So I'm an idiot?
Now it's been a while since the last post, but that doesn't mean that I've been in a coma. Cricket-watching in Australia, cooking and laughing with family and friends, thinking about where I'm headed next...all sorts of things have been running through this febrile mind.
Apparently I'm involved in some transformation work at the asylum, although it's hard to see what's changed and where. While there is no doubt that the agenda has been published, there's little change in the behavior of the people who seem to be charged with bringing it off. Reading the post on the "food Bullies" at The Amateur Gourmet (surf to this blog, it's great!), I've realized that - apart from also being a food bully - that I'm a transformation bully.
What most people don't realize about transformation, particularly in measurement and the MRM space, is that it is transformational. There are basically 2 types of change - continuous improvement or kaizen which seeks to take a process approach to effect incremental change; and discontinuous or disruptive change. Disruption does not occur within a continuum, but deliberately breaks the paradigm to look for other approaches (some of which may be what you're already doing!).
Einstein said it best (to paraphrase) when he reminded us that it is lunacy to keep doing the same thing and expect a different outcome. I spoke yesterday to the American Chamber of Commerce, telling people to measure what matters. People wanted to know what matters! I don't know, even in my own environment. The stuff that matters is nearly always not what you keep seeing in front of you, and nearly always comes from the fifth dimension.
Here's what matters - the things that seem incongruous. If you build a hypothesis, and something happens that doesn't fit, it's likely that it's important. The human animal has evolved to pay attention to what is different rather than what fits in the model. Yet so many people turn off the "noticing" switch when they arrive at work...as if bland unanimity ever powered a group of people to achieve greatness.
But maybe I'm the idiot. Almost always people from other companies pay more attention to what I say, and many go on to employ my thinking in their transformations.
So, am I the idiot?
Apparently I'm involved in some transformation work at the asylum, although it's hard to see what's changed and where. While there is no doubt that the agenda has been published, there's little change in the behavior of the people who seem to be charged with bringing it off. Reading the post on the "food Bullies" at The Amateur Gourmet (surf to this blog, it's great!), I've realized that - apart from also being a food bully - that I'm a transformation bully.
What most people don't realize about transformation, particularly in measurement and the MRM space, is that it is transformational. There are basically 2 types of change - continuous improvement or kaizen which seeks to take a process approach to effect incremental change; and discontinuous or disruptive change. Disruption does not occur within a continuum, but deliberately breaks the paradigm to look for other approaches (some of which may be what you're already doing!).
Einstein said it best (to paraphrase) when he reminded us that it is lunacy to keep doing the same thing and expect a different outcome. I spoke yesterday to the American Chamber of Commerce, telling people to measure what matters. People wanted to know what matters! I don't know, even in my own environment. The stuff that matters is nearly always not what you keep seeing in front of you, and nearly always comes from the fifth dimension.
Here's what matters - the things that seem incongruous. If you build a hypothesis, and something happens that doesn't fit, it's likely that it's important. The human animal has evolved to pay attention to what is different rather than what fits in the model. Yet so many people turn off the "noticing" switch when they arrive at work...as if bland unanimity ever powered a group of people to achieve greatness.
But maybe I'm the idiot. Almost always people from other companies pay more attention to what I say, and many go on to employ my thinking in their transformations.
So, am I the idiot?
posted by Terry at
6:13 pm
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