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12 Built in flexibility


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12 Built in flexibility

  1. 1. Human nature, the central capacity that has got us to this point, is the capacity to conceptualize the situation we face, project our model or theory or understanding forward so we ‘see’ what is going to happen, identify the factors we can in- fluence now, so that we change what is going to happen, all this mental effort backed and sup- ported by the skills to carry out the idea once created. Today, we take all of this for granted, we call it planning. As ideas in mind planning consists of two com- ponents. First the plan, that is what we will do so that the outcome going forward is more in our favour. The second, and crucially important are the ideas that are the foundation of our plan. For instance, we need to cross a river, imagine going to build a bridge but do not know the material we have available is too weak and we go ahead and use it. The bridge collapses but we are lucky and no one drowns. Making it closer to home. We are building an organization, our plan is set, but what if the foun- dation ideas we used to build the plan are inferior to other thinking now available? Exactly with the bridge, if we build inferior ideas into our plan then the plan will be much less effective than it could be. To seek and apply better ideas requires letting go of existing ideas How do we determine better ideas? What if we are attached to our ideas, studied at university and got our degree in them, read about them and discuss them are conferences and with col- leagues...? What if these less than effective ideas are the social and cultural norm...? How do we decide if the fundamental ideas we apply in our planning have reached the point of needing changed? How do we know when to let go, search for better thinking? We must not commit to ideas but hold them al- ways as tentative, and be willing to embrace bet- ter thinking Humankind was behavioral as it is today 50,000 years ago. Farming was developed 12,000 years ago. Illustrates the time scale of creating and apply- ing really good ideas. I suggest that the number of ideas developed in the last 200 years is more than the ideas developed in the previous 49,800 years. Think about it! I also suggest the rate of idea devel- opment will increase. So what does this mean? When using ideas to plan our way past situation be aware of the ideas one uses, do not allow ideas to slip into your plan that are implicitly assumed. Question, question and there any better thinking. Do not assume that what is popular is correct. There is a huge difference between being popular and being an effective thinker. Frequently the most ef- fective thinking is dismissed at the time. Einstein was ridiculed when he published the photoelectric effect for which he later got the Nobel Prize! Accept all new ideas, give them the benefit of the doubt, do not dismiss new thinking... ask is this thinking an advance on what I use now? Do not rush to adopt, but do not dismiss, interact with the thinker, reflect on the ideas, ask question, then more questions. Reflect. Applying sound reasoning. Even when it does not initially feel right... reason it out, and wait to see what then emerges in your instincts. Practical creativity is an emotional act to build rational ideas better than one has now and apply them to get a better result than one has got in past Systems give structure the philosophy and attitude are the living flesh of the structure The real enemy is fixity of mind, rigid thinking. If hu- manity had been like that we would still be in small villages of hunter-gathers. Hence the core of human nature is to get ideas, apply them, but keeping them tentative and adopting better ideas when they come along. That is the core of your nature if you allow it! Question for reflection OPD system offers quite clear and definite processes enabling better team performance. Systems form the core of the living organizations that is made flesh through philosophy and attitude. 1. If the system were fully supported by the phi- losophy and attitude of seeking and applying ideas to lift performance was implemented in support of the system, would that assist lift results? 2. If people understood and performance is applying ideas to a situation, and we can change those ideas, would this ease the problem of enabling change? 3. If the leadership exhibits rigid thinking, sticking tightly to structure and policy, what would you expect of the staff? 4. Do you think fixed structure and flexi- bility of thought are both essential? Newsletter 12 Built in flexibility Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.