Why have humans become the observers WE have become?
Perhaps you've noticed. People seem to have become singular perspective observers. We pick a point and we stick with it. Sometimes we swing like a pendulum to that point's extreme and try that. Seldom iterating from a place of proven knowns to firmer and more stable ground.
Perhaps it's because we've rote memorized ourselves into a bit of an invisible corner over generations of teaching facts over critical thinking. Perhaps it's because we've become too specialized with our oversight being too narrow. Perhaps it's because we've measured too many of the right things, though not the opposite of those things to see if we were indeed headed in the right direction.
Regardless of why, here we are:
Our operating theory is that we've become poor observers of the world around us. We don't really know how things work for several reasons; first, because things are ever changing; second, because due to such change, we've never really been here before; and, third, because we tend to extrapolate. We tend to extrapolate the known, or thought to be known into the future. From our poor observations we make weak choices. And, from those choices we produce insufficient outcomes. Business failures. Business relationship failures. Products and services that people don't want, and this is often because we never asked.
There is another way:
We can get rigorous about our knowledge. What we both know and don't know from the perspective of our capacity to effectively execute. And, what we don't even know that we don't even know.
We can get serious about testing our knowledge and our understanding. Just because something was in the past, does not mean that it will be in the future. What we choose as experiments to test our knowledge and understanding are critical. Our propensity to understand that which we already understood is a trap.
We can sort through early results in our experiments to indicate directionality. For example what does our desired audience care more about, and, if we provide that, then will they be more engaged, more connected to the brand when they pay, or even choose to pay more? Proof, not speculation.
We can commit to get critical relative to the pragmatics of already existing assets, which we can readily command in our experiments to expand our knowledge and understanding. We can do this through long standing elemental frameworks, building blocks for cognition, coordination with others as the future becomes literally co-invented between participants in conversation.
*For more on these concepts visit Perspectives.