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Perspectives

We blog about Human Behaviour | Business Process Design | Strategy | Branding | Creative


gravity and fact:

What goes up, must come down.  Typically at different rates of speed.  This is a conditional fact.  We can change the facts by manipulating the environment.  This is happening all around us.  In this case by retesting an event within a vacuum chamber.  An experiment with a bowling ball and some feathers, for example.  Dropped from a lift at both atmospheric pressure and while under vacuum. <video> As Brian Cox points out at the end though "without the background... they weren't actually... falling at all."  The video neatly illustrating the vast difference between two ideas along the same line of inquiry.  Gravity, a [force] according to Newton, and part of a theory of [relativity] for Einstein, two very different perspectives, indeed.  Both conditionally true.

"Opposing <> Ground."

When two or more people come at things from different angles it can either be wonderful or a complete disaster.  Where is the difference?

Humans have a ground.  A somatic ground.  A place where we traditionally come from in our nature and approach to others.  Moods that we bring to conversations as we navigate, as well as the reactions and feelings we produce in others.  The somatic nervous system controls the voluntary movement of muscles in connection with our skeletal structure.  This is what gives our body mobility.  We can then extend this concept of mobility and tune it to behavior, how we move with others critically connected to the outcomes we produce.

Electricity and friction common elements within the mechanical world.  These same elements exist in human to human interaction when we begin to coordinate together around some purpose and set of events.

"We find criteria and standards, and our background of obviousness different."

Two people can not hold completely opposing views on critical topics for long without doing damage to their own relationship at a minimum.  This repairable, though not without energy, significant work.  Competing ideas or behavioral traits creating polarization, even the desire to isolate.  Removing the possibility of unwanted friction.  Temporarily.

"opposing views \ people \ common cause or shared purpose \ coordination."

Essentially all boils down to concern.  Shared.  Unshared.  And how we are designing to take care.  Because if we are not taking care of shared concern at some level, then what are we doing?

"Idling, resting, reflecting, observing, preparing, relaxing, reenergizing..."

Bridging perspectives.  Not negotiating to get what you want.  Actually inventing solutions that work for both parties.

Brevity and Clarity produce Velocity... 


Application > Business Listening: Reflection on another's cares and concerns.  What am I out to produce?  For the sake of what do I do what I do?  How can I be as clear, concise and compelling as possible?  What ground am I connecting with?  Am I offering something, or am I requesting something?  Is there resonance, mutual understanding?

Where am I in my thinking, my actions?... Where are others in their thinking, their actions?...

Where and how to make valuable offers?...

Continuous Exploration Looking Listening...


EXPLORATION: What is your ground?  Other's ground around you?  Flow, or friction?  What does it look like to effectively blend?

What it is to be a cost, what it is to generate costs.  How costs are associated with being valued and the opposite condition, costs associated with not being valued still apply.


Case Example ~ Situation | Solution | Result:

Situation > Successful man observes specific personality types as detrimental to large companies.  Metrics prove this.

Solution > Successful man works to exclude specific personality type from his business.  And, every solution creates new situations.

Result > Exclusion of personality type may be excluding activities essential to actually breaking new ground.


Distinctions: Ground, Gravity, Fact, Environments, Manipulation, Vacuum, Navigation, Certainty, Entitlement, 

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops, 






and the case for expanding the definition of capital:

When we think of investment we typically think of currency.  Putting our money into something.  Few people seem to talk about or consider the logistical energy we put into projects.  That is indeed investment, too.  We expect our money, invested to make more money.  We omit that our bodies only depreciate until the warranty is expired.  The body done.  The cash lives on.  Fred Wilson [A VC]  blogs in his Human Capital piece yesterday:

"... we typically issue between 15% and 25% of the company's stock to the employees..."

And, I had to ask why?  Why does a man or a woman get 15 to 25% of the upside and management and finance get 75 to 85%?  Why?  Risk.  Says the MBA, the  fiduciary responsibility [to the money] is different, they could get sued, they are liable.  Really?  Anyone can observe that this isn't accurate.  And, it hasn't been for awhile.  In fact the mis-justice at such levels that it has literally turned into global entertainment.  The miscreant feats and sums of money involved staggering.  Sensational.

"Why are some investments staked at much higher rates than others?"

The investment of blood, sweat and tears of so little value.  The investment of cash at higher valuations.  If you get your money back, points out the MBA.  If you'd only get the missed time with family back, replies the employee.  Just look at our modest return on capital, says the MBA.  Yes, just look at our meager return for carrying the burden of the entire structure, while bringing our own sandwiches. We are 98% of the reason why anything ever gets completed.

"Build machines, says the MBA; Let them break, says the laborer."

And, so it goes.  We race towards something with a bit of a bent axle.  The nagging vibration getting louder.

This idea that money is valued seemingly above all else is failing us.  Business has gone through two radical shifts over the past two decades.  The first stop along the path to project based work was work for free.  Volunteer.  And, volunteerism has morphed to where we often find ourselves now, I help you, and I pay you.  These pay for play scenarios actually quite common. 

Projected growth into the future under the rule of 7s a hockey stick generating astronomical proportions.

Most of our current methods don't seem like they will continue to work, akin to very old baggage in the future that is continuing to unfold ahead of us.  Many, many people with little to do.  Lines quite likely forming around a metropolis near you.  We must figure out how to make more people valuable again.  Fractional models would seem to do that.

I have navigated these waters for quite some time from both sides of the table.  My current position is that we must plot a course for care.  Human to human care.  People must be acknowledged as human, fellow earthlings on this ship earth.  And, we shouldn't forget that holding objects more valuable than human life has never really worked out all that well.


Application > The Reinvention Of Capital: Energy spent taking care of the concerns of another, and how that care is reciprocated.

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EXPLORATION: Revisit what it is to be a cost, what it is to generate costs.  Revisit how costs are associated with being valued and the opposite condition, costs associated with not being valued!...


Case Example ~ Situation | Solution | Result:

Situation > N/A

Solution > N/A

Result > N/A


Distinctions: Investment, Invest, Energy, Reciprocation, 

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops, 






scope of concerns:

The first time I really heard this word in the business context I was talking to a board chairman from a local skills college.  Secondary education for hands on trades was his purview, his scope of concerns.  They had a branding issue.  The chairman was looking for pro-bono support.  That wasn't in my purview.  The amazingly wonderful thing about the distinction, purview, is that is ultimately about care.  What people care about.

"For the sake of what do what we do?"

This is a pausing question.  A way of stopping in our tracks to ask ourselves a very serious question.  Why?  Why are we about to do what we are going to do?  Why are we going to say what we are going to say?  What is our intention?  What outcomes do we want to produce?  Is what I am about to do consistent?  This is how we begin to manage our psychology.  Our often irrational twin.

"And, now that we've paused, we tend to be able to see other's purviews."

We really have to care about solving our customer's problems.  How else do we invent?  How else do we look credible to deliver on the offers we make?  Step one is in listening more than we talk.  Navigating conversation by asking relevant questions that open the flow of description of the situation as they see it.

"The interviewer's toolkit; who, what, when, where, why, how?"

Enter character.  The persona, the style, the care, the concern for asking questions well.  Situationally appropriate invitations to open discussion.  To be interview[ing] too formal, more like taking to your favorite aunt, or uncle.  Real.

This is how we begin to manage our psychology, take a stand for our intention and move into positive application of search tactics to find opportunity where we can be valued.


Application > Prospecting: How do we find shared concerns where there is an appropriate and relative commitment to apply reciprocal energy to change the course of the future.  We are going to do something.

These often a long series of conversations, which begin around some event.

We need to distinguish serial prospecting from parallel prospecting.  Serial prospecting is one to one.  Parallel, one to many.  Parallel inviting participants to the conversation.  Impressions bidirectional in determining continuation of discussion. 

This is where clear purview, a clear array of concerns, well articulated begins to pull the right participants to the project!... if such narrative is effectively shared.


EXPLORATION: Ask people what they care about; Listen to what they have to say!...


Case Example ~ Situation | Solution | Result:

Situation > N/A

Solution > N/A

Result > N/A


Distinctions: Purview, Valued, Value, Cost, Costs, Co-Invention, Dialog, Concerns, Ethics, Satisfaction, Pause, Psychology, Why [The Sake Of What], Participation, Resonance,

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops,