One of the fundamental problems the western rationalist mind is that it finds it hard to think in non-linear terms. Our thought processes habitually follow the linear, “If I do this, then I will get this, and then I will achieve this” kind of mental narrative. We can find this works, but only in limited contexts.
In the world of engineering, marketing and projects, to name but three fields, we are learning to think more iteratively: to revisit and rework the results. This is more like thinking and moving in circles.
W.E. Deming, the American quality guru who was credited with revolutionising post-war Japanese manufacturing advocated his classic PDCA cycle:
Practising this led to continuous improvement. Manufacturing results improved because of attention to the feedback and improved as a result. In marketing, deliberate A/B testing yields similar results. In projects, we are learning to iterate, improve our estimates and customer satisfaction.
I remember a situation comedy on UK TV a few years ago called "Ever Decreasing Circles." It had a hapless hero who always found himself in a spiral of frustration.
Circular thinking has had a bad rap. I'd like to reframe circular thinking as "ever increasing circles." That is to say, that some circular workflows become more and more powerful.
Shall I go over that again?
For a period of time, a friend of mine prevailed on me to take up golf. To begin with, it seemed like I was doing random gardening on a long walk. I became very conscious of my muscle movements in a swing, which club to choose, and experimenting with little rituals, like the number of times I looked up at the target spot I was aiming for. I also became aware of two things that could undermine my performance as the game progressed: my inner emotional state after a ridiculously bad shot, and my physical stamina - or lack of it.
For me, golf was like random gardening on a long walk.
I realised that the inner game of golf was all about self-awareness. What I became acutely focused on was being aware of my muscle movements, grip and so on. If I made a bad shot, I would attempt to adjust and see if I got a better result. I was constantly correcting myself.
In yesterday’s post, we looked at the Apollo 11 mission and how the accuracy of the launch targeting was a delusion; the reality was that they landed within the lunar landing zone by a process of constant correction - a sort of feedback loop.
Then I moved to talking about a more personal kind of feedback loop, the Daily Heads-Up technique that I use for my personal organisation.
At least every week, I review, hone and improve my key workflows.
Feedback loops can operate at different cycles, such as at:
In each case the feedback loop provides the opportunity for us to correct our course, to learn, and to get better results.
In the next post, I’ll look at how neglecting the course corrections, the feedback loop can hinder our effectiveness and growth, and why it is so easy to neglect this.
When I began writing Leading Yourself, the working title I started with was “The Soul of Personal Mastery.” ‘Personal Mastery’ is a term much-loved in leadership academies, so I explored the idea of mastery. ‘Mastery’ has some negative connotations, so I backed off from it as the central label and moved to the concept of self-leadership.
However, my research returned me to the Dreyfus Model of Skill Acquisition, something that was referenced by the APM’s L&D team at one of their training providers’ away days. It appears that we may be investing in the wrong kind of learning solutions for some skill levels, and perhaps under-emphasising other kinds of solutions. Continue reading
Have you ever wondered whether your efforts at self-development are really paying off? Do you sometimes feel like you are just treading water in getting better at your job? How we really get better at something is a critical issue of time, money and effectiveness.[shareable]How we really get better at something is a critical issue of time, money and effectiveness.[/shareable]
For years now I have been a student of how we truly progress in skill… in anything.
In particular, I’ve looked at these skill sets:
I’m very proud of my daughter, Sarah. She has made a name for herself in the very male-dominated world of historic building restoration and ornamental plastering. She uses all her skills as a sculptress and has developed a keen eye for the health of historic buildings. I was walking with her recently through the centre of Newbury, an old market town in Berkshire, UK, that boasts a fairly modern shopping centre. And she began to illustrate for me how ambiguity works in a VUCA world. (‘VUCA’ stands for an environment defined by Volatility, Uncertainty, Complexity and Ambiguity.)
Ambiguity is all around us. The trouble is, by definition, we don't recognise it.
So when Sarah suddenly moaned at the sight of this wall (pictured above) it got my attention. What was wrong with it? To my untrained eye, someone had been responsible for preserving this fine building by re-pointing the wall. That was a good thing, right?
Well, no. Sarah pointed out that the traditional material to bind bricks was lime. Concrete, though less perishable, does not absorb water.
I still didn’t get it. Not absorbing water is a good thing, right?
Again I stood to be corrected. A building such as this, Sarah explained, is a living system. When it rains, where will the water go? It will seep into the most porous – and also the most precious – element of the structure, the timbers, stay there and eventually rot away the wood. In about ten years time, these ancient timbers will be rotting and need replacing. And they are irreplaceable.
This illustrated a couple of things for me about ambiguity:
Our worldview conditions how the world occurs to us.
In the world of leading change, we make assumptions about people and their behaviour. For example, someone reacts with surprising hostility towards the changes we are trying to make. We can make the assumption that they are a trouble-maker, they dislike us, or that they are just a stubborn reactionary.
We need to look closer. My experience draws me towards that person, towards that conflict; it triggers exploratory, compassionate questions. And my frame of reference is that very few people are sociopaths, so there is probably another reason why this person appears unreasonable.
I look deeper, and I find that this person is going through a domestic trauma and that the only stability in their life right now seems to be their workplace. And I'm about to take away that last refuge of stability.
Suddenly their reaction begins to make sense.Now I can view them very differently. I can begin to work positively with that person.
Ambiguity in this VUCA world is all around us. The problem is, by definition, we don't see it.
The more we grow in experience and what worldview we bring to our work, the more we challenge our own initial assumptions, the more we are likely to uncover and recognise important ambiguity.
At the weekend I came across this gem of a video posted over six years ago. Marten Mikos, the then-CEO of MySQL who sold the company to SUN Microsystems for $1 billion, gives a candid short interview during the Innovate! conference in Zaragoza, Spain, about his key learnings as an entrepreneur. It’s a nine-minute masterclass:
Yesterday, I dropped by one of pearcemayfield’s courses to see Richard Rose, the CEO, and trainer on this event. The course was on AgilePM©. And I saw the diagram below drawn on a flipchart. I’ve seen this before and I’ve noted the way Richard does it. He tells a story as he draws what is a key diagram for AgilePM.