Monthly Archives: August 2019

Random thoughts – keeping you on your toes

Power; Corrupts or Reveals

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The phrase “power corrupts and absolute power corrupts absolutely” is most often attributed to a letter written by Lord Acton in the mid-nineteenth century.

The concept expressed is having power corrupts us, in essence, lessens our morality, and the more power we have, the more immoral our behavior will become.

Does Power Change Who We Are?

Author Robert Caro proposed an interesting twist to this common idiom.  Mr. Caro hypothesized, based on his research, that power does not change us, but the greater the power, the greater our ability to reveal ourselves, and we do.

In his book where he postulates this theory one example, I found compelling was that of Richard Nixon.  As a young law intern, during an early court appearance, former President Nixon was castigated by a judge who suggested based on his shady behavior maybe he should never be admitted to the bar.

As history tells us the judge was probably a bit prescient.  Nixon’s amoral behavior clearly escalated with his power.  Author Caro argues he was not corrupted by the power itself but rather used the opportunity granted by a great power to behave as he liked.

The Good News

This theory, which does appear logical and has solid supporting evidence (you need to read his book “The Power Broker” to glean more) means there is hope for all of us.

Great leaders, with their associated granted power, do not necessarily become corrupt.

By being careful to ensure (as a societal whole) that our leaders have personalities reflective of strong moral fibre and values common to the majority, we do not need to worry the power we grant them will corrupt them – it probably won’t.

Random thoughts – keeping you on your toes

Teaching to Learn

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Showing others how to do something by demonstrating or explaining how to do it (teaching) is intended to enable them to gain or acquire knowledge (learning).

Surprisingly though, teaching is not just a way to help others learn but the very act of teaching others can create a valuable learning opportunity for ourselves.

Those that do not learn from the teaching experience probably are not the best teachers.  When teaching is just a one-way communication it becomes more rote learning then the acquisition of knowledge.

Embrace the Learners

Teaching others is best when not treated as a hierarchy, that is phrases like  “I know stuff you don’t”, “I am the expert”, “Treat me with respect” all tend to put the teacher on a usually unjustified pedestal and close the learning experience.

Learning is a two-way street.  Just as we expect the students to embrace the experience and gather information (learn) we ourselves should embrace the student and learn from them.

Our own learnings can range from interpersonal relationship skills to innovative ways to view the knowledge we are sharing.  Leveraging the intellectual property of others opens many new realms of possibility.

Outside the Box

The traditional relationship between teacher and student is strictly role-based and restricts our ability to grow the knowledge base collaboratively.

Everyone is important and everyone has great value to add to the body of knowledge that is human life.  Embrace your opportunity to both teach and learn simultaneously.

To do otherwise is a lost opportunity.

Random thoughts – keeping you on your toes

Finding the Key

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In cases where the key fits we can use it to open the door.  (I mean this metaphorically not literally).  If the key does not fit, we could of course just kick down the door. (again metaphorically)

Understanding why the key does not fit and completing a logical analysis of options carefully weighing the pros and cons is probably a better approach.

Difficulties can always be overcome?

Over the years, on and off, I have been involved in the creation of software applications to automate or otherwise improve the way we get things done.

It is not unusual to encounter business requirements that are not easily accommodated within the software design.  Tool limitations are often the cause of this.

Frequently when discussing these difficult points the developers respond, of course, we can do anything but can you really afford the time and cost to make it so?

Their point was intended to convey the message that although we could do anything, in reality, we are limited.  I never bought into this philosophy.

Make it Happen

Hopefully, this does not come across as too aggressive, hardcore or conceited,  but whether I have the key or not I have never encountered a door (still metaphorical) that I could not either open or bypass.

Somehow I always get to the other side.  I do believe you can do anything but more importantly, we should do anything if it is the right thing to do (morality should apply).

Locked doors should not be allowed to get in our way.

 

Random thoughts – keeping you on your toes

Answers and actions

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Having answers is good.  Knowing how to use them is better.  Actually acting on them is best.  In essence, being able to do stuff is not as valuable as doing it.

Accomplishments require action.  Providing action instructions, in and of itself, does not necessarily get things done.  Getting results requires more than just identifying what is needed.

Buy-In

Even when you know what outcomes are expected, achieving them requires more than just insight.   Whether you are undertaking the action on your own, with or through others, to be successful everyone needs to buy-in (including you).

Without explicit approval or agreement to the course of action proposed (i.e., the answer) those involved will not feel ownership for the solution and so probably do not perform to their maximum potential.

Building acceptance and ownership to an approach requires more than being told or even knowing the right answer.  Everyone has got to believe it is the best way.

Doing it Right

Just acting on the right answer, that is getting stuff done is only part of the equation.  The approach needs to result in the defined goal.  That is a success means you achieved what you set out to achieve.

Knowing the right answer includes understanding clearly what the aim or purpose of the answer is.  To say you understand and know how to proceed without a clear vision of what success looks like probably translates to you not really knowing the answer.

The approach to achieving the goal, answering the question or problem is not right unless it works.

Random thoughts – keeping you on your toes

Trade War

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On its own war is defined as a state of armed conflict between different nations or states or different groups within a nation or state.

A trade war does not include armed aggressions (which typically has life or death consequences) but all of the other aspects of widespread conflict including unpleasant results apply.

Illogical

War, whether violent and destructive with associated loss of life or just destructive making lives miserable rarely have outcomes that are worth the cost.

The trade war results in negative impacts for all participants and even for the innocent bystanders (the global community).  Waging this kind of operation has an emotional foundation but if logic were applied there would never be a war of any kind.

In the television series Star Trek, the fictional Vulcan race was culturally based on pure logic.  As a people, they could not think and act in any way that was not logical.  Hence, no wars, of any type, ever.

Justification

The current US versus China trade war is based on fairness.  The US accused the Chinese of not operating with fairness in the realm of trade.

Fairness defined as impartial and just treatment or behavior without favoritism or discrimination.  Unfortunately, all of these descriptors are very subjective.

What one person, group or another entity view as just or without favoritism could easily be quite different from others perspective.  So ultimately the trade war is justified by a biased opinion leading to emotional angst between all the stakeholders.

We can see how this can lead to war.  How illogical.

 

Random thoughts – keeping you on your toes

Over-thinking

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Spending too much thought about something can make simple things appear to be complex.  The ultimate result is often delayed action.

Sometimes not deciding how to proceed because of analysis paralysis (i.e., over-thinking) can have significant negative impacts.  Acting too late often is like not acting at all.

Balance

Making a snap decision can have the same impacts as over-thinking.  The amount of analysis should be enough to make a good decision.  This requires a careful balance to prevents spiraling down a rat-hole in search of every answer, perhaps ultimately achieving nothing.

Decisiveness is the ability to make decisions quickly and effectively.  Too often we focus on the quickly part while the critical key to being decisive in a positive way and achieving the best results is making good decisions rather than quick ones.

The circumstances vary when we are thinking through an issue.  The impact of our decision should be the influencing factor relative to the balance between a quick or carefully measured and thought out choice.

Self Awareness

Overthinking is something we need to manage ourselves.  Thinking is a very personal action.  How much or how little thought you put to something is completely a personal choice.

Granted external factors can influence, even pressure us, to make a faster decision.  It is our best interests to avoid undue pressure for a quick decision.

Being aware of and using all options available to enable a reasonable amount of time to consider the best approach is a key practice of getting the right balance between and time and analysis.

Random thoughts – keeping you on your toes

Roll away the stone

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Often wonderful things are hidden from view, all we need to do is some simple activity to reveal them (metaphorically, roll away the stone).

This is, of course, the risk that nothing lies under the stones beyond worms or worse.  However, if we don’t take the opportunity (should one present itself) to uncover the beautiful secrets within, we will never know.

Be Aware

Uncovering the value under the stone does require awareness.  The opportunity is hidden and unless we are continuously observant we can easily pass it by.

Of course, together with observation, we need the motivation to take the chance.  This is influenced by our innate drive for curiosity coupled with our individual level of initiative.

The magic underneath the stone is unknown, could be dangerous or explosive but when you take the chance on a hidden mystery and hit gold, it feels good.

Watch out for the Stone

One of the problems with rolling away the stone is when it rolls back.  Ouch.  It is important to be prepared for the unknown.  Taking the chance to uncover the secrets can well be worth it,  but be ready to protect yourself if the stone rolls back on you.

Reluctance to seek the hidden magic underneath the stone does arise from the unknown.  Fear or at least caution about the unknown makes sense, however, not to the point of standstill.

Frozen with fear can often mean the golden opportunity is missed.  Taking the risk with caution, at least you tried, maybe great things won’t be uncovered, but at least you tried.

Random thoughts – keeping you on your toes

Firm or Gentle

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When you are in charge, albeit of a company,  organization or just an general undertaking, your style of management can be firm, gentle or all points in-between.

What you are managing should influence how you administer your power.  The impact of your directions, leveraging both your granted and earned power, depend very much on technique.  Your approach should match the objectives.

Firm Management

The firm approach is typically apparent when your actions are not soft or yielding.  They are enduring and steady showing determination, strength and resolve.
This firm approach can be effective but off putting to some people.    Also one size does not fit all, that is the style of management used in any given situation should be tailored to the circumstances.
When working with other people who desire strong direction t(e firm approach makes sense while others who are seeking greater independence and personal authority may rebel.

Strong Leadership can be Gentle

Kind,amiable, soft and delicate are key descriptors of those that practice gentle management.   This style can translate to strong leadership, firm management is not necessary to be a strong leader.

Most often some combination of firm and gentle approaches works best, the most important factor is demonstrating care and consideration for others and particularly addressing their needs.

Whether practicing a firm or gentle style or some hybrid the most important thing to remember is it’s not about you, at all.  Both other people and the their goals in context of the greater objective needs to be the focus.

Random thoughts – keeping you on your toes

Changing Views

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A view can be communicated as a noun describing what can be taken in by the eye from a particular place or perspective.  Typically an object with some fascination or attraction.

Or it can be referring to the action of how you look or see something, usually in a particular light or with a particular attitude.  View is a word which (whether the object or the action) is colored by your own perspective.

Interpretation

What you see is translated through your thought processes into specific meanings.  These interpretations are heavily influenced by your personal bias, both conscious and unconscious.

Your view can change instantly depending on minor changes in circumstance.  For example, you may be viewing a tranquil scene in the woods lakeside.

You perceive the view as calming until a bear is sighted and instantly the calm of the situation is disturbed and the way you see and how you consider the view and its impacts are changed.

Innovation and Creativity

Changing your view, overcoming built-in bias and seeing things differently is at the core of innovation and creativity.  Flexibility in how you view things enables you to see alternatives that might not otherwise be apparent to you.

Changing views is often the key to improvement.  Being able to see things from a variety of perspectives, with a willingness to adopt the best alternative puts you on the path to positive change.

Openness in how you view things focuses on seeing the multiple possibilities which exist for most things.  Do not discard these out of turn.  Take time and settle on the perspective that provide the best results (e.g., enjoy the scenery, avoid the bear)

 

Random thoughts – keeping you on your toes

Motivation

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Do we just act or behave in a particular way for no reason?  It is unlikely, in most if not all cases and underlying drive can be identified for our actions.

Without motivation would we do nothing or are we always doing something?  Arguably, yes we are also doing something, whether sleeping or remaining motionless, but awake, your mind is active to some extent although your focus may be vague.

The motivation that matters is related to outcomes that increase your happiness, joy, pleasure.

Focus on Results

Doing stuff leads to outcomes.  Sometimes these may be soft or subjective.  Or, they can be definitive and measurable very objectively.

For example, after being asleep, you might say the outcome was you felt rested or were no longer tired (or maybe you are still tired).  Alternately your activity could be to eat food. Either you ate or you did not.

Typically the more rewarding the outcome, the greater the motivation required to achieve it.  The greater the reward the less motivation needed.

Motivation Sources

Individual levels of motivation largely arise from 3 main drivers

  • Personal initiative – This is your own internal bar and in this context refers to motivation for actions  which the other factors listed below are not relevant.   For you to take action the your personal values and desires must exceed your personal bar, the decision lies with you.
  • External Authority – In this case someone in authority (e.g., your boss, police, leader) directs you to take action.  Not doing so has consequences and these are motivating factors.
  • Need – this is intended to refer to things you need to do or consequences are dire.  For example – eating.  Although you can be motivated to eat via personal initiative even when you don’t need to, there are circumstances if you don’t eat, you will die.