Display the trappings to success and you’ll only get envy

So the good Leader should start:

With an empty desire for the self
With a full belly (sometime the tao is not a metaphor)
With a weak ambition for recognition
And a strong foundation of belief

This way you prevent jealously, envy, and greed; stifle self-centered service and personal ambition of your team.
Practice wholeness in your leadership and all will follow.

Tao of Management: Verse II

Can you apply Taoist philosophy to modern management techniques and have a successful business?  Let’s try… It seems the first Tao of Management post was well-received, and I kind of enjoyed writing it, so inspired by the Rambling Taoist comparison of the Tao Te Ching to the Bible, I’ll keep going on trying to apply the Tao to management principles.

I’ve read a number of translations, and so far I must say my favorite is the John C. H. Wu side-by-side translation from Shambala.

II

WHEN all the world recognises beauty as beauty,
this in itself is ugliness.
When all the world recognises good as good, this in
itself is evil.

Indeed, the hidden and the manifest give birth
to each other.
Difficult and easy complement each other.
Long and short exhibit each other.
High and low set measure to each other.
Voice and sound harmonize each other.
Back and front follow each other.

Therefore, the Sage manages his affairs without ado,
And spreads his teaching without talking.
He denies nothing to the teeming things.
He rears them, but lays no claim to them.
He does his work, but sets no store by it.
He accomplishes his task, but does not dwell upon it.

And yet it is just because he does not dwell on it
That nobody can ever take it away from him.

My interpretation:

In the act of defining right and wrong you create disharmony.
In fact, all things arise from unity and can be returned to unity.

Therefore, act minimally and by example, not edict.
Lead, do not manage, and manage by allowing others to lead.

Do your work knowing it is ephemeral and sets no precedent,
That it can be claimed by others or seen as arising naturally.

Seek the thing and it can be taken away.
Seek the way and it will be yours.

Clapping Music

Angie Dickinson and Lee Marvin in Steve Reisch’s “Clapping Music”

Now this is a whole lotta WIN for me.  Love Angie Dickinson and Lee Marvin. Even love Steve Reich’s minimalist music.  I used to have a copy of Reich’s The Cave in my office that’d I’d play just to pretend I’d have the balls to produce something that cool.  The gravy on the cake for me however, is that this is the kind of video/audio mixing that I love so much and that I’ve only seen Mike Relm do this well.

Here’s Mike’s version of a similar work.

I hope you enjoy.

Velociraptor Release Emergency Procedures

Taken from an actual company emergency plan I wrote at my last job. With help from some friends at work we spiced up the appendix to the company policy I was writing. See Also Zombie Apocalypse, Alien Invasion, Godzilla Attack

Appendix V: Velociraptor Release (Event V)
The velociraptor is a bipedal carnivore with a long, stiffened tail and can be distinguished from other dromaeosaurids by its long and low skull, with an upturned snout. It bears a relatively large, sickle-shaped claw, typical of dromaeosaurid and troodontid dinosaurs. This enlarged claw, up to 67 millimeters (2.6 in) long around its outer edge, is a predatory device, used to tear into the prey, delivering a fatal blow.

Velociraptors are often found on tropical islands, and converted millionaire amusement parks, but are increasingly being sighted in the Pacific Northwest.

Potential Issues:
This appendix assumes a relatively small population of velociraptors locally, from one of two sources: escape from a cargo transport in the nearby Port of Vancouver, or; escape from Stanley Park (see news link below).

A third source, but unconfirmed, would be an accidental release from the private research and development section of Dinosaurs Unearthed, a Richmond-based company specializing in animatronic dinosaur exhibits. Rumors have circulated for years about a private collection kept by this privately owned firm, which refuses to comment.

Velociraptors hunt in packs and can accelerate 4 m/s/s, with a top speed of 25 m/s on open terrain, 10 m/s while wounded and 10 m/s in indoor laboratories or on polished surfaces.

Velociraptors are known to communicate with their pack mates in a high pitched squeal or scream, not unlike that of their victims. These sounds of predator and their human prey will likely be the first signs of trouble.

Defense in Place:
Unlike T-Rex, velociraptor visual acuity is quite good and not dependent on movement, so freezing in place should not be used as an evasion tactic if one is in plain sight. At-risk staff should place as many solid doors between themselves and the velociraptors as possible, sit tight, and wait for an “all clear” signal from authorities.

If possible, the receptionist should shut down the elevator and pull the security gate across the elevator lobby for added protection.

All remaining staff should take refuge in the four corner offices of the third floor, the four solid door offices on the second floor, or in the music library adjacent to the call centre. All have protective doors that should provide adequate safety and security once locked and reinforced with office furniture.

Velociraptors can open doors, but are slowed by them. They can open an initial door in approximately 5 minutes, and will take half that time for each subsequent door. Protective doors should be made of solid wood or steel. Windows should have steel bars with spacing smaller than the average raptor.

As a precaution, management should consider installing quality deadbolts to protective doors. Velociraptors, despite their formidable claws, have not demonstrated lock-picking skills to date.

Personal Defense and Escape:
Velociraptor hunting tactics include the use coordinated attack patterns. “You stare at him, and he just stares right back. That’s when the attack comes, not from the front, but from the side.” reports the late Robert Muldoon, considered an expert on this species.

With a velociraptor running speed of 10 to 25m/s compared to human running speed of 3 to 5 m/s, one is not likely to outrun their pursuer, even over short distances.

With a size of 3.6 meters and an average weight of 68 kilos, one may have a chance to escape through force. Oh, who are we kidding? You’ll be flesh confetti before you can scream “Damn you John Hammond!” Your life expectancy is approximately 1 minute, 10 seconds.

Note: What has herein been described as a velociraptor is actually a deinonychus, a distinction which will be irrelevant to anyone faced with one. For simplicity, we have referred to this creature by the name popularized in mainstream films.

Further Reading:
American Society for Velociraptor Attack Prevention

“Dinosaurs May Roam Stanley Park” Vancouver Sun, 2007

“The Velociraptor Rule”

“How long could you survive chained to a Bunk Bed with a Velociraptor?”

Tao of Management

I’m a philosophical Taoist in that I’ve studied the ancient texts and find much there to apply to my own life. I’ve had a much harder time applying it to my work life than my personal life. I’ve always struggled with bringing together the structure of management and the way of Tao.

I’m seeking two books on the subject, the Tao of Leadership by John Heider and The Tao of Personal Leadership by Diane Dreher and until I find them, and inspired by The Rambling Taoist’s Tao/Bible project, I think I’ll just take a crack at it here one verse at a time.

I’m without my favorite translation tonight, so pardon this one for the time being.

I.

The Way that can be experienced is not true;
The world that can be constructed is not true.
The Way manifests all that happens and may happen;
The world represents all that exists and may exist.

To experience without intention is to sense the world;
To experience with intention is to anticipate the world.
These two experiences are indistinguishable;
Their construction differs but their effect is the same.

Beyond the gate of experience flows the Way,
Which is ever greater and more subtle than the world.

My interpretation

There is more to managing than working from your personal experience
There is more to managing than what you can read in books
There is a way to manage which is inherent in “the way”
And is all around you, if you will but learn.

Cast aside your preconceived notions
Learn with the intent to receive
If you seek with your eyes you will not find
If you seek with your “self” you may perceive

#eqbc

* a flashlight right beside the bed
* candles and matches in the kitchen drawer
* some way to charge the iPhone: a car charger and a solar panel would both have been useful
* a car power socket to 240V three-pin plug adapter, for charging a laptop or camera battery
* prepay wireless 3G modem
* a dozen bottles of water stashed in the cupboard
* cash, for when ATMs aren’t working
* a gas BBQ to cook that defrosting meat in the freezer.