Posts Tagged ‘independence’

We, at Active Garage had run this promotion for the free eBook earlier in the year and we are running this again, now. If you find yourself wondering that if the eBook has been available for free download since then, why are we saying we are “running the promotion again”? Valid point.

Here’s why.

The author of the eBook, Mark McGuinness, is opening doors to folks interested in Creative Success, once again, for his amazingly valuable course “The Creative Entrepreneur Roadmap”, for a limited period and seats are limited.

Before you go ahead with making a decision of if this course if for you or not, I would suggest reviewing the blog I had written in January about what being Creative means and who this book (and subsequently, the course) is for (yes, it is not for everyone… ).

There are some great success stories form real folks who have taken this course and produced magical results by directly applying what they have learnt from the course. For instance, there is:

Since the course is now open for only a limited time, you could also directly go to the opt-in page to check it out and register.

To your Continued Success…

Himanshu JhambThis article was contributed by Himanshu Jhamb, co-founder of ActiveGarage and co-author of #PROJECT MANAGEMENT tweet. You can follow Himanshu on Twitter at himjhamb.

Flexible Focus #3: The Principle of Interdependence

by William Reed on May 27, 2010

Want a shortcut to improve your life? Change the way you see and engage with your world.

Things are not always as they seem. What you thought was a snake in the grass turns out to be a rope. A person you dislike says something good about you, and you suddenly see them in a better light. A flexible mind is free of fixed perceptions.

The sand under your feet can be material for a sand castle, or for a silicon chip. A cup becomes a cup if you use it to drink with. To another person it might be a pencil holder, or even a weapon. We experience things less by what they are, than by how we see them.

Abraham Lincoln said that, most people are about as happy as they make up their minds to be. When you are dealt a wild card, you decide what it will be. Shakespeare wrote in Hamlet that, there is nothing either good or bad, but thinking makes it so.

There are 3 ways to engage with the world, each reflecting a different level of maturity. The same process applies to the development of individuals, organizations and nations.

Dependence is where you take your instructions from others, and depend on others for your material needs. Outside influences largely determine how you think, feel, and decide. It is the state in which we are born, and in which some remain.

Independence is where you feed and fend for yourself, and strive to break free from the controlling influence of others. It is the creed of self-reliance, the striving to be captain of your own life. It is also a state of limited freedom, a gilded cage.

Interdependence is where you realize and cultivate the power of connection, and strive for synergy through the power of relationships. Knowing that the whole is greater than the sum of the parts, you thrive by working for the good of others.

The progression from dependence to interdependence comes with growth and maturity. It is also possible to stagnate or regress, causing things to get worse. The cure for this is continuous improvement, for which the Mandala Chart gives you a map and a method.

Six steps to continuous improvement

  1. Give to others without expecting reward in return: While many people believe in give and take, this results in relationships tied to temporary transactions. A different perspective is giving without strings attached, knowing that givers gain. This results in long-lasting and rewarding relationships. There are many ways to extend a helping hand, if not through money or tangible resources, then through your time, expertise, and many small acts of kindness. Lighting the candle for others does not diminish your own flame.
  2. Maintain standards for the common good: Seek to act in a way that does not harm or inconvenience others. You can practice this in daily life simply by following rules that have been set for the common good. See that your lifestyle is one of health and sustainability (LOHAS). Behave in a way that is considerate of others. Some of these standards are set by law, others are dictated by common sense. You can also set higher standards for yourself that go beyond the minimum.
  3. Acknowledge and accept your current condition: Nobody is blessed with the best in all areas of their life. You may be financially secure, but not in good health. You may be happy at home, but miserable at work. Misery loves company, so you will find no lack of people wanting to pull you down to their level. However bad your current condition, complaining is likely to make it worse. You have to truly face and understand your condition before you can plan ways to improve it.
  4. Strive for continuous improvement: The power of continuous improvement is similar to the power of compound interest, which Einstein called the most powerful force in the universe. Don’t underestimate the results that you can achieve over time, nor the power of neglect over time. There is nothing in the world that cannot be improved, as long as you have the mindset to make things better. Though it may take time for outer results to appear, the best part is that you yourself will improve in the process.
  5. Be calm and act without confusion or haste: A Japanese proverb says that the hurried beggar stays empty handed. You might say that the beggar mentality is self-reinforcing. One thing people who rise above their circumstances have in common is a calm and steady commitment to improve.
  6. Polish yourself through practice: There are three kinds of people in life: those who make things happen, those who watch things happen, and those who wonder what happened. You can live your life as a spectator or as a player. The best way to improve as a player is to practice. Continuous improvement is a verb.

In Eastern thought the word karma refers to the actions which actively shape our past, present, and future experience. Like the Celtic Knot, our world is closely woven and interconnected. It is through action that we engage more deeply in that connection. The rules of engagement are that if you engage in a positive manner, you get positive results in return.

Download a Mandala Chart showing the 8 fundamental areas of life. Ask yourself in your life, if they are happily interwoven, or a tangled mess? In future articles we will look at the 8 frames of life, and how to gain comprehensive life/work balance.

William ReedWilliam Reed specializes in applying practical wisdom from Japanese and Asian culture to solving the problems of modern business and living. He is the author of the Flexible Focus column on Active Garage, the syndicated column Creative Career Path and the book A Zoom Lens for Your life. William is also a Representative Director and Co-Founder of EMC QUEST Corporation, which provides Coaching for Communication and Change, World Class Speaking™, and Accelerated Action with GOALSCAPE™.

When does independence promote less-than-optimal performance? When is it a force tearing the project apart? In this first of six blogs on leadership cancers we will look at the potential corrosive effect independence can have on your organization and projects leading to sub-optimal performance if not failure. It will be done through game theory and The Prisoner’s Dilemma. Finally, we’ll take a look a possible solution to the situation.


We all start life dependent upon our parents and others to be fed, clothe, nurture, and teach us. As we mature there is movement towards self-reliance, i.e., independence. Based on self-interests we can take action and control our lives. Teams can be joined for accomplishing tasks that go beyond what an individual can perform. This sounds sufficient for success. But is it?

The Prisoner’s Dilemma

When teams are formed based solely on independence a problem arises. Once a member’s self-interest fails to be met they can pull out of the relationship with potentially devastating consequences. When other team members see this behavior then they may pull out as well. Let’s look at a typical example.

Imagine a 2-person design team, John and Mary. John is extremely good at designing for performance but the product is a nightmare to maintain. Mary is just the opposite. Her designs are easily maintained but they don’t have the performance of John’s.  Each can do the entire design but lack efficiency when it comes to their weak spot. John is overly sensitive and Mary is rude. They both want to be seen as superior and never hesitate to stick it to the other. Whenever one appears to cooperate the other takes advantage and tries to put in fewer hours. There is no backup for either of them and management is afraid of losing either but will draw the line at flat out refusal to work and will withhold any bonuses. The grid below shows the four possibilities in terms of effort-hours expended. If they both cooperated the total hours would be 60 (blue). With both being non-cooperation it shoots up to 100. If either pulls out completely the other has to put in 150 hours. The job ends up taking 100 hours (red) because both will be selfish at the first sign of cooperation by the other.

John Selfish John Cooperates
Mary Selfish 50,50 0,150
Mary Cooperates 150,0 30,30

In game theory this is called The Prisoner’s Dilemma. Both could cooperate and put in fewer hours overall but that would require being empathetic and trusting. Instead, at the first sign of seeing the other cooperate, the one will try to take advantage and be selfish. With them both being selfish the job gets done but at great inefficiency.

A Possible Solution

One approach is asking them to cooperate, pointing out the value to the organization and they could be more productive. That is unrealistic since it expects altruism from two uncooperative people. A more realistic approach and one that works well in a complex situation is a joint evaluation. Their bonuses, profit sharing, etc., rises or falls with team performance. This returns power to the leader. Mary and John can do as they like and they will be rewarded accordingly. There are risks associated with this approach. However, if costs are outstripping benefits then it is worth considering.

If you find this topic as fascinating as I do and would like to delve deeper into game theory and its use in leadership send me an e-mail at or visit

Gary Monti PMI presentation croppedThrough his firm, Center for Managing Change, Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at or through Twitter at @garymonti