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Category: POSITIVE PSYCHOLOGY, WELLBEING & POETRY

The person who risks nothing, does nothing, has nothing, is nothing

Published December 12, 2009 by Jo Jordan

Risk

To laugh is to risk appearing a fool
To weep is to risk appearing sentimental
To reach out for another is to risk involvement
To expose your feelings is to risk
exposing your true self
To place your ideal, your dreams before a crowd
is to risk their loss
To love is to risk not being loved in return

To live is to risk dying
To hope is to risk despair
To try is to risk failure

Yet risks must be taken
Because the greatest hazard in life is risking
NOTHING

The person who risks nothing
Does nothing
Has nothing
Is nothing

Self-realization is harder than
Self Sacrifice

UPDATE1:  Shazoor Mirza (contactable via the comments) kindly told me this poem was written by William Arthur Ward.  Thank you, Shazoor!

UPDATE2:  Is it our risk that matters?  Or can we learn from Anais Nin and the willingness to risk listening to others and hearing their story?

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My customers come to me to interact with other customers. Yes they do!

Published December 11, 2009 by Jo Jordan

The Dummies’ Guide to Social Interaction Design (SxD)

A few months ago, Adrian Chan of Gravity 7 explain Social Interaction Design in simple terms.  Here it is again. But even simpler.  Gen X and Baby Boomers like to begin with an overview. Once we have got the outline, we can drill down to the finer technical details.  This is for view.

Hopefully, Adrian will correct what I have got wrong.  When you have an outline, head over to Adrian for details.

1.  Who is the user?

Basic Idea: Don’t think about your product or your website, your mission or your purpose: simply describe your user.

Basic Technique: It’s tough to write a persona. You want to say what the user looks like, where they’ve come from, and most importantly, what they are looking for when the arrive with you. Think socially. Who were they hoping to talk to and why?

Advanced Techniques: Each user arrives with skills, social competencies and understandings about the way things will be done (variously called scripts and frames). What are people able to do easily when they first arrive? What do they expect?

We want to be predictable and make it easy for them to find their place on our territory

More Stuff You’ll Add After You Have Answered The Other Questions: Personas for other users: rich descriptions of various users in they many shapes and forms.

2.Who are the other users?

Basic Idea: Your visitor didn’t arrive to be lonely. Or to talk to you! Who else will they meet here? And what will they do together? And what about the reverse -who are they trying to get away from?

Basic Techniques: More personas, concentrating on how different everyone is not how much the same they are. Forget averages and typical. Think diversity and difference.

Advanced Techniques: Now describe how the users interact with each other. What do they say? How do they respond to each other? How do they encourage each other? How do they learn from each other? What scenarios are taken for granted by the locals that are not at all obvious to an outsider? When we are locals describing our own space, it is hard to describe what we take for granted. Ask what annoys people? What makes them contemptuous of other people? That’s a sure-fire indication of a norm being broken.

More Stuff You’ll Add After You Have Answered The Last Question: What is the difference between a gathering of users that is successful and one that is a flop? What is the feeling that people have when they say a gathering is fabulous?

3.   What social outcomes happen because the users are interacting with each other?

Basic Idea: Our actions come together to create something over and above our own wishes and desires, intentions and actions.

Basic Technique: What happens that cannot happen by one person alone? For example, we can sit at home and talk to ourselves about Coca-cola. That’s interesting. It probably prompts us to put Coca-cola on the shopping list. But so too is it interesting when one user talks to another user about Coca-cola. The conversation about a brand, and any downstream effects, becomes possible because of the interaction. If you get stuck, list all the interactions that people fear and turn these on their head.

Advanced Techniques: What are memes, tropes, fashions, fads, myths, and beliefs that seems to prevail among your users when they are together? How do they pick up on these norms? How quickly do the norms change and how do they change?

More Stuff That You Will Add After You Have Answered The Last Question: How many interactions happen before this new sense emerges? How can we prompt people to ask questions and to listen to each other? How can we prompt them to reflect their outside world in our world? How can we encourage an attention to positive processes? How can we learn to interpret the less positive interactions in the positive sense of seasons?

How do we add value to businesses, communities and organizations?

~ Trust, belonging & confidence are the foundation of action & initiative

4.  Beginning with Question 3, we have some understanding of the social outcomes that emerge from interaction. These are phenomena like belonging, trust and confidence. Hard-headed business men and women might scoff at these but the scoffing, the negativity, demonstrates the point. There is something they are looking for in the interaction must happen before the abandon their skepticism and react with trust and enthusiasm. What is it the business people need so badly before they will trust other people? When we can put our finger on that bruise, we may have identified the essence of our business.

~ We love our differences and riff them like mad

5. Question 2. We have some understanding of how people interact with each other in our community, in related communities, and in whichever context is our specialty. We learn fast about interaction because we pay attention to interaction. We are never ‘foreigners’ for long and even if we are marked out as different by our physical characteristics, accent or professional qualifications, we understand how people expect to behave and how they expect others to behave. We mix and match those expectations to help them ‘mod’ and ‘riff’ and have fun with each other.

~ We love our guests and find it easy to be kind

6. Question 1. We understand the diversity of people who arrive and the range of their social competence. What do they find easy to do? How can we help them find their feet in a gathering? How can we help them settle down, yet meet more people, and expand their horizons. How quickly do our wall flowers and the rambling roses become a magical bouquet?

Ready now for more details? Head over to Adrian Chan at Gravity 7. He’s the expert!

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Root out 4 time wasters. Modularize your job properly

Published December 11, 2009 by Jo Jordan

Productivity is all the rage

We hear of drilling our inbox down to zero.  We hear about agile sprints and personal kan bans.

All these productivity systems have one thing in common.  Finish what you start and don’t start what you cannot finish.

Work cycles

Now some poor unfortunates have job cycles of 20 seconds.  These jobs are mindless.

Others have job cycles of between 30 seconds to 10 minutes.  They are called managers. (You didn’t know that?  Now, you do.  Professor Mintzberg of McGill University brought that to our attention a long time ago.  When you work with managers, break things into small pieces for them!)

Others have long job cycles.  University lecturers have “seasons” of 7 years – from sabbatical to sabbatical.  That is the time it takes to write a proposal, get funding, do the work, write it up and publish it.  They give lectures that are 50 minutes long.

If they are wise though, they remember that they are human and few of us can concentrate for longer than 10 to 15 minutes. Hence, a university lecture is broken into five parts.

  • What this lecture is about.
  • First chunk of theory
  • Change-up – change pace, delivery style and activity of students
  • Second chunk of theory
  • Memorable conclusion

Design what goes in to your job cycle

The secret of any job, I think, is breaking it into parts that fit our ability to start-and-stop and link it to other parts.

3 components of jobs design

Job design is about modularization and all 3 things matter

  • Our attention span and the features of our “box” – the human body.
  • The size and shape of the piece that we are working on
  • The way we link one piece to another to make a coherent whole.

The 4 time wasters in badly designed jobs

When we get any of the 3 features of job design wrong, then we create 4 inefficiencies.

  • We spend the 15 minute chunk working out what we are supposed to be doing rather than doing it
  • We do the wrong task because the linking mechanisms are sending us the wrong messages
  • Our attention is split or frayed with fatigue and our work is poor and has to be re-done
  • Or the task we are doing isn’t bundled properly and we cannot start, finish and put it back in the pool in one pass.

The job of managers and job designers

Inefficient managers tend to think that problems with productivity are to do with the way the task itself is done.  Sometimes that is the case.  To play tennis well, I practice the same shot over and over again.  Training time is important.

Most times, we are wasting time because we cannot start and finish something completely.  And on big tasks, we haven’t broken the task into modules that can be started, finished and handed over.

There is a genius to managing work.  And there is an explanation about why some teams get done more than others.

They aren’t having to redo work.  Everything is handled once, by the first person who touches it. And never again.

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6 questions that I ask professional career coaches

Published December 11, 2009 by Jo Jordan

Where were you the day Lehman’s crashed?

I had spent a long day sequestered in an office building in London. Coming out into the dark evening, I was surprised to see a serious story in the free newspapers handed out at the entrances to the Tubes.

The 158 year old bank, Lehmans had declared bankruptcy and 10 000 financiers, bankers, clerks and support workers who arrived at work on the prestigious Canary Wharf were told they must cease trading and clean out their desks.

Our response to abrupt crisis

Abruptly losing your job and your livelihood is not a disaster but it is certainly a crisis. Some of Lehman’s employees may have taken the first plane out to a sunny beach, but most of them would have sat around the next day wondering what to do. The day after would have been a day of rumination. What went wrong? Could it have been avoided? Who is to blame? And, ultimately, what should they do to retain the same income, status and meaning in life.

Career coaches and people in career crisis

Many career coaches will see erstwhile employees from Lehman’s and may have seen some already.

Proxy career coaches in the form of doctors, bank managers and employment agents will see them sooner. What is the best advice that we can give Lehman employees and all others whose way of life comes to an abrupt, surprising and juddering stop?

What it feels like to be in a career crisis

The first thing we need to remember is being laid off is a rude shock. Having had no preparation for the event,

  • Ex-employees do not know what to do
  • Ex-employees panic
  • Ex-employees want it to be ‘all OK right now!’

Our task as career coach

Ex-employees may have no experience or training in damage control. They may be have no experience in managing their own emotions and attention. This is our task if we are to help them succeed. We must help them to

  • Regain emotional equilibrium
  • See the solution
  • Regain control

What we will achieve as a career coach

We are not, though, going to make it “all OK right now”. Our clients will want us too.

A year ago when Lehman’s crashed, even the pundits thought we might spring back to normal like a new elastic band.  But, for most people, the early teens of the 21st century will be a time of enormous transition. A country with a GDP of 1.4tr cannot dole out 1.0tr without having to make some adjustment.

Yet there is a flip side to a bad situation.  When your house has burnt down so to speak, there is little point in building one that is exactly like the one before. We build a better one.

Our challenge as a career coach

In the early stages, when our clients want everything to be OK, when they are in the first of the five stages of grief – denial – they will not want to work through the long hard slog of rebuilding.  They will want everything to be bounce back. We have to work with them even though they are in no mood to work.

Helping them find any foothold as they work through their grief is important. Listen to them. But also help them keep moving. They have a lot of rebuilding to do and every small step will be important when they emerge from the emotional turmoil further along the line.

The career coaches that we need

Coaches who can do more than say “aha” are needed now. We need coaches who can help people take baby steps while they are overcome with emotion.

6 questions I ask professional career coaches

It is amazing that this is not taught on work psychology degree programmes.  These are the first 6 questions that I ask professional career coaches.

  • How do we work with people overcome by grief?
  • What practical steps can any of us take when our career and life has fallen into an untidy heap?
  • How long does it take to rebuild a career mid-stream?
  • How soon can we introduce the idea of rebuilding a better career to a client overcome by grief?
  • How many people really do rebuild a better career after such a disruption?
  • What distinguishes those who begin that project from those who don’t?
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Tell me about the people in your life and I will show you a successful business and a blossoming career

Published December 9, 2009 by Jo Jordan

Our strengths are our connections to the environment

Our strengths are not in ourselves.  They are in our connections with our environment.  So says Ralph Stacey, complexity theorist at University of Hertfordshire.

What on earth does he mean?  Is this just some abstruse idea that I can safely ignore?  Is it some pop idea that it is not what you know, it is who you know?

Use systems theory to understand your business and take action!

I am going to explain this idea using ideas from MGMT101: very basic systems theory.

Imagine the world as set of concentric circles. Go on.  Draw them.  Draw three.

Outer circle : macro-environment ~ the cloud

The very outer circle is the big bad world ~ the macro environment ~ the cloud. This is where you do your PEST analysis. This is where we worry about Politics, Economics, Social Trends like birth rates and Gen Y and Technological Change like Social Media.  What is happening in the stratosphere of our lives?  It is important to know this stuff.  In the slow moving world of the 1950’s, it was possible to look up and do this once a year.  In this day and age, you should have a set of Google Alerts just for this purpose. If you are a large organization, you should have part of your intranet reserved for articles on these topics written by your own staff in their areas of expertise.

Outer circle but one : micro-environment ~ your pond

The next circle are your competitors ~ your micro-environment ~ your pond.  Who is in your pond?  This is where we use Porter’s Five Forces.  We think about what your customers actually want.  What are the benefits of our products and services (rather than our features).  We think about what it takes to get into this business (barriers to entry).  We think about the suppliers on whom we depend (and how much they or we call the shots).  We think about who else ‘wants in’ to the business ~ who are our competitors.  We think about what our customers could use as a substitute for our service our product.

The ecosytem of our pond is quite complicated and we are sometimes overwhelmed by thinking it out.  I’ve found two concepts really help.

  • Think of your lunch.  Who wants your lunch? The answer is often very surprising. After all, if scientists depend on government for their money, then they are in the businesses of public administration, government or politics.  This is usually an aha moment.
  • Think of the food chain.  We are often make jokes about being at the bottom of the food chain. Actually you want to be at the bottom of the food chain. If you are nobody’s lunch, then there is no reason for your existence.   Who dies if you die?  Often your existence is rather diffuse.  So let’s phrase that a little.  Who would be inconvenienced if you closed down? You can see why businesses try to create monopolies. They are safe if they are indispensable.  Here is another aha moment when you see clearly who are your allies in the great game of  commerce.

When we have our competitors (they want our lunch) and our customers (they eat us), we are on the way to describing the ecosystem of our pond.

Defining your micro-environment ~ your pond ~ is work that you have to do yourself

Both these questions about ‘lunch in the eco-system’ are hard to answer.  They are not like PEST which is common to huge swathes of people and answered in The Economist and other general sources like that.

These are questions you must answer.  I can suggest ideas. We can borrow ideas and insights from other people in the trade.  Occasionally we find a really good book on our business like Michael Riley’s Human Resource Management in the Hospitality Industry.  Mostly we have to sit down and answer

  • Who wants my lunch?
  • Who thinks I am their lunch?  Who depends upon me?

We need concrete answers.  Take photos for me.  Tell me what they had for breakfast and where they are are 2.17 in the morning.  Why that time?  Because you know them so well.

The third circle – who are you and what is your agenda?

With those concrete and specific answers we can define the next circle.  Who are you and what are your strengths?

Now we do the SWOT analysis.  What are your strengths ~ your internal capacity, or things that you do every day, that allow you to be who you are.  Your weaknesses ~ those things you wish you weren’t (but might just be the flip side of your strengths).  The opportunities ~ those things coming up that you really want to do.  Threats ~ those things upcoming that you want to get out of.  You SWOT analysis is just a fancy ‘to do’ list.

Your strengths are the things you like to do and that you probably did yesterday too.  That’s what makes us thing they are us.

But they are really a story that we tell ourselves about us.  That’s why we look partly at our inner talk. We have a story of who we are, who we secretly fear that we are, we we secretly want to be.   We will always have our secret fears and aspirations, but our happiest times are when most of our story is out in the open.

And what is our story?  It is the story of what we do with other people for other people while we are up against a threat (those who want our lunch!).  It is a playful story about people who are in this game ~ with us and against us.  Cheering us on and getting in the way!

We cannot tell this story with the story of the outer two circles.  We cannot tell this story with the story of our times – the PEST analysis. We cannot tell the story without the story of our pond – Porter’s Five Forces.

Our story is a story about real people.  You must tell me who those people are.

Your strengths are your participation in the game of life. Everything you say and everything you do, with real live people.

Tell me that story and I will show you a successful business and blossoming career.

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Give up control to be in control. Make any sense to you?

Published December 8, 2009 by Jo Jordan

Yikes, our psychology is old fashioned

Here we are close to 2010, wrestling with philosophy and physics that was well documented half a century ago.

Let’s look at what most of us think of as science.

If I throw a stone, in theory, I can predict where it will land.   I like that. It is certain. I like that I know exactly what is going to happen.

But, of course, I don’t know where it will land.

  • I am no good at throwing stones.  It could go anywhere.
  • My ability to calculate the physics of the trajectory is limited (I’ve forgotten and can’t do it in my head in real time).
  • And other factors kick in such as the wind.

All in all, that stone becomes unpredictable. Oh, I don’t like that.

I don’t like the idea that what I thought was certain is not. It’s as if the earth shook under my feet.

Let’s look at what we think of as weakness of character

I hate it even more when I become unpredictable.  Yesterday, I woke up thinking a project was hopeless.  By the evening, I was so excited about the exact same project that I could not sleep.  My judgement should not swing about like that ~ at least if I am a person of substance, or so we are brought up to believe.

The truth is that nothing is predictable.  Least of all us.

So why do we persist in believing the world is under our control?

This is how it works. We have is a few factors under our control.  When we focus on those factors, we feel calm.  We feel efficacious.  And therefore we persist in whatever we are doing.

It doesn’t mean that we are effective.  It just means that we are willing to persist.  We pay attention. We are more likely to do what we are thinking about than what we are not thinking about. So we get done what we are thinking about.

In a circular fashion, we think we will succeed, we feel in control, so we persist and therefore we try, and sometimes we do succeed.

There is still a huge factor of chance involved though.  There is  so much else happening around us that can affect an outcome.   We’ve simply narrowed the range of outcomes by paying attention.

Is it a good thing to control our attention?

It’s interesting that in the western world that we put such a high premium on predicting results.  We really want to feel in control, of course.  Not be in control, feel in control.

We aren’t really in control. We are just ignoring what is out of our control. We are just writing a story of us in control. It is the story of being in control that we love! Take that away, and we really feel helpless!

You don’t believe  that we just like to think we are in control?

Let’s look at the west. It is more successful than the rest of the world. It is richer.

Yes, it is. And dirtier. Where do the emissions come from? How much energy is used to make this life style?

We are richer because we consume. That’s what wealth means in this sense. We have learned to consume a lot.

And if that is a marvellous thing, then aren’t we are being silly ~ we are destroying the world’s ability to sustain the thing that we say is so important.

Aren’t we just behaving like a person who barges to the front of the queue? It is true we get there. But at the expense of becoming very unpopular.

The point is that we barged to the front of the queue, not because being in the front was important, but because we wanted to feel in control. Now we are in the front, do we feel in control? No we don’t. All those people behind us will get their own back at the first opportunity! We’ve reduced our control.

High control needs

Now I am an in control type of person. Anyone who knows me, knows that. I like being in control. I look for ways to understand the world. I think we do more when we understand the world

But I shouldn’t mistake

  • My desire to be in control
  • The mechanisms that explain the behaviour of plants, animals, things and other people
  • My ability to control all these things

These are three different parts of the system.

Paradoxically, to be in control, I must give up control and join a system in which many mechanisms interrelate.

Oh, I can carry on being me. Enthusiastic, energetic, zestful. But that is just me being exuberant. Exuberant people are part of the universe. Take us into account in your calculations!

But my wish to control does not make things controllable. It means I will spend a lot of time researching what is controllable. I will not stop trying to make things controllable. But that does not make things controllable. I must distinguish my urge from reality.

The truth is that all the forces of the world exist because other forces exist and interplay with each other. I can learn what is humanly possible. I can learn as much as I can of the considerable knowledge of the world that there we have at our disposal. I can try to use the knowledge.

But I should never confuse my need to control with the ability to control. Indeed if I want to be effective, I should stand back a bit and not confuse the tunnel vision of will with the mindfulness when we pay attention to the world around us.

When we enjoy the world, when we celebrate everything around us, we get a lot more done.

Am I making any sense? This is hard to get.

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Relieve your stress. Live outside your tunnel vision

Published December 8, 2009 by Jo Jordan

Undivided Wholeness in Flowing Motion

David Bohm‘s concept of “Undivided Wholeness in Flowing Motion.” is so hard to understand for we western-raised psychologists.

David Bohm was a American quantum physicist who got himself into trouble by refusing to testify to the Non-American Activities (McCarthy) hearings.  After that he came to live and work in London.

Implicate Order

Bohm emphasized that nothing exists in this world except when we pay attention to it.

Did you get that? Touch your computer screen. It doesn’t exist unless you see it and touch it.

No, that’s not what it means, though that’s often what people say it means. He doesn’t mean that it is “all in our mind”. He doesn’t mean that what is in our mind is selective either.

Think of the thought as real. And then think that we are its host, so to speak. The thought is not ours. Nor is it make believe. Nor are things make believe.

But we only see, or perceive the thoughts that arrive, and not everything arrives.

Everything is connected

When a thought arrives, it is not us. Yet is in us. The world has arrived in us. The thought and the world are not separate. And nor are we separate from the world!

We are all interconnected and nothing, not any one of us, or anything, can be interpreted out of its context. Every thing is as much part of is context as it is apart.

Separating the whole into the parts is not universal

Other cultures get this. We are very proud that we don’t. Our science is based on separating things from their context.

Listen outside your tunnel vision

But I want you to try it.

When you are feeling stressed, which is right now, close your eyes and think outside the tunnel vision of your will. Listen. Listen for the furthest sound that you can hear.

I did that this morning for the first time in long time. I heard the birds. I heard the industrial din of the telephone exchange two houses away.

And I felt relaxed.

Imagine as David Bohm the physicist says. Imagine as Alan Watts the philosopher said. Imagine that you are one with the world.

Does the world suddenly seem more possible because you are working with the implicate order rather than against it?

Try it. Try the physical exercise (from author Paolo Coelho btw who is on Twitter with the same name).

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Will companies stay in control of their PR? This is what academics say at Oxford today

Published December 7, 2009 by Jo Jordan

Parallel Session I: The growth of the corporate blog – ‘Letting go’ of information control or maintaining the official line?

Panelists:

Simon Hampton, Google

Kara Swisher, Wall Street Journal

Mark Rogers, Market Sentinel

Chair: Jonathan Silberstein-Loeb

Blogs, Twitter feeds and even Facebook pages are increasingly featuring in the arsenal of PR strategies employed by large corporations and public institutions. This is not an idle choice: corporate blogs at both Google and Apple have at times, been the locus of intense media attention at times when new products have been announced or controversial decisions defended. Yet the use of such modes of communication raise peculiar challenges for companies willing to embrace new media, relating to the tensions between maintaining central control of information flows and the desire to react quickly when criticism arises in online networks or discussion groups. What do companies expect to gain from maintaining this sort of online presence and what are the implications of these trends for both the development of traditional PR strategy and business journalism?

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