Skip to content →

Tag: David Whyte

Essential HR in the recession

Published December 3, 2008 by Jo Jordan

The Recession: How big is the problem?

Six years ago, before I left Zimbabwe, I did some work for the UNDP in Harare. Their Representative, whom you might think of as the UN Ambassador, was, as you might expect calm, multilingual, knowledgeable, worldly, and very experienced. He said something to me that was memorable, as I am sure he intended it to be.  He said:

Right now you are in a tunnel, and you cannot see the light at the end. But you will pass through the tunnel and see light at the end again one day.

As it happened, I left Zimbabwe, as have three to four million others, and I have found myself in the ‘West’ in the middle of the financial crisis, experiencing deja vu.

Where are we in our understanding?

The stage theory of bereavement is often criticized, but is nonetheless useful for thinking in an organized way, about catastrophic events.  We aren’t in a deep dark tunnel, as we were in Zimbabwe, and as Zimbabwe still is.  We are in the very early phase of denial.  After this will come anger, then bargaining and at the every last, accommodation.

At the moment, we are still trying to fix things, to make them stay the same. We lop off a few workers here, and cut back on some expenditure there.   And in the process, in all likelihood, we make the recession worse!  We retreat into what we know, or into the laager as they say in South Africa, and cut off all possible creative and generative engagement with the unknown.

But if we don’t take immediate action to retrench and downsize, will we survive?  Won’t we just be overrun, and go out of business?

What is the alternative?

Situations like these are exactly what positive psychology and positive organizational scholarship address. Our dread of the tunnel does not make the tunnel go away. And sadly, our dread of the tunnel leads us to do things that feel so right, yet could be so deadly. For example, is it a good idea to conserve the batteries on our torch?  It is?  When we don’t know how long the tunnel is going to be?  Maybe we need a fresher look at what it happening.

The principle of positive human sciences, whether we are looking at psychology generally, or ‘organizational scholarship’, is to identify the processes that have led to our strengths.   As we have no idea what the future holds, we don’t want to squander those strengths, and more importantly, we don’t want to destroy the processes that generated those strengths, and that will sustain and regenerate them.  It is not just the strength we look for, in other words, it is the process that generated the strength that we seek.

Capital we have seen is as volatile as pure alcohol – it evaporates in a flash.  It is part of the business package.  We need it.  But it is not dependable.

The distinct role and contribution of HRM

Our job in HRM during the recession, is to focus our attention on our human strengths, and on the value of our relationships with each other.  It is tough to do this when people are in a panic.  They want relief from the terror of the tunnel.  And they want relief now.

Calming the panic is our first duty.   When the Chief Executive, to the high school student on-work-attachment, are calm, they bring their technical knowledge to bear, and find innovative solutions that last week, we didn’t know were possible. They turn the tunnel from an object of dread, and real danger, into a place of opportunity and growth.

We also need to remember that some people don’t show their panic.  So we have to judge their mood by their activity.  Are they suggesting solutions, or is their very lack of complaint, suggestive of loss of efficacy?  Calming different personalities, from the voluble executive to the quiet person who falls into passive-aggression, calls on our unique technical training.

Our chances

Will we always succeed?  No of course not.  In business, winning is not a given.  But, if we do not believe that our people are capable of working constructively and together, on the challenges we face, then we can be sure of one thing.  We will communicate our doubt.  And our doubt contributes to a downward spiral of self-efficacy and collective efficacy.  We become part of the problem.

Our ethical responsibility, when we don’t believe in our company and more importantly, its people, is to resign, and make way for someone who can work with them, to find the sweet spot where they will surge ahead.

Sadly, when we take short term actions to ‘feel safe’, we may experience the satisfaction of immediate relief.  We might feel less exposed, temporarily, until our customers and suppliers are in trouble, as has happened in the financial sector.  It is a case of making haste and less speed.

To quote @Pistachio of yesterday.

The world seems to run on courage.  When mine falters, things get so stuck and difficult.  When it flows, things start to flow also.


+++++++++++++++++++++++++++++++++++++++++++++

Recommended reading:  David Whyte, British-born corporate poet now living in Seattle has a marvellous CD, Mid-Life and the Great Unknown, available through Amazon.

+++++++++++++++++++++++++++++++++++++++++++++

The way ahead at John Lewis, a British department store where the staff are shareholders in the business.

UPDATE: For an HR Managers perspective on the Recession, I have written a summary on a new post.



Reblog this post [with Zemanta]
One Comment

Buzzing with expectation?

Published November 4, 2008 by Jo Jordan

5 contemporary concepts for understanding why some groups buzz with expectation

Self-styled vagabond, Sam Brannon, asked a good question last weekend on Linkedin.  Are we in a state of learned helplessness?

I’m an inveterate shaper so I am always asking “is what we do important and are we doing the important things?” Because I ask these questions, it is possible I sense learned helplessness more than do others.   But, I am also much more interested in the the opposite of learned helplessness.

  • I love the crowd singing their local hero to victory.
  • I love the buzz of getting a group project done on time.
  • I love the feeling of belonging to an institution worth belonging to.

Indeed my love of that community buzz is key to my professional interest in work psychology and university teaching.  Sam’s post led me to list 5 contemporary concepts from psychology and management that, I think, are key to creating the spiral of group buzz and efficacy.

1 Collective efficacy

If we believe in each other, we add 5-10% on our effective results.  Collective efficacy is a simple yet powerful idea.  When the teachers in a school believe in each other, the school outperforms other schools who have equal resources!

Rule one:  The CEO needs to believe genuinely in his or her direct reports.  That process kicks off their belief in each other and in their direct reports, etc. etc.

P.S Faking doesn’t work.  The pre-requisite of leadership is genuine, heart-felt belief in one’s followers.

2 Solidarity

Rejection is enormously destructive.  Roy Baumeister, who blogs at Psychology Today,  has shown that being rejected by a computer (not even a person) is sufficient to stop us looking in a mirror.   Someone who feels rejected is not going to be feeling efficacious!

Rule two:  Don’t just walk around!  Walk around with a mission to create a sense of belonging.

P. S.  Be hyper-alert to the small minute and accidental ways in which we exclude people.  They are devastating to moral and self-confidence.

3 Personal Leadership

Social media (like LinkeIn) has awakened our sense of being at the centre of our own network.  Everyone is a leader.  The personal leader ‘school’ supports the development of individual leadership (see poet David Whyte).  I am also interested in organizations that recognise that everyone is a leader.

Rule three:  Tell our own ‘stories’ to show how the organization fits in to our personal destinies, and write an organizational story that depends upon our differences and uniqueness.

P.S.  A story that depends on us mimicking the boss defines us as irrelevant (a hole below the waterline for the organization!)

4 Positive psychology/positive organizational scholarship.

The work of Martin Seligman and David Cooperrider has shown the power of gratitude and appreciation.  Positive whatever-whatever sounds like touchy-feely stuff but it is pretty hard core.  Basically, it is an approach where we focus on what works and works well and we discard the rest.

There are good reasons why haven’t focused on what works well as a matter of course.  Simply, if we define leadership as one person knowing what is best, and telling the rest of us what to do, then we are always focusing on a gap – on something negative.

Rule four:  Scrap all the “gap” technology on which management and HRM was built.  Pinpoint what works and do more of it! Then keep the conversation there.

P.S.  Its scary to abandon the idea that we know best.  But when we get the hang of it,  we find out all the good stuff that is happening that we didn’t know about.

5 Globalization

Globablization has changed economics and shifted where and how we can make a profit.  We have to work harder now to create value that produces a penny of profit.  Working with this constraint produces fantastic results as we see in V.J. Prahalad’s value at the bottom of the pyramid.

The principle used by large companies to rethink their process is this: abandon the idea of trying to sell more and more at a better and better price.  Rather, ask what is needed at what price, and work backwards to what we can supply.  The ability to ask questions about the world outside the organizations is a key aspect of successful business teams.

Rule 5:  Forget about being a leader!  Ask how to develop a community who are interested in what we do.

P.S.  We do need to honour the community’s needs and trust it to honour ours (complete the circle).  When we don’t have this loyalty to each other, a buzz is not possible.  We simply don’t have the conditions for a high performing organization.  This is not the day!

[CSPPG : cheerful squirrels prepare parties toGether]

Everyday use of these concepts

I use all these ideas in running everyday projects, like university courses. I know students do better when they believe in each other.  My job, as I see it, is replacing their initial dependence on me, with, a strong belief in each other, a belief in their project of studying together in this year & in this place, and a deep pride in how they came to be here and how they will move on together.

That is the buzz of expectation that the whole world feels tonight with the US galvanized to get out and vote (or is just to get a free cup of coffee from Starbucks?).  That is the buzz we get when our favourite team makes the finals.  That is the buzz we get when you couldn’t stop us going to work even if you tried!

Have a winning week!

Related articles by Zemanta
Enhanced by Zemanta
3 Comments

The antidote to exhaustion is wholeheartedness

Published October 5, 2008 by Jo Jordan

I am very very tired after a hard weekend cranking out lecture notes.  Rather than go into the details of why that is so tiring, I would like to take another tack.  How do we recover from exhaustion?

David Whyte, corporate poet, has popularized the saying: the antidote to exhaustion is wholeheartedness.  So should I tackle another set of notes?  No, not quite.  I should spend the few hours of the evening moving towards the “channel in which my life flows” (Thoreau).

One way positive psychologists use to take us closer to our ‘natural element’ is to express gratitude.  So I thought I would mention one person who I think represents what is good and true, better and possible in contemporary UK.

Chris Hambly, musician, helicopter technician, social media guru, tertiary educator is one of the extraordinary connectors of the emerging internet-based creative industries in the UK.  He is the prime mover behind the Social Media Mafia, he sponsors media camps in High Wycombe & London, he runs conventional conferences on Social Media in Business, he advises on the use of social media in business and he manages online education for organizations such as SAE (sound and audio engineering).

Chris represents the best of up-and-coming Brits.  He represents what is emerging, what is hopeful, what is helpful, and what represents real value.  Check him out as an antidote to the credit crunch and bailout blues.

And it works.  I feel better.  Wholeheartedness is the antidote to exhausation.

Enhanced by Zemanta
8 Comments

Is engendering curiosity a pertinent goal in positive psychology?

Published August 6, 2008 by Jo Jordan

How do you explain the simultaneity principle of positive psychology?

Last week, I gave a talk on positive psychology to psychology students at the University of Buckingham. I structured the talk around the five principles of appreciative inquiry which I used to explore positive psychology and the poetry of David Whyte some months ago.

As I linked each principle to what we might do in our lives, when we coach others, and when we design organizations, I felt a little inadequate on the simultaneity principle.

How can we simply explain ideas of emergence and exploring one’s relationship with the world to beginners in our field?

Is curiosity the quality we are hoping to create in our approach to life?  Is curiosity a virtue to be engendered in organizations as part of job design?

Continue readingIs engendering curiosity a pertinent goal in positive psychology?

2 Comments

5 slides on positive organization design

Published July 3, 2008 by Jo Jordan

Positive psychology, Appreciative Inquiry, Positive Organizational Scholarship, & Positive HR

Almost a year ago, I put together a set of slides to illustrate the concepts and process in Positive Organizational Design. If you are beginning to read around the field of positive psychology, appreciative inquiry, positive organizational scholarship, or positive HR, you may find them useful.

They are five slides, each with quotations, beginning with

  • David Cooperrider on Appreciative Inquiry
  • The link between appreciating your own unique contribution and possibilities emerging in the world around us
  • Conversations about strategy, affirmations of hope, and recognition of the possibilities in the present
  • Nonaka’s Ba and designing organizational spaces
  • Rilke’s Swan as a metaphor of the rightness of what emerges.

I am standing on the shoulders of giants here. The quotations are referenced but not my sources. Please do google the quotations to dig deeper into the original works.

I would welcome any feedback or elaborations.

4 Comments

5 point comparison of Hero’s Journey, Appreciative Inquiry, and Positive Psychology

Published June 5, 2008 by Jo Jordan

Starting with a simple framework

For the last year, I’ve been systematically reading around appreciative inquiry, positive psychology and the mytho-poetic tradition of leadership and I’m at a point where I can see commonalities in the way management, psychology and literature approach leadership.

Corporate poet, David Whyte, makes a good argument that life cannot be reduced to a 7 point plan. I don’t want this to be the end of my exploration. Positive psychology is a paradigm shift, though. And paradigm shift’s are dizzy-making. People starting out in this area might find this five point schema a useful set of “hand-holds” as they orient themselves to a new way of thinking. I would be interested in your comments.

The Five Principles of Appreciative Inquiry

I’ve organised the schema around the five principles of appreciative inquiry. Other authors have expanded this list. I’ll stick, for now, to the initial five points. To those, I’ve added five stages of the Hero’s Journey. The Hero’s Journey, too, can be expanded to much greater levels of detail. And then I have added five quotations from David Whyte’s poetry to illustrate each principle.

The result, I hope, will be to show you the parallels in the different strands of positive thinking and give you a starting point for deeper and more elaborate understanding.

1. The positive principle

The principle of positivity is simply that we want to know what we do well, and then do more of it.

The first stage of the Hero’s Journey begins with The Call – our perception of the world which underlies our personality and our sense of the contribution that we and only we make to our community, and the people around us. This is a personal view. It is not a matter of being extraverted or conscientious or whatever. It is a sense of our unique story, and who we are and how we contribute to any story unfolding around us.

David Whyte speaks eloquently to our sense of who we are, which we often notice in its absence: “anything or anyone that does not bring you alive is too small for you” (Sweet Darkness). We are very attuned to the loss of our story and we are brought alive when we make our story salient for ourselves again.

The first stage of any intervention, whether it is searching for what we do well and will do more of, whether it is finding vocabulary for strengths and virtues, whether it is our sense of our own narrative: the first stage is to bring back that sense of a personally unique story and to feel the flush of well being which observers see immediately as the light being restored to our eyes.

2. The social constructionist principle

The social constructionist principle is this simple. We all have a slightly different perspective of events. We want to hear the diverse versions of reality from as many people as possible in their own words, or voices, to be technical.

In the Hero’s Journey, the first stage of The Call is often followed, or accompanied by, The Refusal of the Call. We are usually clear about what needs to be done, and our part in the story – indeed I have never met anyone who is not – but we also persuade ourselves that we believe is not needed, not possible, and not wanted.

What we are really doing is bargaining with the world. David Whyte might say we are living contingently. We are saying, I will listen to my voice if you do. We don’t trust our own voice.

Group interventions are very often concerned with recognizing multiple voices. Interventions in workplaces are often to do with listening to employees. Interventions in the family are to do with listening to everyone.

Individual interventions are usually to do with trusting ourselves. We express the starting point as other people not trusting us or being unsure of our place in the world. To move beyond this point is something we all need to learn, though we find it much easier when someone somewhere trusts us first.

I like David Whyte’s line: “You are not a troubled guest on this earth, you are not an accident amidst other accidents, you were invited . . .” (What To Remember When Wakening). Having a sense that no matter how bad our uncertainty or predicament, that we are in the right place, and that our very journey brought us to this place, that we belong: this sense helps us have the courage to engage in the conversation and add our voice to others.

3. The anticipatory principle

The anticipatory principle is well known by anyone who uses goal setting effectively. A fuller envisioning, involving a very comprehensive vision of what we will be in the future, is far more motivating. NLP uses this principle to imagine even what other people around us will be thinking and feeling. Certainly, visions compete, and a fuller positive vision will engage our attention and draw us towards it.

In the Hero’s Journey, the corresponding phase is probably meeting the Goddess.  In this stage we are inspired by a story that is larger than ourselves.  We sense an emerging story, or the field around us, and are able to articulate the frontier between ourselves and circumstances in ways that our compelling to us all.  Ben Zander, conductor and teacher, uses this technique brilliantly in “Everyone gets an A”.

 

David Whyte also stresses how much our own vision converges with our sense of the world and how we are what we can envision.   “When your eyes are tired, the world is tired also. When your vision is gone, no part of the world can find you” (Sweet Darkness).

At this stage of any intervention we encourage imagination, the fuller and the more comprehensive the better.

4. The simultaneity principle

The simultaneity principle is illustrated with this catchy phrase: we move in the direction of the questions we ask.  The future is now.

In the Hero’s Journey, the corresponding phase is atonement with the father.  At this stage, we stop waiting for the world to recognize our inspiration.  We “cross the Rubicon” and take full responsibility for driving our plans forward.

“Crossing the Rubicon” is difficult though.  And it begins with attempting to formulate the question.  It begins with small actions in our immediate surroundings.  In times of severe stress, it begins by looking at the horizons, by looking at what is close up, and becoming more aware and more present.

David Whyte captures our emotional paralysis:  “Start close in, don’t take the second step or the third, start with the first thing close in, the step you don’t want to take” (Start Close In)

So many interventions begin with “the beginning”: doing something small that is un-threatening.

5. The hopeful principle

The hopeful principle is is concerned with language.  It is concerned with narrative and rhythm.  David Cooperrider, who has led much of the work on Appreciative Inquiry, uses the principle often: “the good and the better”.  Martin Luther King’s well known speech “I have a dream” illustrates it too.  As does, the oratory of Presidential nominee, Barack Obama.

In the Hero’s Journey, I see the corresponding stage as the Return.  It is the time when you bring your dream and the transformation of yourself home.  It is a testing time, as anyone knows who has lived abroad and returned home.  It is time of integration and communicating as a leader with people around us.

 

David Whyte reminds us that our journeys are undertaken together: “Your great mistake is to act the dream as it you were alone . . . Everybody is waiting for you.” (Everybody Is Waiting For You)

The final stage of any intervention is working through relationships with people around us.

Taking it to the people

I am going to post this now.  It needs some more links but WordPress is driving me mad with its arbitary editing while I am typing.  So up it goes and I will add some links tomorrow.

I would love your comments!  I see positive psychology as ready now to pass on coherent frameworks that could be applied by people in various walks of life. I have outlined some basic courses for people who are interested in approaching the filed systematically.  I would be grateful if you would have a look and let me know what you think.

CHECK OUT RELATED POSTS

6 Comments

5 poetic steps for exiting a Catch 22

Published April 27, 2008 by Jo Jordan

Пробка на Космодомианской набережной в Москве.

Catch 22! Damned if you do, damned if you don’t.

Have you ever been caught in a situation where you cannot move forwards and you cannot move backwards? It is like getting caught in a traffic jam. If you barge forward, you won’t be popular, and you won’t succeed. If you do nothing, nothing will change.

Chill?

Now sometimes, we do have to ‘sit tight’. The police are on their way and they will clear the jam bit by bit. It is best to chill.

Or change one thing at a time ~ strategically?

But sometimes that isn’t the choice. Sometimes if we sit and do nothing, that is where we will stay.

But what if there are cars to the left of us and cars to the right of us; cars ahead and cars behind. What can we do?

Obviously, we have to start just like the police will: with one car at a time. And we have to be strategic.

Remember those kids games?

Did you have one of those games when you were a kid ~ they had 8 squares in a 9 square space and you had to move them around? And at first it looked as if there was no solution?

That is what we have to do: unravel the situation like those games.  Move one square at a time. Patiently, and strategically.

This is easier said than done though, particularly when our emotions are involved.

Kids’ games prepared us for life

Corporate poet, David Whyte writes about a cyclical pattern in our lives where we come periodically to a place which is ‘a traffic jam’. Our task, in such times, is to find the smallest possible thing to ease, not just ourselves, but everyone around us, out of the impasse.

I have picked FIVE quotations from David Whyte’s poems to illustrate the process.

1. The beginning. “anything or anyone that does not bring you alive is too small for you” (Sweet Darkness)


2. The call. “You are not a troubled guest on this earth, you are not an accident amidst other accidents, you were invited . . .” (What To Remember When Wakening)


3. Reawakening. “When your eyes are tired, the world is tired also. When your vision is gone, no part of the world can find you” (Sweet Darkness)

4. The departure. “Start close in, don’t take the second step or the third, start with the first thing close in, the step you don’t want to take” (Start Close In)


5. Begin the conversation. “”Your great mistake is to act the dream as it you were alone . . . Everybody is waiting for you.” (Everybody Is Waiting For You)

How long will we delay the first step – recognizing that there is a situation to be dealt with?


In more prosaic terms, our first step is always to notice we are in a jam, and rather than bluster and curse, consider the best thing to do about it. It is amazing how often we delay this simple first step.

How long will we take to recognize that the situation is not going away just because we don’t like it?

Our second step is equally as hard. We chose after all to be on the road at that time. We didn’t want this result, but after all, we chose to be here, and when think about it, the jam chose to happen when we were there. The jam is an integral part of us and we are integral part of it. We are part of its story, and it is part of ours.

How long will we take to signal to people around us that we would like the situation resolved?

And it doesn’t get any easier. Are we communicating? Or have we taken it for granted that everyone knows that we want the traffic to flow again? Do they think we are just trying to push in? Are we alert to other people who want the traffic to flow again. And can they recognize us? What is it that we do, or notice, that alerts them to our sense of what is possible?

How long before we imagine in our minds what the resolution would look like?

And are we holding back because it all seems too big? If the traffic were to flow again, what would we all be doing in unison, and what would be our part?

How long before we realize that nothing is moving because everyone is waiting for us?

And who is really holding everything up? Is it us? Is everyone waiting for us, to pay attention?

Is everyone waiting for us, to start the conversation?

One Comment

David Whyte on YouTube

Published April 26, 2008 by Jo Jordan

Here

Hat-tip: Sally.  Thank you.

UPDATE:  David Whyte is a English poet who now resides in Washington, USA.  Marine biologist, NGO worker and poet, David Whyte is a resource for anyone who is interested the meaning of work in our time.  He writes on our lost sense of meaning and how to recover it by reaching out to all that is around us.

His books and CD’s are available on Amazon.

This link is to one of his rare appearances on YouTube.

Leave a Comment

President Mwanawasa, thank you

Published April 11, 2008 by Jo Jordan

The Flame Lily, national flower of ZimbabweImage via Wikipedia

 

The eminent social scientist Karl Weick once said that social problems are often defined in ways that prevent us doing anything about them.

I have been watching the Zimbabwean elections closely.  As facts emerge, I have been listing them on a “secondary” blog.

The situation in Zimbabwe is as dire any conflict in history.  Can we move here?  Can we move there?  It seems the ultimate Catch 22.  Whatever we do may create more damage.

I believe however that much of our hopelessness comes from our own representation of what is happening.  Could we not, instead, look at difficult objective conditions that require resolution?

Today, people are starting close in, as the poet David Whyte would say.

Today, we are going to do something positive.  Today we are going to say thank you.  Today we are going to say we are with you.  Today we are going to send emails to the President of Zambia who is the current chairman of SADC.  Today, we are going to take 3 minutes to write a short, brief, courteous email saying,

Dear President Mwanawasa,

I write to thank you and the leaders of  SADC sincerely for convening the extraordinary meeting concerning Zimbabwe and to extend my support and goodwill for a resolution that is satisfactory to all the people of Zimbabwe and her neighbours.

Sincerely,

I am patching in a long excerpt of a post from Sokwanele that gives the email addresses of SADC.   Zimbabwe for a positive future.

TAKE ACTION

Zambian President Levy Mwanawasa has called an emergency meeting of the Southern African Development Community (SADC) to discuss the Zimbabwean presidential poll delay. This is the first move by Zimbabwe’s regional neighbours to intervene since the elections on 29th March 2008. President Mwanawasa is the current Chairman of the 14-nation South African Development Community. This is what he said yesterday:

I wish to take this opportunity to commend the people of Zimbabwe for the calm and peaceful manner in which the elections were conducted.

Similarly, I appeal to them to maintain the same spirit of calmness which they exhibited during the elections as they await the results of the presidential elections.

However, given developments immediately following the elections, I have decided, as Chair of the Southern African Development Community (SADC) to call an extraordinary summit on Saturday 12th April, 2008 to discuss ways and means of assisting the people of Zimbabwe with the current impasse as well as adopt a co-ordinated approach to the situation in that country.

Both President Morgan Tsvangirai and opposition leader Robert Mugabe will be attending the emergency meeting.

Support our democratically elected leader and take action.

What YOU can do

You can voice your feelings and SHOUT OUT for FREEDOM. Communicate with key SADC people attending the meeting.

Tell them that Zimbabweans have the right to live in a democratic, free and peaceful country. Tell them your personal experiences and why you want change. Make them understand what it is like to be in Zimbabwe today. Tell them we voted for change, we got change, and we want change now. Speak the TRUTH.

HOW you can do it

Email, fax or phone using the details provided below. Keep your messages real and honest but also short and to the point. Remember: thousands of us will be doing this so they will have a lot to read. Let’s make sure they can read and hear it all!

Be polite at all times. People don’t pay attention to angry messages (look at us: Mugabe has been angry with the people for many years now and we just ignored him and voted him out anyway). Anger does not work.

1. Call or fax or email the Zambian State House with a message for President Levy Mwanawasa:

  • Tel: +260 1 266147 or 262094
  • Fax: +260 1 266092
  • Send an email to Mr John Musukuma, Special Assistant to the President for Press and Public Relations: johnmu@nkwazi.gov.zm

2. Call or fax a message to President Thabo Mbeki – President of South Africa

  • Tel: +27 (0)12 300 5200 and +27 (0)21 464 2100
  • Fax: +27 (0)12 323 8246 and +27 (0)21 462 2838
  • Send an email to Mr Mukoni Ratshitanga Thabo Mbeki’s Presidential Spokesperson: mukoni@po.gov.za

3. Call or email Lieutenant Colonel Tanki Mothae – Director of Politics, Defence and Security Affairs at SADC

4. Copy all your emails to this general SADC email address:

5. If you want to attach images to your emails, you can download copies of the photographs at the top of this mailing from the Sokwanele flickr account here:

6. Forward this email to everyone you know and ask them to take action too.

7. Be positive, stay strong, and never forget that we have won.

Leave a Comment

Consider your career shift this weekend!

Published March 20, 2008 by Jo Jordan

Sleepwalking to work, through work, at work?

David Bolchover, who wrote The Living Dead: Switched Off Zone Out – The Shocking Truth About Office Life and guest posted for the Timesonline, wrote on his book blurb that he left corporate life to do something with his life!

I also got an email for an organization that specializes in Career Shifts – you know those awkward career changes when you are going to do something different. They quote Howard Thurman whom I am sure David would like too.

“Don’t ask yourself what the world needs; ask yourself what makes you come alive. And then go and do that. Because what the world needs is people who are alive.”

British poet David Whyte says similarly:

“There is only one life you can call your own, and a thousand others you can call by any name you want.”

If you can’t bunk out to the nearest bookstore to look for one of his books of prose or poetry, spend part of Easter listing all the times at work and play that you have felt truly alive.

It would be great to hear which of those you could sneak into your work life . . .

UPDATE:

To sneak good stuff into your job, look for Dr Rao speaking to Googletalk (on YouTube). There is no reason to be in job that is deadening.  But it might be way we “hold the conversation” that needs to change.

One Comment