100 Questionable Assumptions – 5

Informed Decisions

More information automatically leads to better decisions

Making choices can be difficult - ©Bard 2016
Making choices can be difficult – ©Bard 2016

The more I know about something the better I can weigh my decisions: instead of having to guess and assume, with enough information I can simply reason my way to the best decision. With all the information at my disposal I will always make the right decision.

But is this true for all decisions? When there is only one choice, the decision is obvious. When there are two options, one of the two usually stands out as the better choice. When there are five choices, however, making a decision becomes difficult and I need information to work out what is best. When there are dozens of choices, the decision is complicated, and I need a lot of information to work things out. When there are a hundred choices or more, the choice is now complex, and even a single new bit of information can completely change the outcome. What exactly is the best decision when the outcome changes with every new bit of information and the information available is never complete?

Is the constant demand for more information an example of believing you can never have enough of a good thing? Sure, without any information at all, your guess is as good as mine – or as random. So a bit of information can be helpful. But piling up information from different sources, of varying quality, of variable levels of relevance, does that clarify things for us, or does it merely confuse us?

Maybe we need to come to terms with the limits of our decision-making abilities, and the limits of what information can do to improve them? Maybe we live in a world that is too complex to fully fathom and all we can hope for is on average to get things more ‘right’ than ‘wrong’, trusting that we have more than just our rational thought processes to guide us; and trusting that in a complex, highly dynamic, and never fully understood reality even our ‘wrong’ decisions can be portals of discovery leading to completely new and unimagined opportunities?

100 Questionable Assumptions – 3

Perpetual Growth

If growth is good, continuous growth is better, slow growth is bad, no growth is a disaster

Slow growth can be beautiful, too - ©Bard 2017
Slow growth can be beautiful, too – ©Bard 2017

When things grow it means they are getting bigger, stronger, more. The faster they do so, the better it is. Failing to get bigger, stronger, more – even for a moment – must mean falling behind in the race towards dominance. Losing that race means death. When we look at Nature, growth is a sign of health and vigour; of youth and potential. As long as things grow they thrive. So, with Nature showing us the way, isn’t it logical – natural even – that we humans strive for perpetual, ever accelerating growth?

Or is it? Most things in Nature do not grow all the time, but slow down, decline, and die. In Nature things have a natural limit to their growth, to keep the eco-system diverse and balanced. Only pests, diseases, and cancers don’t seem to obey this rule, and end up destroying the very environment that gave them life. Maybe ours is the choice between growing up or growing on: finding peace with our world or finding ourselves without a world at all?

What if bigger, stronger, more are not the dimensions we should focus our efforts on? What if there are other forms of growth we overlook? Growth in complexity, variety, experience, wisdom… Could it be that our obsession with material growth is blinding us to the real growth opportunities around us?

100 Questionable Assumptions – 2

The Mechanical Enterprise

An enterprise is like a machine we design, build, and operate 

Like a train speeding towards the abyss - ©Bard 2016
Like a train speeding towards the abyss – ©Bard 2016

An enterprise is very much like a machine. It is engineered to perfection. Powerful and unstoppable, if properly constructed if will fulfill the function it was designed for without hesitation or deviation. Like a train it will thunder down the track its masters lay down for it, squashing all that comes in its path.

If this were true, why do Enterprises so often surprise us? Why is there no guaranteed best formula for creating and running an Enterprise? Why can good companies turn bad? Why do winning Enterprises stop being successful?

Is it because the machine of Enterprise is being operated by humans and those humans are fallible, unpredictable, flawed? If that were true, the less human interference we need, the better our Enterprises would become. The perfect Enterprise would not need any human operators at all. The perfect Enterprise would be perfectly engineered to perfectly run without human intervention.

Or could it be that the reality our Enterprises operate in is not a mechanical reality? Could it be that the complexity of the Enterprise’s environment defies a full analysis, complete enough to robustly design the Enterprise for all the variables and variations it has to deal with in its existence? If that is the case, no purely mechanical approach will yield a workable Enterprise. Resilient, intuitive, intelligent, unpredictable people will always be needed to steer the Enterprise through the frothy waves of complex reality. The perfect Enterprise would be approximated but never complete. No design, however detailed and well-thought-out can capture all the possible variations branching out at every future moment. Without humans to give it life, purpose, awareness, and responsiveness it would remain a perfectly lifeless abstraction, incapable of sustaining itself in the real world.

There is plenty of reason to believe reality is too complex, chaotic even, to be fully predictable. Why then are we still trying to refine human action and human agency out of our Enterprises’ design and operation? Why do we keep thinking that less human control and influence equals more effective operations?

Isn’t it time to stop that train before it takes us over the edge of the abyss?

On The Social Nature of Work

Have you ever wondered why so many people in your organisation are constantly stressed-out and on the edge of a burnout or fundamentally disengaged? Have you ever asked yourself if that is normal? 

Is it really the case that work is by its very nature hard, mostly unpleasant and a sacrifice we all have to make in order to make a living? Is work really no more than a sad fact of life we put up with because it pays the bills?

I believe there is more to work than that.

As long as we have existed, humans have come together to achieve things we could not achieve alone. Throughout the ages, we have tackled difficult, dangerous and unpleasant tasks together in groups, tribes and all kinds of organisations. We did not just do that for the reward. In fact, a lot of extraordinary work was done not for extrinsic motivators such as money, titles, status or power, but for intrinsic motivators such as being part of something bigger than ourselves, doing something meaningful, making a contribution, or in the words of President Kennedy: we do these things not because they are easy, but because they are hard.

They didn't build it for the money - ©Bard 2015
They didn’t build it for the money – ©Bard 2015

Humans like to work, and love to work together. It’s a deeply ingrained social drive. It’s part of what makes our lives meaningful and worth living.

Yet, that’s not what most workplaces feel like.

Because of our obsession with the economic aspects of work: money, value chains, productivity, etc. and how that makes us organise and manage the work we do, we are actually working against the natural drivers that engage and inspire people to do great work. Instead of helping people achieve their best and wanting more we make it harder.

But we can change this. If we recognise and embrace the natural drive that people have to get together and do great work we can tap into much more energy, creativity and willingness to explore and innovate than we do at the moment.

To do so we need to add a social perspective to our approach. We need to realise that organisations are not just there to produce economic value. Organisations are social structures, full of people with a need to participate, to feel proud, to have a purpose, to grow their potential and to contribute. 

It’s my mission to help bring this social perspective to organisations and show them how they can inspire and support their people to do great work and enjoy doing it.

It’s time to re-humanise work.