My husband and I turned the clocks back twice this past weekend. We turned them back on Sunday of course, because we like to keep in step with the world around us; we also turned them back—in a more metaphorical way—on Saturday when we took my mom to visit the Fruitlands Museum in Harvard, Massachusetts.
The Fruitlands property was at its autumnal best, surrounded by big sky and sweeping ranks of leafy rolling hills. There was little intrusion of modern reality as we browsed the loosely connected mementos of other lives preserved in the museum’s collections—from Native American settlements, to the 18th century beginnings of the local Shaker community, to the 19th century Utopian commune of Bronson Alcott and Charles Lane.
We saw many reminders of how our relationship to time has changed over the past two centuries. Long hand-written letters and carefully crafted furniture and textiles suggested the deep breath and steady heartbeat of people absorbed in painstaking tasks. But nothing stopped me in my tracks like this adult-sized cradle that the Shakers used when caring for the sick and dying. This humble object, and the tender images it conjured, made me wonder if—for all our positive advances—we have been losing our capacity for patience and presence in our rush toward the future.
What slows you down?
“Life and death are one thread, the same line viewed from different sides.”
I, like many in the systems thinking community, was saddened to see the demise this past spring of Pegasus Communications. For over twenty years, this lively little company had created and distributed user-friendly resources that enabled managers, teachers, and change agents of all stripes to act with greater understanding of the dynamic interdependencies in their operating environments. The Pegasus annual conference was like a family reunion to a community of people who see systems literacy as essential to our survival as a species.
At the same time, being systems thinkers, members of this community are not inclined to dwell too long in a state of sadness and loss. Instead, they are quick to recognize that, as in any living system where death gives rise to new life, the abandonment of old forms is a necessary component of learning and growth.
Just as the fallen trees I saw while hiking in Pennsylvania last month provide fertile ground for the emergence of new organisms—and the renewal of the forest—so the passing of Pegasus creates a space ripe with possibilities for innovation.
It is into this space that Siraj Sirajuddin of Temenos has entered, with great spirit and optimism, to host the 23rd Annual Systems Thinking in Action Conference, November 14–16, 2013 in the Washington, DC area (in beautiful Leesburg, VA). I am sure that the inextinguishable curiosity, creativity, and energy of the systems thinking community will make this a stimulating and memorable new beginning.
Summer is the time for road work in New England. As the weather warms and schedules ease a bit, public work crews seize their short window of opportunity to repair the cracks and potholes wrought by winter. “Seek Alternate Route” signs are everywhere.
Groan. My first reaction to that message is aggravation. What an inconvenience! But, wait a minute—wasn’t I just complaining about the potholes, too?
One of the watchwords familiar to systems thinkers is worse before better. It’s a handy phrase for reminding the impatient and impetuous among us to keep the longer view in mind. By thinking long-term, we can better anticipate the unintended consequences of that seemingly simple quick fix. We can more readily accept the temporary discomfort of significant course correction by focusing on the improvement it will bring.
The pain of rehab after hip surgery may lead to pain-free walks on the beach. Sales numbers that sag during a major process redesign may soar when the new processes are up and running. The deceleration and detours that accompany road reconstruction give way to a delightfully smooth driving experience.
Tuning in to longer feedback loops can reduce your agitation level. And besides, who knows what you’ll discover along that alternate route?
With President Obama’s recent push for accelerated investment in brain research, we can expect the coming years to deliver a steady flow of discoveries about how we process information. This is welcome news for me, because I’m always up for a good story about mirror neurons or brain plasticity.
You can’t imagine how delighted I was when Daniel Pink published A Whole New Mind a few years back and proclaimed that “right-brainers would rule the future.” But I’m afraid the revolution may be slow in coming. The more we learn about our brain’s astonishing range and capacity, the more I am struck by our tenacious allegiance to “reason” and “logic” as the go-to tools for workplace problem solving. Regardless of the nature of the problem, we seem to think we can think our way out of it.
My heart goes out to the leader or change agent who, when confronted with a relationship challenge, or when puzzling over a question of vision or values, frowns and confesses, “I can’t figure it out.” Could it be—I might gently suggest—that not every problem lends itself to quantitative analysis? Rather than figure it out, could you…
- Draw it out?
- Dream it out?
- Dance it out?
- Sing it out?
- Swim it out?
- Bake it out?
- Breathe it out?
Next time you’re struggling to make sense of something…what would happen if you turned to some of your other senses for insight? Maybe that’s what they’re there for?
We all have experienced a time when that sentence felt immutably true. Most of us have said it out loud more than once. But, the longer I think about it, the more I come to see that we almost always have a choice. It’s just that some choices are tougher than others because they seem to conflict with the story we believe we’re living.
As I watched Makers on PBS, an assertively present-tense celebration of trailblazing American women, it occurred to me that the phrase “pro-choice” can be seen as much more than a label describing someone’s position on reproductive rights. For the women featured in this film, pro-choice is a way of being; a way of saying, “We are willing to take bold action, even when it’s uncomfortable or scary, to challenge the prevailing norms in this story we’re living together.”
And the word “we” is important there.
In Sheena Iyengar’s brilliant research on how our feelings about choice are shaped by culture, she examines how Americans’ insistence on the primacy of individual choice is not always as liberating or effective as we might think. She suggests we might benefit by borrowing a little perspective from cultures in which it’s understood that, “when two or more individuals see their choices and their outcomes as intimately connected, then they may amplify each other’s success by turning choosing into a collective act.”
Therein lies the power of the women’s movement in America. Paradoxically, the individual choices that these (sometimes accidental) activists make are rooted in a fundamental value of interdependency. Rather than settle for constraints on individual choice imposed by hierarchical power structures that diminish us, they choose to change the story to one of greater equilibrium.
As Gloria Steinem observed in an interview on the PBS NewsHour, “This is transformation we’re talking about; to get to societies in which, as we once were, we are linked, not ranked; in which the paradigm of culture is the circle, not the pyramid.”
Is there an “I have no choice” experience in your life that you can courageously transform into a “we have a choice” moment?
During yesterday’s confirmation hearing to consider whether John Kerry should be the next US Secretary of State, Senator Bob Corker commented to the nominee, “I think you have led a life that has brought you to this moment.”
Well, of course he has. Haven’t we each led a life that has brought us to this moment? No doubt, Corker’s observation was intended to highlight the internal logic of Kerry’s journey. As the son of a diplomat, a war hero and protester, a senator with long service on the foreign relations committee, Kerry’s life, in hindsight, seems to point specifically to this position.
But it probably didn’t always seem that way to him. In the bitterness of a lost presidential bid, for example, don’t you think he might have had moments when he bemoaned his life’s failure to add up? For most of us, life is more of a meander than a beeline. But with and without our help, our experience continues to accrue, endlessly shaping us and the moment we are in.
Even when the logic of our life’s trajectory isn’t so apparent, you can be sure it’s there. It is energizing and clarifying to make a conscious effort to discern that unbroken thread of purpose.
When you look back on the life you have led that has brought you to this moment, what would you say it’s pointing you to?
At first glance, I wondered why Diana McLain Smith called her latest book about relationships The Elephant in the Room. Surely, interpersonal relationships are now understood to be an essential part of organizational life; every leadership competency model includes relational skills and every workplace development office offers classes on conflict resolution.
But as I delved into this highly readable, story-rich book, I increasingly appreciated Smith’s insight into two important ways that relationships at work are like that proverbial elephant—seen but undiscussed; or at least under-discussed and misunderstood. By providing a practical roadmap and tools for identifying, understanding, and strengthening key relationships, Smith has created an excellent resource for leaders and coaches poised to push past their limitations in this domain.
The first way that we typically under-discuss relationships at work is by relegating them to the “soft skills” territory, making them a quality of life concern rather than a life or death concern. Smith moves relationships into the “hard” category, not just in the sense that they can be difficult (we all know they can be!), but in the sense that relationships are critical business assets. The behind-the-headlines stories she shares amply illustrate the significant bottom-line consequences of relationship issues left unaddressed. For leaders reluctant to venture into relationship matters too deeply, an amplified awareness of what’s at stake may help them embrace the work as a strategic investment.
The second way we tend to under-discuss relationships at work is to regard them at arm’s length, as structures outside ourselves that we can learn to “build” and “manage.” But with her finely-honed systems instincts, Smith exposes the inadequacy of this framing and guides us to see relationships as dynamic human systems that we inhabit and continuously co-create with each other. She provides tools that empower us to see how we contribute to the very patterns we feel trapped by and how, together, we can interrupt and disarm those patterns in the interest of forward progress. By inviting us to engage with relationships as a matter of perspective rather than of skill, Smith has elevated the conversation and made it easier (though still not easy) to talk about them productively.
If there is a leader or a coach on your holiday gift list, I think they’ll welcome The Elephant in the Room as a source of new insights and action in the coming year.