Posts Tagged ‘Action’

Flexible Focus #15: Karma and Connections

by William Reed on August 19, 2010

Karma is a word which has entered the English language, but is often misused to mean fate (as in cause and effect), when the actual meaning of Karma is to act, action, performance. Karma can also be the seeds and the fruits of action.

A useful way of thinking about Karma is the way we inter-act with and re-act to our world. The Mandala Chart gives us some ways in which we can better gauge the process, and work to create good Karma for ourselves and others.

The Yin-Yang symbol shows the interaction of phenomena, and the interplay of opposites which creates our world. The key message is that you reap as you sow. Therefore if we want to achieve positive results, it makes sense to think, speak, and act positively.

This is a challenge. It takes patience and perspective, because you cannot cheat the process. If you are too attached to the results, then you may be tempted to seek shortcuts, and short work produces short results. Attachment is based on inflexible focus. It takes a flexible point of view and to see all sides of a problem, and come up with creative solutions.

Karma, Connections, and Chaos Theory

There is also collective Karma, which is often thought of as collective fate, but more constructively can be interpreted as collective action. Global warming, the skidding economy, religious rivalry, these are issues that have an impact on the very environment we live in. They are so immense that it seems you cannot do much about them as an individual.

Isolated effort against vast forces seems putting a drop in the ocean. However, the good  actions that you perform have a cumulative effect on you and your personal environment, as well as a positive influence on others. You can change, even if the world around you does not.

Moreover, things are connected in ways that are not always obvious. The Greek philosopher Heraclitus (540~480 BC) said that, a hidden connection is stronger than an obvious one.

James Burke, the science historian and creator-host of the popular BBC series Connections, showed throughout the series how things and people which seem totally unrelated are often connected by only a few degrees of separation. Napoleon may seem an odd companion for computers, but Burke traces the path of influence from Napoleon’s invasion of Egypt, to the French soldiers discovery of Middle Eastern carpets, which triggered a fashion boom for such carpets in France, and a new technology for weaving them quickly on a loom that used cards with holes punched in them to block and pass the colored woven strands and control the intricate patterns, which spawned the punch-card tabulator invented for the purpose of automating the US census, which then led to the use of keypunch cards for early computers and data processing, and the rest is history.

Edward Lorenz, father of the Chaos theory and the butterfly effect, as an MIT Meteorologist in 1972 raised the possibility that the flap of a butterfly’s wings in Brazil might trigger a tornado in Texas. While the mathematics may be well beyond the average person, Chaos Theory remains a powerful metaphor for the hidden connections in our world.

How can you apply the Butterfly Effect?

Even when the connections are not obvious, it is possible to take small actions which use the butterfly effect to create good Karma. Here are 8 things which you can do to have a more positive effect.

  1. Don’t make a bad situation worse. How you respond to things can turn the situation around.
  2. Recognize your responsibility. You contribute to and participate in making the situation what it is.
  3. Engage in possibility thinking. Your ideas are a powerful force as a co-creator.
  4. Plant positive seeds. Perform small acts of kindness. Take the extra step.
  5. Engage in powerful rituals. The habits and routines which you perform on a regular basis can build your bank of resources.
  6. Find ways to leverage and multiply. Consider what factors make the biggest difference.
  7. Learn lessons vicariously. You don’t have to repeat other’s mistakes, you can learn from their experience.
  8. Remember that Karma means action. Good Karma is the result of actions in the present, not just consequences from the past.

I have prepared a Mandala Chart for Karma Connections, which you can download as a PDF, and use to develop your own butterfly effect.

Despite our best efforts to remain positive, there are times when Collective Karma or Karmic consequences can bear hard on us. There is a way to remain resilient, and lessen the effects of stress, if you apply a simple principle. The strength of a chain is measured in its weakest link. If you bear the loads of life with narrow and inflexible focus, then eventually your chain will feel the strain and may break. The strength of a net is its power to be flexible, to absorb and distribute the load, and also to cast it off. Think of the resilience and power of a tennis racquet to send the ball with speed and precision.

It all depends on how fully and positively you engage. The Yin-Yang symbol is a symbol for full engagement, resembling two question marks in a reflective embrace. Curiosity is a driving force for flexible focus. You can use this image to constantly search for ways to engage more positively and more powerfully in your life.

William ReedWilliam Reed specializes in applying practical wisdom from Japanese and Asian culture to solving the problems of modern business and living. Visit his weekly online column Creative Career Path and his Entrepreneurs Creative Edge.
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Flexible Focus #13: Finding focus in the frames

by William Reed on August 5, 2010

Though the original idea was to encourage flexibility and open communication, the cubicle system now common in offices has ended up a symbol for the very opposite. Even Robert Propst, founder of the cubicle’s precursor “Action Office” in 1968, several decades later said that his system had been twisted into something he called monolithic insanity. FORTUNE MAGAZINE dubbed it Cubicles: The great mistake, saying that what was intended to be an open lounge-like office environment, transformed with cost efficiency over time into bright satanic offices. Ironically, the thing it spawned was ultimately disowned by its inventor.

Many people intuitively recognize that their best ideas come to them outside of the office, in cafes, while walking, or in the shower. Office meeting rooms and cubicles are rarely cited as being creative spaces. Be that as it may, employers are not likely to release their staff to spend the day at the local cafe.

When it comes to solving problems and generating ideas, the Mandala Chart offers a fresh approach that helps you find focus in the frames, and might even release you from cubicle consciousness.

Put your ideas into play

The Mandala Chart is like a tennis court for your ideas. Although you must keep the ball within the lines, the volley accelerates and tension mounts as the ball gets closer and closer to the edge, and harder and harder to return. The ace shot is comparable to the definitive idea, and the feeling of excitement is similar when you get the idea right.

The best way to experience this is to actually put your ideas into play by writing them down on the Mandala Chart, and bouncing them around on the mental court. What you see on paper may look simple, but the process triggers an invigorating mental workout that can wake up your brain and give you energy, synergy, and flexible focus.

It starts with getting off your seat and onto your feet. The connection between creativity and walking has been well recognized, both as a way of tapping into the wisdom of the body, and as an enjoyable way to commune with nature or community.

Whenever possible it is best to consider the ergonomics of your thinking environment. Despite the considerable research that has gone into making body and brain-friendly furniture, keyboards, and lighting for offices, when it comes to creativity your favorite cafe wins out over technology hands down.

While many people appreciate the rejuvenating effect of such simple getaways, the opportunity to enhance creativity is often missed, simply by failing to capture your experience and ideas on paper.

8 steps to getting your ideas on paper

Once you understand the value and attraction of working with the Mandala Chart on paper, you can increase your skills and improve your results with practice. Here are 8 steps that can help you get started. In addition to the templates provided in other articles in this series, here you can download a generic 9-frame Mandala A-Chart as a PDF or as a Word template, and a 64-frame Mandala B-Chart as a PDF or as an Excel template. These are files which you can print out, save as, or customize as you like.

  1. Decide what’s on your mind: What would you like to focus on? Where would you like greater clarity or flexibility? Even if you are not sure, committing to a theme will help you bring it into focus.
  2. Select a format for focus: Start with a 9-frame Mandala A-Chart. Do you prefer to focus your thinking with a Mandala template, or to work from a blank Mandala chart? Select your format and print out several pages as worksheets.
  3. Fill in the frames: It is important that you do some thinking and writing away from the computer in an idea-friendly environment. Get your pen moving. Make lists with bullet points or numbers, and add sketches where appropriate.
  4. Look at the whole, the parts, and the connections: Expand your thinking by transferring the themes from the 9-frame Mandala A-Chart to the 64-frame Mandala B-Chart. You do not need to fill in all 64 frames, but try to at least develop 4 sub-themes for each of the eight themes in the original Mandala A-Chart.
  5. Spend time reflecting on what you have written: Although writing down your ideas provides greater focus, real clarity comes from reflection on what you have written. Think of your Mandala notes as a tool for flexible focus and a mirror for meditation.
  6. Store your notes for easy access: As long as you store your notes where you can easily find and refine them, you can keep a file of handwritten Mandala Charts, or you can create a digital archive using the Word and Excel files provided in the download links. Digitally you may wish to organize all of your files using idea mapping software. For example, all of the articles, graphics, and downloads for this Flexible Focus Series are stored in a Webbrain which you can access at http://budurl.com/ah88
  7. Talk about or present your ideas: If you first expand and organize your ideas on paper, you will be far better prepared to talk about and present them to others. The advantage of doing this on a Mandala Chart is that your entire field of thought connected to that theme is in front of you on a single piece of paper. You can also develop your ideas by refining your notes as you talk and listen.
  8. Get traction by taking action: Organizing and talking about your ideas should build up the energy and desire to test them in action. The feedback and results you get will provide further food for thought. The interplay between thought and action gives you the traction you need to keep the wheels turning.

The Mandala Chart is a simple matrix, a set of frames for filling in the blanks. But when you actively write on it, it acts as a window letting in the light of inspiration, and serves as a mirror reflecting the wonderful possibilities that await your discovery.

William ReedWilliam Reed specializes in applying practical wisdom from Japanese and Asian culture to solving the problems of modern business and living. Visit his weekly online column Creative Career Path and his Entrepreneurs Creative Edge.
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Week In Review – May 9 – May 15, 2010

by Magesh Tarala on May 16, 2010

How to win the Operations vs. Finance battle: Become a trusted advisor

by Matthew Carmen, May 10, 2010

When organizations work in silos and don’t understand how the other group functions, there is bound to be tension. This is typical between operations and finance groups. But once the groups understand what the other group does and begin communicating on a consistent basis, the foundation for trust is built. That provides the platform for the finance person to build a relationship of trust with the operations group. This enables them to deliver the desired results to the company and also make their daily work interesting. more…

Leadership and Mythology #1: Purpose of myth

by Gary Monti, May 11, 2010

You need to have an internal compass. You should also understand the tribes you belong to and your roles in them. Just like that you also need to recognize your mythology. Don’t confuse it with myth. Basically, this is “sense making” at a personal and group level. more…

Triple Constraint Sales

by Guy Ralfe, May 12, 2010

When you change your domain of operation, you see the applicability of the old domain concepts in the new one. In this article Guy shares his experience in applying the project management mantra of triple constraint in his new endeavor. more…

Flexible Focus #1: Inside the Mandala Chart – A zoom lens for your life

by William Reed, May 13, 2010

Would it not be cool to see your life with a zoom lens? What if you could step away from the fray to see the big picture, zero in for analysis or action, without losing track of how everything is connected? William Reed has been living in Japan for the past four decades and is able to expound on how the Mandala Chart can bring clarity to your life. more…

Author’s Journey #21: Make Tip Sheets part of your book marketing plan

by Roger Parker, May 14, 2010

In this week’s installment, Roger explains what, how and why of tip sheets and how to leverage them to build your list and attract new prospects to your marketing funnel. Tip sheets are the simplest and easiest way. Also they are powerful and effective because they don’t have to be elaborate – they are judged by their value and not by the number of words or pages they contain. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Week In Review – May 2 – May 8, 2010

by Magesh Tarala on May 9, 2010

Can we avert failures in our life?

by Vijay Peduru, May 3, 2010

This article reminds me of one of my high school teachers. This was his famous refrain: if a rocket destined to the moon is off by a fraction of a degree, it will not reach its destination. You can change your destination only if you change your direction. Nothing happens all of a sudden. There is no overnight success. Take small steps in the right direction every day. more…

Leadership Cancers #8: Anticipation

by Gary Monti, May 4, 2010

Wow, Gary… or should I say “The sage of Active Garage”? Performing action without becoming a servant of the desired consequences has been a subject of discussion for the longest time. This is a very nuanced concept and can be easily misinterpreted out of context. But understanding and putting this single principle to practice can bring you peace of mind and take your performance to new heights you have not experienced before. more…

Are You Preventing Your House Sale?

by Guy Ralfe, May 5, 2010

One of my teachers insists on learning the art of quitting. You got to listen to this Kenny Rogers song on this topic. While quitting is an essential art, it is equally important to not shut the doors of opportunity. When you don’t give into emotions and think strategically, you can leverage every thing that comes across your way for your ultimate benefit. more…

Pillars of Success

by Robert Driscoll, May 6, 2010

Based on movies, TV and what we read in the media, we have a pre conceived notion of what a hugely successful CEO is. You cannot be more wrong. Robert has captured the essence of one CEO’s practices for success in this article. more…

Author’s Journey #20: Choosing the right incentive to build your List

by Roger Parker, May 7, 2010

One of your most important marketing and promoting decisions is choosing the right incentive to offer as a bonus to visitors who sign up for your e-mail newsletter or weekly tips. It’s not enough to offer great information delivered at consistent intervals via e-mail. In this article, Roger has listed a great array of incentives you can provide your readers. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Week In Review – Mar 21 – Mar – 27, 2010

by Magesh Tarala on March 28, 2010

Everything is so amazing and nobody is happy

by Vijay Peduru, Mar 22, 2010

Have you taken a moment to reflect how amazing it is to be living this time and age? There are so many gadgets and tools that increase our capacity phenomenally, but we often end up complaining about trivial things about them. Watch a short humorous video in this post and that will help you realize that we are very lucky indeed! more…

Leadership Cancers #2: The insanity of multitasking

by Gary Monti, Mar 23, 2010

The human brain is similar to a single core microprocessor. Multitasking in either case involves context switching which is expensive. But is it effective? Multitasking should not be confused with some tasks we can perform simultaneously, like chewing gum and walking. In this post, Gary argues that high value tasks or tasks that have high impact when something goes wrong, are not conducive to multitasking. Don’t agree? Well, have you read about the impact of texting and driving? Or next time you go to a meeting, try working on your laptop and listening to the conversation at the same time.

One of our readers Avi commented that multitasking is related to picking up tasks in a “wait” state. While it is true that this enables efficient use of time, it does not mean that you can do multiple tasks at the same time. If task A takes 40 hours, you cannot expect task B to be fit in at the same time. If task A hits a roadblock and cannot progress, task B gets worked on. Do read Gary’s response too. more…

Past is NO way to the Future

by Guy Ralfe, Mar 23, 2010

Ever dealt with a financial advisor or read an investment brochure? Their standard disclaimer is that past performance is not an indication of future performance. While knowledge of the past definitely is valuable, we should be aware that the future will not mimic the past. Now, apply this to your life and your actions; don’t let the past hinder your future performance. more…

CAPEX-Free IT: How to refresh your technology, deliver stellar IT, and keep your CFO happy

by Marc Watley, Mar 25, 2010

Money is tight everywhere. According to most surveys and reports, CAPEX spending in IT is going to increase slightly this year at best, if not remain flat. Resources are down to 2005 levels. So, how do you do more with less.  With the advent of virtualization and cloud computing, there are numerous options to pay as you go. When implementing this strategy, do it the Kaizen way. more…

Author’s Journey #14: How to get others to help you write your book

by Roger Parker, Mar 26, 2010

In this post Roger describes three basic approaches to getting others to help you write your book. They are:

1. Paying for Help
2. The Network Approach
3. Social Media Approach

Read the post to understand what they are and how to leverage existing tools. As always, your choice should be determined by your goals and your resources. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Are you moving forward or drifting in your life?

by Vijay Peduru on March 3, 2010

If we examine our life, we have some areas which are not the way we want them to be. For example, we want to move ahead in our career but we are stuck at the same position, Things don’t happen the way we want them to happen. Why?, It is because we have not genuinely accepted this as a problem and have not taken full responsibility for it. We may think we took responsibility but we don’t. The good news is it is very easy to find out if we are genuinely taking responsibility and the test is rooted in action. The test is simply to notice if we are acting or reacting. The former resides in the land of ‘taking responsibility’ and the latter does not.

In reading about countless successful people, I have noticed that they move things forward to produce the situations they want.

In other words they become a “cause in the matter” i.e they cause things to happen. Once we know that we are the “cause in the matter”… opportunities that we were blind to before will start to appear, they appear because , now we are looking for them. For example, when you drive today, decide to enjoy the roads, the scenery along the way.. and for this trip stop thinking about anything. I bet even if you have been driving for a few years, in this trip you will “notice” new things that you never saw before… even though the driving route is the same, the car is the same, the destination is the same and even the components of the scenery are the same (they have always been there!)

So, how do we make things happen in our life? Here are 2 ways:
  1. Be the “cause in the matter“: Notice that we can let things happen or we can make things happen. Decide to take responsibility and look for opportunities to make things happen.
  2. Notice if you are a drifter or causer : Every moment of your life, you can ask yourself “Am I drifting or causing something to happen in my life”. Causing does not mean any movement. it just means anything which will help us move forward in life to achieve what we want. “Thinking” about your life and goals in life is causing too.  Playing with our kids or enjoying a movie with the kids counts as causing too.
Just gazing at a beautiful scenery without any thoughts… to help rejuvenate your body and soul is causing too. if we practice this, we can notice how our days, months and years pass by. In the begining do this as a fun exercise, just notice and don’t judge and put yourself down.  if we make ourselves bad, then we won’t do this again.  Gradually we will change.

Go ahead, Be a causer and drifting will never happen.

P.S. Thanks to landmark Education for the distinction “Cause in the matter”.

Vijay Peduru is an entrepreneur in the bay area and is the co-founder of a bootstrapped startup. His interests are bootstrapping, leadership and spirituality.
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Week In Review – Feb 14 – Feb 20, 2010

by Magesh Tarala on February 21, 2010

Are you feeling helpless?

by Vijay Peduru, Feb 15, 2010

Going through the same situation repeatedly, unable to control it, and accepting to suffer through it is called Learned Helplessness. Once you understand this important distinction, you can recognize the situation and take action to unlearn it. Vijay illustrates this with an example of an experiment conducted on dogs by Martin Seligson, a professor at the University of Pennsylvania and the author of several books including “Learned Optimism”. more…

Change Management #4 – People: Building a team with Dr. Jekyll and Mr. Hyde

by Gary Monti, Feb 16, 2010

Implementing change in an organization will bring out the Dr. Jekyll and Mr. Hyde personas of the team members. This is part of human nature and if you do not plan for this, you will face serious problems reaching your goals. Your leadership is what will help keep the project on track. Gary provides several tips to help you understand the risk and navigate the terrain. more…

Commitments Change Over Time

by Guy Ralfe, Feb 17, 2010

One of the fundamental requirements for increasing our power and value in the marketplace is our ability to make and keep promises and commitments. A promise or commitment is between two parties. And each of them is locked into their stories viewed through their eyes. Between the time a promise is made and it is fulfilled, situations will change for both parties. It is essential to maintain the story for both parties through time or commitments will fail. more…

Selecting a Business Valuation expert

by Steve Popell, Feb 18, 2010

There are myriad reasons why the owner of a privately held company may want or need to have the company valued. Regardless of the reason, finding the right expert will pay off in the quality and utility of the opinion. In this article, Steve offers the criteria for assessment and gives some tips on how to ground your assessments. more…

Author’s Journey #9 – Cultivating the habits of writing success

by Roger Parker, Feb 19, 2010

Essential habits for writing success are Targeting, Positioning and Efficiency. In this article Roger describes how he put this theory to practice when writing his next book #Book Title Tweet: 140 Bite-Sized Ideas for Article, Book, and Event Titles. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Commitments Change Over Time

by Guy Ralfe on February 17, 2010

Making and fulfilling commitments is the only way by which we can accumulate power and produce an identity in the marketplace which to a large part determines our value in the marketplace. Commitments (promises) are such a cornerstone to our lives yet we often pay little attention to how we manage them.

Business is about people making promises and accepting commitments, through conversations of action in their lives. Yes there are loads of conversations that take place around the water cooler, but until they turn into something you care about, those conversations will not be contributing to building your identity and power, most of these are just expressive.

Managing and keeping our commitments is fundamental to our personal business success, first we start by trying to memorize our commitments. But the more complex our requests become we need to seek out tools to help us manage such as calendars, notebooks, software. With even more complexity and number we outgrow our tools and hire PA’s /Assistants to help us. When this is not enough we hire more people to make more commitments on our behalf which then becomes the enterprise organization – the business, our power.

Thankfully the map of a conversation for action was mapped out by Terry Winograd and Fernando Flores back in 1986 in their book Understanding Computers and Cognition.

There are only a set number of possibilities at each stage of a conversation, which would lead you to believe this would be easy. However for a conversation to have been successful it needs to have been fulfilled and produced an assessment of satisfaction for the requester after completion.

This is where I witness the challenge coming into business. Time as always is the culprit, and we as humans living in a world of our own stories, see the world as a reflection of our moods and circumstances at any point in time. No matter how well a request is made and accepted between a requester and supplier, over time both will be in different situations from which to assess the commitment and this can lead to many breakdowns.

It is a bit like taking my child to the toy store and asking him which toy would he chose if he could have one choice. In the aisle that we are in he will find the best toy he can see based on his current criteria and space. With the toy locked under his arm we then move off and walk into the next isle, suddenly the toy will be dropped and a new one snapped up – as his circumstances change.

The point here is that just because you have made a request and received a promise or commitment to fulfill, you have to maintain the story for both parties or commitments will fail. Another point to watch out is that we talk of conversations for ACTION – Actions is what produces satisfactory outcomes, lookout for inconsistencies in actions. Such an example would be a client requesting a tightly managed project however they will not commit to signing a scope document…

Guy RalfeThis article was contributed by Guy Ralfe, co-founder of Active Garage and co-author of the upcoming book ProjectManagementTweets. You can follow Guy on Twitter at gralfe.
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Your journey through change can have a great deal in common with the experiences of Dr. Jekyll’s friend, Mr. Utterson from Robert Louis Stevenson’s The Mysterious Case of Dr. Jekyll and Mr. Hyde. Like Utterson, you see strange behaviors emanate from areas managed by people whom you’ve come to know and trust. At first there is a wondering if some outside force is affecting the person. A concern, a desire to check in and offer help sets in. Eventually the awareness develops that the strange behavior is coming from the trusted person himself.

Your plate was already full with external challenges. Now the human terrain in your organization is changing as well! (For more on terrain changes see the Leadership blog ). Let’s briefly explore this human terrain and examine Dr. Jekyll, Mr. Hyde, their dilemma, and possible solutions.

Dr. Jekyll

Normally, we all want to do well and fit in socially. We are wired that way at birth. An interesting twist to that wiring is it varies from person to person. We each are whole and have free will but we have a neurological bias towards how we see the world and process information. This means some tasks we take to naturally and others are more challenging.

For example, one person may be great with big ideas while another person excels at running things on a day-to-day basis. If we are lucky the parts of our psyche where we excel are consistent with what our parents, teachers, etc., consider good and get emphasized. That is Dr. Jekyll. He feels complete.

We launch our career and settle down to a particular life style through which we move as Dr. Jekyll. But what about those other parts? Do they just lie around? Hmmm…let’s explore.

Mr. Hyde

While Dr. Jekyll is developing, the undesirable or more challenging parts get pushed into the shadows as if they never existed. That is the Mr. Hyde. The longer Mr. Hyde is pushed down the greater the fear associated with using those traits.  Remember, Dr. Jekyll feels complete and in control. To compound things, the developing Mr. Hyde takes extra effort since traits are weak from under-development. The stage is set for the dilemma.

The Dilemma

People tend to migrate to positions emphasizing their Dr. Jekyll. It can be very upsetting when the business demands complex changes requiring Mr. Hyde to be invited to join the team.

Take the Dr. Jekyll examples from before. A team member may simply want to know what the rules are and his eyes glaze over at the thought of a strategy meeting. A manager excellent at strategizing gets bored with details.  Neither cares much for how the other operates. This aggravates you because with complex terrain changes you need associates to understand and work with each other – to at least see things through the other person’s eyes.

The Solution

The solution lies in your leadership. You may recall the executive map, compass and navigation method from the previously-mentioned Leadership blog. Navigating changing business terrains require everyone’s eyes and ears to build a credible map and plan. There is no telling what will be the source of valuable information. Blind spots are the kiss of death. Cross-training will help immensely.

Using the magnetic north of your executive compass, values and beliefs, can help. If associates have the same magnetic north then tap the bond present. Use the positive stress of what they can achieve to encourage them to overcome the negative stress of bringing Mr. Hyde out of the shadows.

Timing is important. Decisions must be made. Similar to the samurai in Morphing Organizations post your best decisions flow from a detached, empathetic awareness of the overall picture.

Determine the limits of what you can risk. With limited resources the solution will probably comprise some combination of:

  • Supporting individuals in bringing more of the positive aspects of Mr. Hyde’s skills to the table;
  • Adjusting the timetable for achieving goals to match the rate of change people can sustain;
  • Bringing in outside resources to replace or augment current team members;
  • Deciding to cancel or delay achieving some goals because the terrain is shifting too fast or the opportunity will disappear by the time the team is ready to work;
  • What could be most harrowing and exciting, jumping to a new business terrain.

There are threats and opportunities associated with all these strategies. By sticking with your values and beliefs a plan will show itself.

In the next blog tips will be presented for creating a successful project.

I find this topic fascinating. If you do too and would care to comment or would like more information send me an e-mail at gwmonti@mac.com or go to www.ctrchg.com.

Gary Monti PMI presentation croppedWith over 30 years experience, Gary Monti consults/teaches/mentors/speaks in change management and project management with a focus on compassion and respect in the workplace. The work is grounded in project management, chaos and complexity theories combined with Myers-Briggs Type Indicator
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Lessons From Our Past

by Guy Ralfe on February 3, 2010

I have been riding the Massachusetts Bay Transportation Authority (MBTA) Commuter rail service for 5 years and the service has not changed much in this time, but year on year the cost of a ticket rises, often more than inflation. In addition the daily parking rates received a 100% increase a year ago supposedly to help cover MBTA staff costs and yet the only way you can pay at most stations is by stuffing one dollar bills through a slot – no monthly contracts, pay by credit card etc that are commonly available in many municipal parking lots across the country.

I am moaning but I am trying to make a point here too – on February 1, 2010 a new rule has been put in place where commuters must only board where there is a conductor present. In effect about a 30% reduction in the number of places to board a train that already only has an entrance at each end of the carriage. I doubt in the history of rail service, its  origins date back to 1889, has this situation ever been the case and it is sad that our modern day educated commuter cannot let themselves on or off a train unescorted.

Most commuter systems around the world are being redesigned to eliminate the human element and to abstract the ticket management to before the actual commute, which is the prime purpose of the conductors on the MBTA. Even the T, the metro system in Boston, running alongside this same service operates with just a driver.

What I observe happening is that people with power today are making decisions because they operate in the vacuum of state/municipal organization, thinking they are immune to the consequences of the value their organization produces. At the end of the day the leaders of the MBTA are exposed to the same market pressures as any other free market business.  When the marginal utility or value does not exist passengers will consider alternative means of transport – it has happened before. When the cost of operation exceeds the value paid by customers and from the state taxes, it will draw significant attention by both disgruntled commuters and non-commuters who will see it as a waste of their tax dollars. It will not be perceived as a necessity but a problem.

Where there are problems there are opportunities… successful businesses thrive on the vulnerability of these sorts of problems. When opportunistic businesses, observe organizations entwined by their own history, they quickly swoop in with fresh ideas not constrained by the existing historical standards and cultures. Today’s impossibilities will become tomorrow’s opportunities. These options will sound welcoming and fresh to a disgruntled commuter and tax base. Although things generally move slowly in state/municipal processes once a movement starts it is hard to stop the momentum of the masses.

When this shift takes place it will become quickly apparent that even the state/municipal organizations are competing in a global marketplace irrespective of if the infrastructure is immovable such as in a train infrastructure. People and organizational practices can always be changed – it depends who holds the most compelling and valuable story at the time, which is what business is essentially. There are many transport service companies all over the globe that given the opportunity, and having no sentiment for existing established policies or traditions, will gladly start anew – possibly without a conductor or possibly one to keep all the doors open for their valued customers.

No customers  = no service, the value has to be there, and if you are not producing value with existing assets and opportunities there are a lot of companies out there determined to make better use of established assets like a rail network. Of late has been the acquisition by Warren Buffett’s Berkshire Hathaway investment company of Burlington Northern Santa Fe, the nation’s second-largest railroad for $34 Billion, their biggest acquisition yet.

Surprisingly this lesson has not been learned by the MBTA where this situation has already transpired in Boston’s Transportation History to quote

“The West End Street Railway had a virtual monopoly on all streetcar lines in greater Boston, but high profits, poor service, high fares and a general lack of concern for the public had resulted in alienation of the West End’s management from its customers. On December 9, 1897, under the supervision of the Transit Commission, a lease was entered into with the West End Street Railway by which the property of that company was leased to the Boston Elevated Railway Company”

Remember I told you so!

Guy RalfeThis article was contributed by Guy Ralfe, co-founder of Active Garage and co-author of the upcoming book ProjectManagementTweets. You can follow Guy on Twitter at gralfe.
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