Introduced by John Atkinson. It is always interesting to read external perspectives of change. As a consultant you see things […]
Change will happen anyway, whether we like it or not. It has the potential to make the world anew. But that it’s not the change that makes the difference, but how we explore the possibility in the pain.
When you consult to a system who is your client? How do you know if you are doing the right thing? What constitutes doing good here and who decides? You cannot please everyone all the time. There is a difference between a reflexive action, changing the mood of a conversation through a comment or smile just because it feels to be going in an unhelpful way and a deliberate one such as considered reflection on events
‘What gets measured gets done’ is an old and familiar phrase. If we pay attention to product or patient safety then those measures improve. But over what time frame does this hold true? And is it the measures or the safety that gets better?
Are you good enough to lead? Is there a problem in your organisation? Are you a senior person in that organisation? Have you been there any length of time? If the answers are yes then there you are part of the problem.
In the video that we link here, MIT Professor Cesar Hidalgo adds another perspective and some numbers. In his studies of network theory he has explored whether markets are meritocratic or topocratic. Put another way, do you succeed because of your talent or because of who you know?
We as human beings have a need for control. It’s in our biology and it’s part of our survival. Over millennia of human existence we have developed a plethora of techniques, skills and practices that allow us in subtle and brutal ways to control our environment and ourselves. Yet in seeking to control we loose so much. In assuaging our fears, living the same rules, the same ways, we don’t experience the dance that is our potential.