&mdash; Think Different

Positive Relationships and Collaborative Knowledge Work

Why Relationships Matter in Collaborative Settings

In sectors such as software development, and management, where collaborative knowledge work is the norm, the quality of relationships isn’t just a social nicety—it’s a business imperative. Positive interpersonal connections amplify collective intelligence, increase productivity, and enhance the overall quality of work. In contrast, strained relationships lead to communication breakdowns, reduced morale, and compromised results. Hence, any team that aims for excellence might choose to focus, at least in part, on fostering positive relationships.

The Heart of the Matter: Caring Deeply

Before diving into the nuts and bolts of relationship building, it’s important to highlight a fundamental principle: genuine care for those with whom you’re working. In the context of collaborative knowledge work like software development, or management, compassion might not be the first thing that comes to mind. However, a deep sense of care and understanding for your fellows is what turns a group of individuals into a cohesive unit. Compassion fosters a supportive environment where people feel valued, not just for their technical skills but for who they are as individuals. This, in turn, leads to a sense of shared purpose and mutual respect, driving the team to higher levels of achievement.

For those sceptical about the role of compassion in a professional setting, the book “Compassionomics” provides compelling evidence. It delves into the science behind compassion and demonstrates how this emotional intelligence skill significantly impacts relationship building and, ultimately, success.

Having set the stage with the importance of deep care and compassion, let’s delve into the specific strategies to build and maintain positive relationships in collaborative settings.

Master the Art of Listening

Listening is more than just a passive act; it’s an active skill. This is especially crucial in collaborative knowledge work where understanding each other is key to solving complex challenges. Effective listening reveals not only what team members are saying but also what they’re thinking or possibly avoiding saying. Technical teams and management teams may choose to regard this deeper level of communication as critical for addressing challenges and finding solutions collaboratively.

Cultivate Self-Awareness

In a team setting, knowing oneself is as vital as knowing one’s craft. Being aware of one’s own strengths, weaknesses, and emotional responses can help navigate team dynamics more effectively. This level of insight allows one to contribute where most effective, and defer when deferral plays to someone else’s strengths.

Uphold Respect as a Core Value

In any collaborative effort, people bring a diverse set of skills and perspectives to the table. The concept of respect goes beyond mere tolerance of this diversity; it involves valuing and leveraging these different skills and viewpoints to enrich the project. In software development, where cross-functional teams often collaborate, respecting different disciplines—be it engineering, UX design, or quality assurance—is vital for project success.

Make Room for Personal Space

Even in high-stakes environments, it’s crucial to understand that everyone needs space to operate effectively. Overcrowding can lead to burnout, reduced productivity, and deteriorated relationship quality. Allowing for ‘breathing room’ can also offer team members the chance for independent thought, which they can later bring back to enrich the collective effort.

Be Consistent in Communication

Effective communication is a key element of successful relationship building. In a fast-paced, deadline-driven setting, regular check-ins can be the lifeline that keeps projects on track. This doesn’t just mean status updates, but also sharing feedback, insights, and even acknowledging small wins. It keeps everyone aligned on goals and expectations, reducing the room for misunderstandings or conflict.

Embrace Adaptability

The nature of collaborative knowledge work, particularly in tech, is dynamic. Flexibility and willingness to adapt are not just desirable traits but beneficial practices for maintaining positive relationships amidst change.

Summary

In collaborative knowledge work, the importance of maintaining positive relationships is amplified due to its direct impact on productivity and outcomes. By incorporating principles like effective listening, self-awareness, respect, personal space, consistent communication, and adaptability, you can lay down a robust foundation for a successful collaborative environment.

Retardation in Strategy: Blocker to Progress

September 6, 2023

Article, Culture change, Learning

Retardation in Strategy: Blocker to Progress

Introduction: Facing the Problem Head-On

In this context, “strategy” refers to the planned methods and actions designed to achieve specific objectives within organisations or societies. Retardation in strategy is the continued application of outdated, dysfunctional, and ineffective methods. This issue affects a wide range of sectors, hampering not only individual organisations but also broader society, causing a slowdown in overall human advancement.

Identifying Retardation: Core Elements

To counter this issue effectively, let’s start by identifying major contributing factors:

Collective Assumptions and Beliefs

Collective assumptions and beliefs constrain the selection of credible strategies, often excluding the more effective.

Historical Effectiveness

Outdated methods persist because they were once successful, instilling a sense of trust or safety in their continued use.

Aversion to Risk

New strategies often stay on the sidelines due to the perceived risks that come with their adoption.

Bureaucratic Barriers

Byzantine hierarchical systems within organisations can create delays in adopting more effective strategies.

Cultural Factors

Social or organisational norms can also contribute to the persistence of dated strategies, even when they have lost their efficacy.

Consequences: What’s at Stake

Failure to modernise can result in a variety of negative outcomes.

Economic Loss

Ineffective strategies lead to the poor use of resources, causing various kinds of waste, and potentially causing economic stagnation, even decline.

Social Wellbeing

Obsolete thinking can detrimentally affect general welfare, such as perpetuating inequalities or restricting access to vital services like healthcare and education.

Environmental Degradation

Outdated or inefficient strategies can worsen environmental issues, including pollution and the excessive consumption of natural resources.

Solutions: Steps Toward Improvement

Breaking this detrimental cycle requires several targeted actions.

Emphasis on Learning

Fostering a culture that prioritises frequent evaluation and learning can prepare organisations and our societies to transition to more efficient strategies more easily.

Radical Curiosity

Implementing radical curiosity involves questioning established norms and practices fundamentally. It requires a willingness to explore beyond traditional solutions, which could lead to the discovery of more effective approaches.

Decentralisation and Subsidiarity

Empowering decision-makers closer to the actual problems can expedite change. The principle of subsidiarity—making decisions at the most immediate level possible—can further streamline this process, cutting through bureaucratic delays that often impede progress.

Accountability Mechanisms

Transparency and accountability, both in organisations and governments, are essential for encouraging ongoing updates and improvements in strategy.

Summary

Retardation in strategy constitutes a significant obstacle to both organisational and societal growth. Recognising this issue and actively pursuing more effective methods is critical. Immediate, decisive action can pave the way for sustained, significant progress in the future.

Unconscious Biases in Hiring and Their Ripple Effect on Organisational Culture

September 5, 2023

Article, Culture change, Recruiting

Unconscious Biases in Hiring and Their Ripple Effect on Organisational Culture

Shadows on the Wall

In the realm of hiring, what you don’t see can hurt you. As with most people, hiring managers are susceptible to unconscious biases that can warp their decisions. What sets them apart is their influence on not just individual jobs but also the broader organisational culture. This influence can be a source of cultural dysfunction, leading to far-reaching negative implications.

Mind Games We Don’t Know We’re Playing

It’s human nature to have biases, no matter how impartial we try to be. Hiring managers are no exception. In fact, their role may amplify these unconscious biases, casting ripples that affect the entire organisation. Let’s delve into this further, examining the susceptibility of hiring managers to cognitive biases and the consequent impact on hiring decisions.

Cognitive Biases: A Brief Overview

Before we get to hiring managers, it’s useful to understand what cognitive biases are. They’re systematic errors in thinking that affect our judgements and decisions. These biases are not always bad; they’re mental shortcuts that evolved to help us make rapid decisions. However, in complex and nuanced situations like hiring, these shortcuts can lead to faulty decisions.

Why Hiring Managers Are Susceptible

Hiring managers often have a tough job—reviewing countless applications, conducting interviews, and choosing the “best fit” for the company. The pressure to make quick decisions and the overload of information can make them more susceptible to cognitive biases. Common biases in hiring include confirmation bias, affinity bias, and halo effect. For example, a hiring manager might favour a candidate who went to the same university as they did (affinity bias) or focus on one positive aspect of a candidate, overlooking other essential qualifications (halo effect), or give undue weight to initial impressions, thereby seeking out information in interviews that confirms their initial judgement rather than challenges it (confirmation bias).

Cultural Dysfunction

Unconscious biases don’t only affect the selection of new hires. They can also sow the seeds of cultural dysfunction within an organisation. When a hiring manager’s biases persistently favour certain types of hire—whether based on educational background, social skills, or even physical appearance—those biases effectively sculpt the organisational culture. Over time, this can lead to a culture that is not only unrepresentative but also fraught with the same biases that shaped it.

Does the Organisation Get It?

More often than not, organisations underestimate the repercussions of biased hiring decisions. They may focus on surface-level diversity metrics without considering the impact on their internal culture. In the worst cases, this can result in toxic work environments that are difficult to uproot once established. So while organisations may recognise the importance of culture in theory, many fail to connect the dots back to the hiring decisions that shape it.

The Amplification Effect: Turning Ripples into Waves

In a vacuum, one biased decision might seem inconsequential. But hiring managers typically influence the recruitment of multiple individuals, sometimes into the hundreds. This amplification effect multiplies the impact of each biased decision, creating not just ripples but waves of influence that alter the very makeup of the organisation.

Remedying the Bias Conundrum

Understanding the issue is half the battle. Organisations might choose to both make hiring managers aware of these biases and also offer opportunities for learning more about the psychological mechanisms behind them. This encourages the development of effective countermeasures.

Being aware of the issue of biases is a start, but it’s not enough. Implementing structured interviews, anonymising applications, and leveraging data analytics in the hiring process can offer more objective methods for candidate selection. Organisations can also invest in helping hiring managers learn about the psychological mechanisms behind their biases, enabling them to develop ways to counteract these subconscious influences.

Final Takeaway: The Crucial Intersection

The road to an organisation’s culture and long-term success intersects at its hiring decisions. Unconscious biases can not only deter optimal hiring but also contribute to cultural dysfunction, causing negative ripples that extend far beyond individual roles. To truly build a healthy, dynamic work environment, organisations must recognise and tackle the biases present in their hiring processes.

This isn’t just about recruiting competent individuals; it’s about fostering a culture that embodies the values and diversity an organisation aspires to hold.

The Folly of Training for Behaviour Change

Article, Culture change, Learning, Psychology, Training

The Folly of Training for Behaviour Change

The Illusion of Training-Induced Change

Let’s start with a provocative statement: Training doesn’t change people; it only gives them options. There’s a widespread belief that sending staff on training courses is the magic key to fixing various performance or behavioural issues. But if you’re aiming to change people’s behaviours through training, you’re on to a loser before you even start.

The Gulf Between Teaching and Learning

Teaching and learning, though often used interchangeably, are not synonymous. Teaching implies the transfer of knowledge or skills from one person to another. Learning, however, is a more intricate process, deeply personal and emotionally charged. It involves not just the intake of information but the reshaping of perspectives, attitudes, and ultimately, behaviours.

People can be taught without learning a single thing. They’ll nod, take notes, even pass tests, but once they’re back in their familiar environments, it’s business as usual. Why? Because learning has only happened when behaviours have changed.

The Dynamics of Behaviour Change

Behaviour isn’t a switch you can flick on or off through an afternoon workshop. It’s a complex mosaic of habit, culture, context, motivation, and personal choice. Each person’s behaviour is influenced by a labyrinth of internal and external factors, which can’t be manoeuvred through PowerPoint slides and handouts.

The secret sauce in behaviour change is not teaching or training. It’s learning. And how does learning happen? Through curiosity—a deeply intrinsic motivator that spurs us to explore, challenge norms, and grow.

Radical Curiosity: The Gateway to Learning

If you’ve been chasing the mirage of training-induced change, redirect your energies towards fostering an environment that celebrates ‘Radical Curiosity‘. This is a step beyond the garden-variety curiosity that makes us click on an interesting headline. Radical Curiosity is the relentless pursuit of ‘why’ and ‘how’, the unquenchable thirst for knowledge that disrupts conventional wisdom.

When you are radically curious, you don’t just want to know what works; you want to understand why it works and how you can make it better. This is the sort of curiosity that can drive genuine learning and transformative behaviour change.

How to Cultivate Radical Curiosity

Here’s the million-dollar question: how do you instil Radical Curiosity in a team or an organisation? Here are some thoughts:

Open Dialogue: Encourage questions and discussions that challenge the status quo.
Safe Spaces: Create an environment where people feel secure enough to share radical thoughts without fear of ridicule or judgment.
Encourage Exploration: Give people the freedom to explore new ideas, methods, and even make mistakes.
Reflective Practice: Facilitate sessions where team members can reflect on what they’ve learned and how they can apply it to change their behaviours.

The Bottom Line

If you’re investing in training to change behaviour, you’re on shaky ground. The change you seek is rooted in the fertile soil of learning, nourished by the waters of Radical Curiosity. Replace your training programmes with initiatives that nurture curiosity, and watch how behaviours transform organically. That’s when you know learning has truly happened.

Continuing the Quintessence Series: The Power of Facing the Undiscussable in Quintessential Organisations

Article, Organisational Therapy, Quintessence

Continuing the Quintessence Series: The Power of Facing the Undiscussable in Quintessential Organisations

Welcome back to the Quintessence Series, where we journey through the complex yet invigorating landscape of memes that define Quintessential organisations. In this third installment, we’re digging into a meme that many organisations shy away from: the undiscussable topics. While awkward or contentious topics often get swept under the rug, quintessential organisations understand that these are often the most important subjects to address.

[You may also like to read the first and second posts in this series.]

Chapter Excerpt: The Quintessential Stance on Undiscussables

Navigating Taboos for Organisational Effectiveness

Quintessential organisations hold nothing back when it comes to open discussion. Every topic, even the most uncomfortable or contentious, is up for debate. This isn’t just about radical transparency; it’s about a radical curiosity and a belief that it’s only through confronting the awkward and difficult that organisations can truly grow.

“What distinguishes exemplary boards is that they are robust, effective social systems … The highest performing companies have extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable.”
— JEFFREY SONNENFELD

The quintessential organisation adopts these perspectives on undiscussables:

Undiscussable topics are like ticking time bombs; it’s better to defuse them early.
Striving for a culture where uncomfortable topics are brought into the open, and members support each other in these difficult conversations.
Recognising that if a topic is uncomfortable, it’s often because it’s significant.
Fostering an environment where everyone is aware of the trap of taboo topics and actively works to keep such topics to a minimum.

Summary

In quintessential organisations, the undiscussable isn’t just a topic for polite dinner conversation; it’s a challenge to be met head-on. No subject is off-limits, and the commitment to open discussion keeps the organisational culture fluid, dynamic, and adaptable.

Stay tuned for more insights in our Quintessence Series. Don’t forget to subscribe to the Think Different blog for regular updates.

How Organisational Psychotherapy Improves Inter-Organisational Relationships

Article, Memeology, Organisational Therapy, Quintessence, Relationships

How Organisational Psychotherapy Improves Inter-Organisational Relationships

The Intricacies of Business: More than Meets the Eye

Business is a complex tapestry woven with transactions, contracts, and yes, human relationships. Every thread, whether internal or external, plays its part in shaping the fabric of an organisation. One method of fine-tuning this tapestry is organisational psychotherapy, which often has a profound impact beyond the organisation’s walls, affecting its relationships with key external stakeholders—such as customers, suppliers, institutional investors, and regulators.

An Aside: The Keiretsu Connection

Before diving in, it’s worth noting the influence of Keiretsu—a Japanese network of businesses with interlinked relationships and shareholdings. While not the main focus of this discussion, understanding the ripple effect of organisational psychotherapy within such a network can add another layer to its wide-reaching impact. More on that later.

The Customer Quotient: Beyond Transactional Relationships

Customer service isn’t merely a function of good manners or efficient systems; it’s often an outcome of healthy organisational dynamics. Organisational psychotherapy helps to create a more engaged, happier workforce. This naturally trickles down to customer interactions, where service becomes less about protocol and more about authentic engagement.

A Fresh Approach to Suppliers: Beyond Price Points

Traditional relationships with suppliers often revolve around price negotiations and contractual obligations. However, when a company undergoes organisational psychotherapy, the focus expands to include softer aspects like trust and collaborative problem-solving. This results in a more resilient and effective supply chain, less prone to breakdowns and conflicts.

Winning over Institutional Investors: Not Just Numbers

For institutional investors, the appeal of a company often extends beyond profit and loss statements. Effective internal communication, robust governance, and workforce stability are subtle yet significant indicators of long-term success. Organisational psychotherapy can help refine these attributes, making the organisation more attractive to seasoned investors.

Navigating Regulatory Relations: Beyond the Checklist

Dealing with regulators need not be a grim face-off between rule-makers and rule-followers. Organisations that have undergone psychotherapy are often better at communicating not just internally, but externally as well. This can lead to more transparent and constructive dialogues with regulatory bodies, perhaps even influencing the regulatory landscape positively over time.

Revisiting Keiretsu

As promised, let’s briefly loop back to the Keiretsu model. In such interlinked business networks, the positive internal changes from organisational psychotherapy can quickly multiply, influencing not just one organisation but several interconnected ones. The healthier each organisation, the more robust the network becomes. So while the main focus here is on individual organisations, one can’t ignore the potential for wider impact in models like Keiretsu.

Concluding Thoughts: Wider Ripples

The transformation brought about by organisational psychotherapy isn’t confined within the four walls of an office building. It radiates outward, touching various aspects of business relationships, from customers and suppliers to investors and regulators. And, as our Keiretsu aside illustrates, in certain business models, this ripple effect can even have wider systemic impacts. So, in the ever-connected world of business, looking inward might just be the first step in understanding the grander scheme of things.

TTM and Organisational Psychotherapy

Article, Business, Culture change, Improvement, Memeology, Organisational Therapy, Quintessence

TTM and Organisational Psychotherapy

The Mysterious Mind of the Collective: Why We’re Not Just Talking Individuals

What if we saw an organisation not just as a collection of employees but as a single entity with its own psyche? It’s an intriguing thought, isn’t it? The Transtheoretical Model (TTM) is a time-tested framework for individual behaviour change. But if we zoom out, can we apply the same roadmap to an organisation’s collective mind? It turns out, we can, and the implications are nothing short of fascinating.

The Five Stages

Just like individuals, organisations go through five crucial stages of behavioural change. Let’s delve into what these stages mean for the collective mind.

1️⃣ Precontemplation: The Unconscious Collective

Much like individual clients who are unaware of the need for a healthier lifestyle, an organisation in the precontemplation stage might be blissfully ignorant of unhealthy behavioural patterns. Here, the collective psyche isn’t even aware of the possibility for, or contemplating, change.

2️⃣ Contemplation: Collective Cognitive Dissonance

When cracks start to show, that’s contemplation kicking in. The collective begins to acknowledge that change might be useful, even necessary. There’s a bit of push-and-pull in the group mind; while some people and groups advocate for change, others are resistant.

3️⃣ Preparation: Strategy Meets Psyche

An organisation’s preparation stage closely mimics the individual’s readiness to seek out strategies for betterment. The collective mind gears up for change, and preparatory activities like researching, planning, and consensus-building take the spotlight.

4️⃣ Action: The Organisation Steps Up

Just as an individual in the action stage starts exercising or eating healthier, the organisation as a whole begins to surface and reflect on its collective assumptions and beliefs, and beging to enact concrete changes. This is where the rubber meets the road for the collective psyche.

5️⃣ Maintenance: Sustaining the Collective Conscience

Success! The organisation has adopted new behaviours. Now, the challenge lies in maintaining them. The collective psyche must be continuously nurtured to ensure these behavioural patterns stick in the long term.

Why is TTM a Compass for Organisational Health?

TTM doesn’t just give a snapshot of where an individual is; it offers a panoramic view of an organisation’s collective state of being. It becomes the compass that can steer the group mind through uncharted territories of behavioural change.

💡 Empowering the Collective

Assess Organisational Wellbeing: It helps you locate where the collective psyche is in its journey towards a healthier, more effective state.
Customise Interventions: Knowing the stage allows for tailored strategies that meet the collective where it’s at.
Facilitate Lasting Change: It offers the scaffolding needed to build and maintain new organisational behaviours.
Celebrate Milestones: It allows the organisation to acknowledge and celebrate progress, no matter how small, thereby fostering a sense of collective achievement.
Boost Collective Self-efficacy: When an unhelpful collective assumption or belief is successfully supplanted, it boosts the organisation’s belief in its collective capability.

Summary

In the organisational realm, TTM isn’t just a model; it’s a compass guiding the collective psyche towards better health and greater efficacy. It’s a shared journey towards flourishing, with each stage representing not just a phase but a collective transformation. Through this lens, TTM enriches our understanding of organisational health by applying the wisdom of individual change to the intricate dynamics of the group mind.

Pay is Anti-Systemic

Article, Remuneration

Pay is Anti-Systemic

What Does “Pay is Anti-Systemic” Mean?

The question, “Is pay anti-systemic?”, opens a challenging dialogue. At first glance, pay seems merely a transaction—a straightforward exchange of time and effort for money. Yet, in focusing too much on individual gains and performance, traditional pay systems can disrupt a holistic sense of well-being within an organisation. This invites us to ask: Is there an alternative?

Common Pay Systems

Piece work is a pay system where workers are compensated based on the number of items produced or tasks completed, rather than the hours worked. Below are some of its advantages and disadvantages.

Pay-per-hour is a compensation model where employees are paid based on the number of hours they work. It’s one of the most traditional and widely used methods of payment in various industries. In this model, an employee’s wages are calculated by multiplying the number of hours worked by an hourly rate, which is agreed upon in advance.

Pay-for-results is a remuneration model in which employees’ compensation is directly tied to specific outcomes, achievements, or performance, rather than the number of hours they work. The criteria for such payment could vary from project completion and meeting sales targets to hitting other predefined performance indicators. In some instances, a profit-share or revenue-share scheme may be part of a pay-for-results model, where employees receive a portion of the company’s profits based on their individual or joint contribution to those profits or revenues.

Snapshot of Conventional Pay Systems: More Than Meets the Eye

Pay System	Advantages	Disadvantages
Piece Work	– Speed & Productivity	– Quality Risk
	– Direct Pay-Effort Link	– Treadmill Syndrome
Hourly Pay	– Financial Predictability	– Social Loafing
	– Encourages Thoroughness	– Clock-Watching
Pay-for-Results	– Goal-Oriented	– Non-systemic
	– High-Performance Potential	– Ethical Risks

Unravelling the Cobra Effect: A Lesson in Unintended Consequences

Named after a well-intentioned but flawed British strategy to reduce the cobra population in colonial India, the Cobra Effect illustrates how incentives can create perverse outcomes. The British government offered a reward for every cobra skin turned in. While it initially seemed like a success as many skins were turned in, people started breeding cobras to gain more rewards. When the government caught on and cancelled the program, the breeders released their now-worthless cobras, worsening the problem.

In a corporate setting, the Cobra Effect can manifest in various ways. For example, a company aiming to reduce operational errors might incentivise employees for every error-free day. However, this could lead to the underreporting of errors or quick fixes that may cause more substantial errors in the future.

Beyond the Cobra Effect: The Pitfalls of Traditional Pay Metrics

Paying writers by the word, coders by the line of code, or testers by the bug may seem logical, but it’s akin to treating the symptoms rather than the cause—a classic case of the Cobra Effect. Likewise, hourly pay rates for these professions introduce their own set of issues. These traditional methods are not just outdated; they’re fundamentally flawed if we aim to focus on the needs of the Folks That Matter™.

Pay Isn’t a Reward; It’s Essential for Living

Too often, we think of pay as a reward for work done. But let’s shift our viewpoint: pay is a basic means for living. When we liberate employees from financial stress, their focus sharpens on what’s important—serving the Folks That Matter™.

Mintzberg’s Wisdom: A More Holistic View of Pay

Henry Mintzberg challenges us to rethink conventional wisdom around pay. According to him, pay is not a reward but an essential part of living. This reframing allows employees to bring their full attention to their work and, by extension, to the Folks That Matter™.

The Power of Self-Determination in Pay

What if employees could set their own pay and terms of employment? While this might sound radical, it brings with it a host of benefits. Employees feel more valued, empowered, adulted, and accountable. They’re more inclined to focus on serving the Folks That Matter™ rather than fretting about making ends meet, or the fairness of their wage.

Systems Over Individuals

It’s far too easy to blame individuals when things go wrong. But usually, the fault lies in the system. A pay system that allows for self-determination and leans away from outdated metrics not only benefits the employees but also better serves the Folks That Matter™.

Crafting a Self-Determined, Folks-That-Matter-Focused Pay System

Listen to Employees: Their insights are invaluable in creating a system that addresses their needs and focuses on the Folks That Matter™.
Transparency is Non-negotiable: Everyone should understand how the system works.
Financial Stability: Ensure that the pay allows for a comfortable living, which in turn allows employees to focus on what’s important.
The Intangible Extras: Beyond monetary compensation, other benefits can greatly influence employee satisfaction and focus.
Adaptive Systems: Flexibility in the pay system is crucial for meeting evolving needs.

Wrapping Up: Pay Attention to Pay

The time has come to reevaluate how we think about pay. It’s not just a number on a cheque; it’s a complex system that impacts not just employee well-being but also their ability to serve the Folks That Matter™ effectively. Embracing self-determination in pay, informed by Mintzberg’s insights, offers a way forward for organisations looking to make meaningful change.

We may choose to operate on the basis that the purpose of any pay system extends beyond mere compensation and into the realm of attending to the needs of the Folks That Matter™. By viewing pay as a means to live and not a reward, we allow for a more holistic, effective system that benefits not just the individual, but the Folks That Matter™ as well.

Unsung Geniuses

Article, Genius

Unsung Geniuses

Spotting Hidden Brilliance in Everyday Life

Introduction: The Prodigies Among Us

You pass them on the street, sit next to them on the train, and share office spaces with them. These individuals, often overlooked, are the unsung geniuses who contribute in significant yet understated ways to the tapestry of human achievement. Let’s delve into how prevalent they really are and how you can learn to recognise the genius that might just be under your nose.

The Rarity That Isn’t: How Common Are Unsung Geniuses?

Contrary to popular belief, geniuses aren’t just the Mozarts, Einsteins, or Hawkings of the world. Unsung geniuses are more common than one might think. They’re the inventors tinkering in their garages, the teachers moulding young minds without fanfare, and the artists capturing the essence of an era without the glare of recognition.

In his book ‘Outliers’, Malcolm Gladwell popularised the idea that genius often results from a combination of factors, including opportunity and hard work. Therefore, it stands to reason that unsung geniuses exist in greater numbers, dispersed among various fields and social groups, simply waiting for the right circumstances to shine.

Hallmarks of an Unsung Genius: Traits to Look For

Recognising an unsung genius is not an exact science, but there are some traits to keep an eye out for:

Depth Over Breadth

An intense focus on a particular subject often sets them apart. They delve deeply into specific areas, revealing new layers and perspectives that most would overlook.

Subtle Innovation

Instead of making grand gestures, their contributions are often subtle but transformative, sometimes only recognised in hindsight.

Disinterest in Fame

These individuals frequently show a remarkable disinterest in the limelight, often allowing others to take credit for shared accomplishments.

Intrinsic Motivation

They’re often driven by an internal passion for their work rather than external rewards, which can make them less visible in traditional avenues of recognition.

Intellectual Humility

They are more likely to recognise the limitations of their expertise, inviting criticism and dialogue as a means for growth and betterment.

The Genius Next Door: How to Nurture Hidden Talent

If you suspect you’ve stumbled upon an unsung genius, consider taking the following steps to support and nurture their potential:

Give Recognition

A simple acknowledgment can go a long way. It helps them understand that their work is valued, even if it hasn’t achieved widespread acclaim.

Provide Opportunities

Whether it’s time, resources, or introductions to influential people in their field, your support could be the catalyst that propels them into the spotlight.

Foster Autonomy

Unsung geniuses often flourish when they have the autonomy to pursue their interests freely.

Encourage Risk-Taking

Don’t stifle their innovative instincts by making them adhere strictly to established norms or procedures.

Summary

As we go about our daily lives, it’s worth pausing to consider the untapped reservoirs of brilliance that surround us. By recognising and nurturing these unsung geniuses, we contribute to a more diverse, dynamic, and enriching tapestry of human achievement. After all, the next ground-breaking idea could come from the most unexpected of quarters.

Radical Curiosity: The Rebel’s Fuel

Article, Business, Culture change, Innovation, Management, Quintessence, Rightshifting

Radical Curiosity: The Rebel’s Fuel

The Underbelly of Conventionality

Let’s flip the script: you’ve heard the old yarns about risk management, balancing ledgers, and synergies in the boardroom. But where do these established narratives lead? More often than not, they funnel us down the same well-trodden paths, offering the comfort of predictability at the cost of innovation. The real elixir that can jolt a business into unfamiliar yet rewarding territory is the element of assiduous curiosity, particularly in the context of countercultural business management.

What Does Assiduous Curiosity Look Like?

Curiosity on its own is a start, but it’s not enough. We’ve all met the ‘bright sparks’, the idea generators, who fizzle out when it comes to follow-through. Assiduous curiosity is different—it’s about marrying the insatiable appetite for knowledge with the rigor of disciplined investigation. This is curiosity that digs, questions, and keeps the midnight oil burning.

For instance, Toyota Kata, a practice developed within Toyota, exemplifies this form of disciplined curiosity. It’s not just about finding problems but systematically solving them through iterative coaching cycles, thereby making the approach to solutions as important as the solutions themselves.

Cultivating Curiosity in a Countercultural Context

Being countercultural in business isn’t about being quirky for the sake of it. It’s about challenging the status quo and saying, “I reckon there’s a better way.” Combining this with assiduous curiosity allows for the exploration of alternative management strategies, financial models, or employee engagement techniques that mainstream wisdom might discourage. You’re not just asking ‘what if?’ but diving deep into the trenches to find out.

Start With the Margins

Scan the landscape for those already defying the norms—whether in social enterprises, disruptive startups, or alternative management theories. Delve into their world through readings, interviews, or hands-on experiences

The Tough Questions

Breaking from tradition means asking unsettling questions, be they about unequal pay or ineffective processes. Here, practices like Radical Candour are invaluable. They encourage us not only to question systems but to foster honest interpersonal relationships as well.

Research, but Not as You Know It

Invest in R&D not just for products or services but also for business practices. Assiduous curiosity is about a sustained commitment to finding out ‘what works’ in an unconventional setup.

R&D isn’t solely for product development. It’s equally crucial for evolving business practices. Companies like Toyota commit to long-term R&D through mechanisms like Toyota Kata, which align beautifully with a countercultural strategy rooted in assiduous curiosity..

Risks and Rewards: What’s at Stake?

Challenges Ahead

Being assiduously curious in a countercultural setting isn’t a walk in the park. You’ll likely face resistance, skepticism, and, let’s be honest, occasional failures.

Radical Candour itself can be challenging to implement. Just like assiduous curiosity, it can lead to uncomfortable conversations and initial resistance. However, these are often the catalysts for transformative change.

The Bounties of the Path Less Travelled

But the rewards are potentially immense. You might stumble upon a business model that’s not just profitable but also equitable and sustainable. You may find a management style that not only improves effectiveness but also enhances employee well-being.

The Toyota Kata method shows us that even in a large, well-established company, nurturing a culture of disciplined curiosity can yield innovative solutions. It’s evidence that the rewards of following an unconventional path can be both profitable and transformative.

The Odyssey, Not the Destination

Assiduous curiosity isn’t a short-lived initiative or an annual retreat; it’s an ongoing culture change. In this vein, both Toyota Kata and Radical Candour teach us that the objective isn’t merely to reach a destination, but to cultivate a culture where relentless inquiry and direct communication are celebrated, even demanded.

So, let’s throw the conventional playbook to the wind and make room for a richer narrative—one where assiduous curiosity becomes the lead actor on the stage of countercultural business management. This isn’t about merely switching out tactics or adopting new lingo. Instead, it’s an invitation to rewrite the very rules that govern how we think about business, management, and leadership. Through the lenses of mechanisms like Toyota Kata and practices like Radical Candour, we can reimagine the fabric of our work environment. We’re not just nudged to question the norm; we’re propelled to dig deeper, speak openly, and strive for continual improvement. In so doing, we not only challenge the existing paradigms but also build new ones that are more equitable, sustainable, and inherently dynamic. How about we embark on this intellectual odyssey, creating a realm where relentless inquiry and unabashed directness are not only tolerated but vigorously celebrated. It’s high time we moved beyond traditional norms to lead and innovate in ways that are as deeply considered as they are boldly unorthodox.

Agile Unmasked: The Ethical Sewer of Mendacious Gullibility

ABC, Agile, Agility at Scale, Article, Gullibility

Agile Unmasked: The Ethical Sewer of Mendacious Gullibility

Unveiling the Emperor: Agile’s Non-Existent Clothes

If Agile were a bottle of snake oil peddled by a slick, moustachioed charlatan, would you still buy it? This provocative question necessitates confronting the uncomfortable fact that Agile, the beloved darling of software development, has no merits to speak of. In this exposé, we’ll look at the concept of “mendacious gullibility” through the lens of William Kingdon Clifford’s “The Ethics of Belief,” to probe why Agile has garnered such uncritical and unworthy adoration.

Note: Here, we’re talking about Agile as it commonly manifests in software development. Pursuit of agility across a whole organisation is a different kettle of fish. Cf. ABC and agility at scale.

Unpacking Mendacious Gullibility

Mendacious gullibility is a state of wilful self-deception, where the desire to believe is so strong that it eclipses the moral obligation to scrutinise. According to Clifford, beliefs without a sturdy foundation of evidence are not merely misguided, but ethically unsound. When applied to Agile, this means that adopting the concept, and practices, without critical analysis is not only ineffective but morally dubious.

Agile’s Hollow Promises: A Critical Dissection

Agile promises adaptability, collaboration, and speed. Yet, if we’re honest, these promises often fall flat. Efforts don’t necessarily become more efficient, nor do teams always feel more empowered. So, why does the belief persist that Agile is beneficial? The answer likely lies in mendacious gullibility—a collective suspension of critical thinking encouraged by self-interest, catchy jargon and snake oil testimonials.

The Real-World Consequences: Beyond Failed Efforts

The impact of this self-serving self-deception is not restricted to resources and timelines; it penetrates the ethical core of an organisation. Team morale can suffer, trust in leadership may erode, and the overall health of the business could be jeopardised. The price of mendacious gullibility is not just operational but deeply ethical.

Debunking the Agile Myth: An Ethical Imperative

For those who care about ethical governance and responsible leadership, the requirement is clear: Agile must be critically evaluated and, when found wanting, discarded.

Demand hard evidence rather than relying on industry buzz.
Challenge the proponents of Agile to provide substantive proof of its applicability.
Be willing to consider alternatives that may not have Agile’s glamour but offer evidence-based effectiveness.

In Closing: The Moral Duty to Question

If Clifford’s “The Ethics of Belief” serves as any guide, we must confront the disturbing idea that Agile’s universal adoption might be a manifestation of mendacious gullibility. It’s not simply that Agile is inappropriate for certain efforts; it is that Agile is fundamentally flawed, with no redeeming merits beyond its ability to lever open the wallets of the naively gullible.

Moral integrity demands more than self-deluding acceptance. As we navigate the labyrinth of methods and best practices, how about we commit to an ethical approach that values evidence over hype. And when it comes to Agile, it’s time we stop drinking the Kool-Aid.

Key Fallacy #47 – Teaching Changes Behaviour

Article, Learning

Key Fallacy #47 – Teaching Changes Behaviour

We often slip into the tempting belief that imparting knowledge is the same as instigating change. Teachers lecture, bosses dictate, and consultants advise, all under the presumption that their words, like magical incantations, will alter behaviour. But is this a groundless assumption? The answer may lie in understanding the difference between teaching and learning.

Teaching vs Learning: What’s the Real Score?

Teaching is an external process. An individual or system presents information, and the hope is that those receiving it will internalise it and act differently as a result. But teaching doesn’t guarantee learning. Learning is an internal process, something the learner does. It involves integrating new information into one’s existing knowledge base, and then applying it in a way that influences behaviour.

You Can Lead a Horse to Water…

No matter how brilliant the teaching, if the recipient doesn’t willingly engage with the material in a way that fosters understanding and application, it’s a fruitless endeavour. For real change to occur, the learner must be active in the process. They must take that information, digest it, and discover how to integrate it into their existing framework of understanding.

If behaviour hasn’t changed, then learning hasn’t happened.

The Inner Landscape

Real, lasting change occurs in the hidden corridors of the mind. It’s in the synthesising of new information with existing knowledge, in the wrestling with contradictions and the sparking of new insights, that learning manifests itself. This kind of deep cognitive processing can’t be induced by teaching alone; it’s an internal, learner-driven process.

The Efficacy of Experiential Learning

If the aim is to induce behavioural change, traditional teaching methods may not cut it. Experiential learning (a.k.a. normative learning), however, provides a more effective path. It fosters environments where individuals can experiment, make mistakes, reflect, integrate, and adapt.

Learn by Doing

The most potent learning experiences often come from making mistakes and subsequently adjusting one’s behaviour. In experiential learning, the individual is the actor, director, and the audience—involved in both executing actions and reflecting upon their outcomes.

The Role of Feedback

Another crucial component of experiential learning is feedback. Whether it comes from a mentor, peer, or is self-generated, feedback provides the raw material for reflection and behaviour modification. Without it, even the most earnest attempts at learning can go astray.

Shifting the Focus from Teaching to Learning

To see the behavioural changes we seek, we may choose to shift the focus from teaching to learning. Here are a few ways organisations can make that shift:

Cultivate a Learning Culture

Creating an organisational culture that values learning over mere instruction can lead to lasting changes. A focus on critical thinking, problem-solving, and adaptability encourages employees to be active learners.

Provide Autonomy and Resources

The more control people have over their learning process, and the more resources available to them, the more effective their learning will be. This could mean anything from providing time for self-directed learning projects to making online courses available.

Nurture Intrinsic Motivation for Authentic Learning

Rather than relying on external rewards and recognition as motivators, focus on cultivating an environment that nurtures intrinsic motivation. Alfie Kohn argues that when people are driven by their innate curiosity and passion for a subject, the learning is more meaningful, durable, and linked to positive behavioural change. Encourage exploration, critical thinking, mutuality, and the joy of discovery as the ultimate ‘rewards’ for learning. In this climate, deep cognitive processing and real understanding occur naturally, without the need for external incentives.

Summary

The gap between teaching and learning isn’t just semantic; it’s substantial. The path to genuine behavioural change lies not in the words spoken by the teacher, but in the cognitive wrestling done by the learner. Once organisations grasp this distinction, they stand a far better chance of effecting meaningful change.

Improving Without Measuring

Antimatter principle, Article, Culture change, Deming, Improvement, Productivity, Relationships, Software Delivery, Software development, Systems thinking

Improving Without Measuring

The Mirage of Measuring Productivity

Most organisations regard metrics as the Holy Grail of productivity. But what if we’re wasting our time, trapped in a Sisyphean cycle of measuring, adapting, and then measuring again, without achieving improvement? Metrics often mislead us. The more relevant question is: How do we truly make a difference?

The Complexity of Social Systems in Software Development

To get to the heart of the issue, we have to confront the chaos that comes with human beings working together. People aren’t variables in an equation; they’re living, breathing agents of unpredictability. In such an environment, even if we find a metric that looks promising, the inherent complexity could render it meaningless.

Deming’s Caveat: “The Most Important Figures are Unknown or Unknowable”

Before we take another step down the rabbit hole of productivity metrics, let’s pause to reflect on a pertinent insight from W. Edwards Deming, the father of modern quality management. He stated,

The most important figures that one needs for management are unknown or unknowable.

If one of the most influential minds in quality management and productivity warns us against an over-reliance on metrics, it’s worth taking note.

Why Metrics Often Fail in Social Systems

Metrics tend to misfire when applied to the inherently chaotic world of human interaction. It’s not a mechanical system with predictable outcomes; it’s more of an organic entity with complex, non-linear interactions. So, when metrics disappoint, it’s not the numbers that are at fault but our misplaced expectations of their ability to capture reality.

Turning to Systemic Improvements: The Untold Chapter

If we heed Deming’s advice, our focus shifts from trying to measure the immeasurable to creating conditions for productivity to flourish. When we step back from the Sisyphean task of trying to pin down productivity with metrics, as per Deming’s counsel, we make room for a paradigm shift.

Instead of fixating on measured outcomes, the focus turns towards the fertile ground from which these outcomes naturally emerge. Here’s how this shift fundamentally changes our approach to productivity. (Cf. Quintessence).

Systems Thinking: The Big Picture

Deming was a strong advocate for systems thinking. This perspective urges us to see the workplace not as a collection of isolated variables but as a holistic system. Individual performances are interrelated, affected by the entire system, including leadership styles, workplace culture, communication pathways and a host of other memes. By optimising the system as a whole, we inherently create conditions for better productivity.

Quality of Interactions Over Quantity of Output

If we’re not bogged down by the numbers, we can invest time and energy into what really matters, such as the quality of interactions among team members. High-quality interactions naturally lead to high-quality output. Team members who communicate clearly, collaborate effectively, and feel psychologically safe are more likely to be productive.

By heeding Deming’s advice, we engage in a more holistic, humane, and, ironically, effective approach to boosting productivity. We may not have a neat vanity metric to showcase in the next board meeting, but the signs will be everywhere—in the engagement of the team, the quality of the work, and the satisfaction of your clients.

Improving Without Measuring: Sounds Like Heresy, Doesn’t It?

Here’s the part where some people might think we’re heading into taboo territory. How do we know we’re making progress if we’re not measuring it? The key is to focus on systemic improvements that are intuitively beneficial, such as:

Surfacing and reflecting on collective assumptions and beliefs
Attending to folks’ needs
Enhancing communication channels
Making things visible
Reducing work-in-progress
Emphasising learning and personal development
Promoting psychological safety

By attending to these areas, we’re likely moving in the right direction, even if we can’t quantify it.

Feedback Loops: Your New Best Friend

Feedback loops provide insights without the narrow focus of traditional metrics. They allow teams to observe patterns, adapt, and continuously learn. These can range from daily stand-ups to sprint reviews, to customer feedback sessions. The idea is to keep the feedback continuous and actionable.

Holistic Approaches: Taking a Cue from Organisational Psychotherapy

Improving productivity in complex systems requires less of a mechanical approach and more of a therapeutic one. Techniques like organisational psychotherapy aim to uncover underlying issues at the collective subconscious level. By addressing these foundational aspects, we’re more likely to see a genuine shift in productivity.

So, Are We Moving the Needle?

The perennial question still stands: How do we know we’re improving? But maybe we’ve been asking the wrong question. The more relevant question is: Are we creating an environment where improvement is not just possible but inevitable? And what does that environment look like?

So, let’s leave behind the vanity of metrics and embrace the nuanced, often messy journey of actual improvement. The numbers may not make it to a glitzy PowerPoint presentation, but the positive change will be palpable. And isn’t that what really matters?

I, Relate

Article, Capability development, Collaboration, Community, Culture change, Dialogue, Empathy, Joy, Organisational effectiveness, Organisational Therapy, Relationships

I, Relate

The Unlikely Union: How the Relationship Counselling Ethos Boosts Software Development Productivity

Why Should Techies Care About Relationship Counselling?

At first glance, you might think that relationship counselling and software development occupy opposite ends of the spectrum. Yet, delve a little deeper and you’ll see that both fields share a core essence: human interaction. In a nutshell, successful software development relies on effective communication, collaboration, and conflict resolution, elements that relationship counselling has mastered. Let’s explore how relationship counselling ethos and techniques can turbocharge software development productivity.

The Fabric of Teamwork: Trust and Open Communication

Software development isn’t a one-man show. It involves designers, developers, testers, customers, and often, cross-functional teams from other departments. This melting pot can either cook up an extraordinary result or turn into a recipe for disaster. That’s where relationship counselling principles come into play. Trust-building exercises and open communication channels, often advocated by relationship counselling, can help team members understand and respect each other’s roles, fostering a more cohesive working environment.

Conflict Resolution: The Relationship Counselling Way

Conflicts are part and parcel of any collaboration, let alone software development with its tight deadlines and constant need for problem-solving. Relationship counselling is adept at resolving disputes and finding middle ground, skills that are just as useful in the tech world. Techniques such as active listening and ‘I’ statements can pave the way for constructive discussions, rather than finger-pointing or blame games. This encourages quicker resolution of issues, saving both time and sanity.

Emotional Intelligence: Not Just for Lovers

While emotional intelligence (EQ) might sound like the antithesis of the logic-driven tech sphere, it’s surprisingly crucial. High EQ can enhance problem-solving abilities and contribute to better collaboration. Relationship counselling’s focus on developing emotional intelligence can help team members become more aware of their own reactions and the feelings of others, thereby enhancing overall productivity.

Iterative Improvement: Learning from Relationships

Just like any relationship, software development benefits from periodic check-ins and adjustments. Relationship counselling’s method of iterative feedback and adjustment mirrors prevailing methods in software development. Regular retrospective meetings, a technique in line with relationship counselling’s ethos, allow for continual improvement and adjustment throughout the development life cycle.

The Ripple Effect

Adopting the relationship counselling ethos can have longer-term benefits. Enhanced communication skills, improved conflict resolution abilities, and a heightened emotional intelligence level are not development-specific. They’ll enrich the work environment, thereby leading to better collaborations in the future and stronger, more resilient, more joyful teams.

In Summary

Though it might seem unusual, the relationship counselling ethos offers tangible benefits for software development teams. From trust-building and conflict resolution to fostering emotional intelligence, these techniques can significantly impact productivity. So, the next time you’re stuck in a dev team stand-off or facing a seemingly insurmountable challenge, you might just find the solution in relationship counselling techniques.

Quickie: Organisational Psychotherapy Defined

Organisational effectiveness, Organisational Therapy, Quickies

Read the full article here

Quickie: Organisational Psychotherapy Defined

Ever wondered why some organisations just seem to get it right while others lag behind? It’s not just about strategy or tech; it’s about collective assumptions and beliefs.How is your organisation curating its shared assumptions and beliefs?

Dive into the fundamentals of Organisational Psychotherapy and learn how these shape your organisation’s destiny. Intrigued? Find all the juicy details in our blog post, “OP 101: The Core Essentials of Organisational Psychotherapy.”

Antimatter Principle Workshops

Antimatter principle, Article, Workshops

Antimatter Principle Workshops

Unlock the Potential of Your Organisation: Introducing Our Unique Workshops on the Antimatter Principle and Organisational Psychotherapy

Ever felt like your team or organisation is on the cusp of greatness but can’t quite get there? It’s often a puzzle, one that traditional approaches to organisational development can’t always solve. That’s where we come in. Our bespoke workshops offer a dynamic blend of the Antimatter Principle and organisational psychotherapy to guide your journey towards transformation.

A Customised Experience Tailored for You

Whether you’re a small team looking for targeted insights or a large organisation aiming for systemic change, our workshops are tailored to suit your unique needs. The best part? We offer these transformative sessions both in-house and privately, delivering them right where you need it—be it a boardroom, a team room, or a virtual space.

What Awaits You

Dive into engaging activities, delve into needs inventories, and explore case studies that offer both theoretical and practical knowledge. Equip your team with the tools to not only identify but also fulfil the real needs that drive performance and well-being.

Your Needs, Our Blueprint

We invite you to consider what you’re looking to achieve with our workshops. Got specific needs or topics you want to cover? Share them with us. Your input shapes the blueprint of these sessions, ensuring they’re as relevant as they are revolutionary.

Ready to embark on this transformative journey? Contact us today to find out how we can help unlock your organisation’s untapped potential. Your future starts now—don’t let it wait.

Workshop Outline

The following outline describes the topics our workshops most often cover, and what you can expect.

Suggested duration is three days. We can tailor this to your needs, from one day to five days. We can also split the workshop, focusing on the Antimatter Principle and Organisational Psychotherapy at different times. It’s your call.

Introduction

Welcome and Overview
Objectives of the Workshop
Ice-Breaker Activity: The Intersection of Organisational Psychotherapy and the Antimatter Principle

Session 1: A Fusion of Principles

Introduction to the Antimatter Principle
Organisational Psychotherapy: A Complementary Approach
Relevance to Organisational Culture and Team Performance

Activities

Group Discussion: Understanding “Attend to Folks’ Needs”
Quick Poll: Current State of Organisational Culture

Session 2: Decoding Needs through Inventories and Therapy

Needs vs Wants: Drawing the Fine Line
Tools to Identify Needs (Surveys, Interviews, Observation)
Introduction to Needs Inventories
The Role of Organisational Psychotherapy in Identifying Needs

Activities

Role-Playing: Identifying Needs in a Simulated Environment
Diving into the Workshop Participants’ Needs
Interactive Workshop: Using Needs Inventories in the Context of Organisational Psychotherapy
Interactive Q&A

Session 3: Implementing the Antimatter Principle with a Therapeutic Lens

Steps for Effective Implementation
Common Pitfalls and Strategies to Avoid Them
How Organisational Psychotherapy Can Aid Implementation

Activities

Workshop: Crafting a Mini-Implementation Plan with Psychotherapeutic Insights
Peer Review of Mini-Implementation Plans

Session 4: Aligning with Existing Processes and Therapies

Integration with Agile, Lean, or Other Methodologies
How Organisational Psychotherapy Can Serve as a Catalyst
Real-world Case Studies of Successful Integration

Activities

Group Exercise: Identifying Synergies between the Antimatter Principle, Existing Processes, and Organisational Psychotherapy
Open Discussion: Potential Roadblocks and Solutions

Session 5: Measuring Impact, Iterating, and Therapeutic Follow-Up

Key Performance Indicators (KPIs)
Iterative Process for Continual Improvement
The Role of Organisational Psychotherapy in Sustained Change

Activities

Workshop: Developing a Custom KPI Dashboard
Interactive Exercise: Simulating an Iterative Process for Improvement

Conclusion and Next Steps

Summary of Workshop Highlights
Roadmap for Implementing the Antimatter Principle through an Organisational Psychotherapeutic Lens
Evaluation and Feedback of the Workshop

Optional: Follow-Up Support

Monthly Check-ins Incorporating Organisational Psychotherapy Consultations
Q&A Sessions
Building an In-House Cadre of Organisational Therapists
Resource Sharing: Articles, Tools, and References

This comprehensive outline aims to incorporate both the Antimatter Principle and the principles of organisational psychotherapy to guide the transformation process. By blending these two approaches, your team is equipped to navigate the complex terrain of needs, strategies, and continual improvement.

Your Journey with “The Team Fruit Bowl”

Article, Software development, Teambuilding

Your Journey with “The Team Fruit Bowl”

When Words Turn Into Conversations

First off, a colossal ‘thank you’ for the many folks who have been embracing my most recent book, “The Team Fruit Bowl“. The level of engagement and enthusiasm around this project has been genuinely heartwarming. But enough about me, let’s talk about you. How are you finding your journey through the book?

The Palette of Emotions

Are you laughing, pondering, or perhaps furrowing your brow as you turn the pages? Emotional reactions can be the most candid feedback. Do you feel it hits the mark when discussing team dynamics and organisational culture?

Navigating by Your Stars

If a book can be thought of as a ship setting sail, then your feedback serves as the North Star, guiding its voyage. Your thoughts, critiques, and even queries can illuminate new territories to explore in the topics of tembuilding and organisational psychotherapy. So, what’s lighting up your sky?

Request Line is Open

Any particular topics or questions you’re itching to see explored further in subsequent editions, works or talks? This isn’t a monologue; it’s an ongoing dialogue, and your voice is the missing ingredient. Let’s make this journey not just insightful but also collaborative.

I look forward to hearing your insights, reflections, and even criticisms, if you’ve got ’em. After all, it’s your engagement that turns the book from a solo endeavour into a full-blown orchestra.

Cheers!

Challenging Assumptions: How #NoSoftware Echoes the Degrowth Ethos

Antimatter principle, Article, Culture change, NoSoftware

Challenging Assumptions: How #NoSoftware Echoes the Degrowth Ethos

A Fresh Look at #NoSoftware

For those scratching their heads over what #NoSoftware means, it’s not an outright rejection of software. Rather, it challenges the knee-jerk response that defaults towards a software-centric solution for every problem. In essence, #NoSoftware encourages a rethink of how we meet people’s needs. By considering other, potentially more effective means to address these needs, the approach invites us to break free from the ‘software first’ assumption.

The Many Facets of #NoSoftware

Time and Cost Savings: Writing fewer lines of code saves time, effort, and money.
Reduced Maintenance: Fewer lines of code mean fewer potential bugs and less ongoing upkeep.
Happier Customers: People generally prefer human interaction to dealing with software systems. They’re not after a software solution; they’re after a solution, period.
Cultural Shift: Software can lock an organisation into existing ways of thinking, making it difficult to evolve or adapt.

The Overlapping Ideals with Degrowth

Degrowth, too, urges us to question our instinctual push for ‘more’. Just as #NoSoftware questions our reliance on technology, degrowth questions our dependence on economic expansion. They’re not anti-progress; they’re pro-intentionality.

Reframing ‘Success’

In both cases, the goal is to redefine what success means. It’s not about having the most advanced software or the biggest economy. It’s about meeting essential needs in a meaningful way.

Sustainable and Intentional Choices

Sustainability in degrowth parallels the reduced maintenance aspect of #NoSoftware. By focusing on what is truly necessary, both movements reduce long-term costs—whether that’s environmental or developmental.

Real-world Implications: The Portsmouth Example

The case of Portsmouth City Council’s housing repairs is illustrative. An expensive, cumbersome IT system was replaced with manual controls, only reintroducing limited software after understanding the actual needs of stakeholders. In short, Portsmouth adopted a #NoSoftware approach to better meet the needs of their community.

What Businesses Can Learn

Assess the Real Needs: Before diving into software development, assess whether a software-based solution is truly the best answer.
Think Holistically: Don’t simply consider cost in monetary terms. Think about the environmental, social, and cognitive costs as well.
Challenge the Status Quo: Existing systems might be the biggest obstacle to change. Breaking free from them may open up new, more effective solutions.

Confronting Blockers to Change: “When His Salary Depends on His Not Understanding It”

As Upton Sinclair’s Dictum poignantly states, “It is difficult to get a man to understand something when his salary depends on his not understanding it.”

The Financial Incentive of Ignorance

The challenge both #NoSoftware and degrowth movements face isn’t just about changing minds; it’s also about overcoming an economic structure that rewards the maintenance of the status quo.

Overcoming Institutional Inertia

Sinclair’s quote hits the nail on the head: people have financial and emotional investments in continuing to create software-centric solutions. It’s this very inertia that makes it so hard to even consider alternatives, let alone implement them.

Future Adoption Challenges

As with any counter-mainstream idea, both #NoSoftware and degrowth face significant inertia. Many are reluctant to shift from the familiar, even when it’s to their detriment.

The Final Word

#NoSoftware and degrowth, though rooted in different sectors, echo each other’s calls for thoughtful reflection on our automated responses. They both ask us to be more intentional, whether in coding or in consuming. In pausing to consider the actual needs at hand, we open the door to more effective, sustainable solutions.

The Clock Is Ticking on Embracing the Human Element

September 1, 2023

Antimatter principle, Article, Business, Capability development, Culture change, Needs

The Clock Is Ticking on Embracing the Human Element

Happy business people laughing against white background

The Elephant in the Conference Room: Ignoring People’s Needs

For far too long, organisations have viewed employees as cogs in a machine rather than as human beings. This reductionist approach not only hampers productivity but also affects mental health, employee engagement, and overall job satisfaction.

The Antimatter Principle: A Revolution in Organisational Thought

The Antimatter Principle posits a radical idea: attend to folks’ needs. It’s as simple as that! Introduced by software development philosopher Bob Marshall (FlowChainSensei), this principle points out that the most effective, efficient, and humane way to get things done and make decisions is by attending to the needs of all involved.

This approach invites us to consider what people actually need to perform their jobs more effectively and to feel more engaged and satisfied in their work. The Antimatter Principle encourages organisations to actively listen to employees and other stakeholders, which can lead to new, innovative solutions that might have otherwise been overlooked.

The Invisible Hand of Market Forces

Historically, organisations have been slow to adapt, mainly because they’ve been focused on short-term gains and immediate metrics. However, we’re seeing a growing body of evidence that suggests businesses who invest in their people perform better over the long term. These organisations report higher job satisfaction, lower turnover, and increased innovation.

But when will attending to folks’ needs become the norm rather than the rarest of exceptions? This is a difficult question to answer definitively. Market forces such as competition for talent and increased consumer awareness around company ethics are nudging businesses in this direction.

The Slow Wheels of Change

Even with this shift, it might take a few more years or even a decade for the majority of organisations to adopt people-centric approaches like the Antimatter Principle fully. It’s worth remembering that organisational change is often slow, and embracing a new philosophy involves multiple layers of complexity, from C-level executives to entry-level employees

It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.
~ Niccolo Machiavelli, The Prince

This ubiquitous quote encapsulates the essence of why change is often slow to come, particularly in organisations. Machiavelli highlights the challenges and risks inherent in initiating change, which can explain why many organisations are hesitant to adopt new approaches like the Antimatter Principle, even when such philosophies could lead to more engaged employees and better business outcomes.

Paving the Way for a Paradigm Shift

To speed up this process, it’s essential for industry leaders and visionaries to champion the benefits of attending to folks’ needs. The more case studies we have that prove the effectiveness of such strategies, the quicker we’ll see a widespread adoption.

The Final Countdown

So, when will we routinely see organisations realising the benefits of attending to folks’ needs? While no one has a crystal ball, the winds of change are undoubtedly blowing. Whether it’s in five years or fifteen, the adoption of philosophies like the Antimatter Principle seems less a question of ‘if’ and more a matter of ‘when’.

Dr. Deming and the Antimatter Principle

September 1, 2023

Antimatter principle, Article, Culture change, Management, Needs