Apply Occam’s Razor

A plurality should not be asserted without necessity – Occam’s Razor

We complicate things. We like big words, big aggregations & abstract ideas. We love a topdown & system view. These conversations make us feel like leaders. Then we find it hard to make the conversations at this level deliver even the smallest amount of traction to our goals.

Focus instead on the smallest unit of impact or action. Apply Occam’s Razor and only add to these units when needed. A lot of waste, confusion, interpretation and distraction is quickly cut away. Suddenly we are see impacts at a human level and can focus on changes and impacts that have real traction.

Here’s a list of a few small units that aggregate to deliver the impacts we discuss and debate.

The smallest unit of:
– a customer experience, sales or service is one customer interaction
– productivity is one task
– profitability is one sale
– branding is one customer decision
– communication is one message received
– leadership is one interaction
– purpose is one task
– learning is one skill applied
– employee engagement is one question
– trust or reputation is one interaction
– work is one task
– change is one new action
– innovation is one experiment

Each of these little actions or interaction aggregate to form their impacts. Most are controlled by others not you. Change at this level is more powerful. Piled on top of each other these small units create the measures we treasure. If we want better outcomes, we need to make sure our plans work at this tangible level.

What is the smallest unit in the challenges you face? What would be different if you focused on only changes at that level?

Ask new questions

Asking the old questions will give us the old answers. New thinking comes from considering new questions. Disruptive times ask us to challenge ourselves with new questions. If we don’t, the changes ahead will ask even more of us.

At a recent Startup Australia organised by Powerhouse HQ, Kate Bennett Eriksson of PWC made the powerful point that organisations trying to create a more innovative culture need to learn to ask new questions in their decision making. Referencing Victor Frankl, Kate noted that between stimulus and response is time for thought. Changing decisions with new questions that alter our thought process generates a different outcome.

New questions are a powerful technique of change. When I want to learn a new way of thinking or consider new issues I develop a mental checklist of new questions to help me think differently in decisions. The provocation of a new set of questions changes the process and outcomes of thinking.

New questions to consider

I believe we need to lead change in the way we work and organise ourselves to survive digital disruption. This belief led me to the panel session on Startup and Corporate collaboration at which Kate spoke. It also has driven my engagement with organisations like The Responsive Organisation Manifesto, Disrupt.Sydney and Change Agents Worldwide in search of new ways of thinking and techniques for responding to the challenges of disruption. I have come away from those conversations with many new questions to ask.

Here are some of the new questions that I have learned to ask:

All confronting questions and only a beginning of the new thinking ahead.

Questions for you:

What new questions do you need to add from your decisions? What old questions are getting in the way? How can new questions drive new thinking and new results in your world?

What are you waiting for?

Is your career a collection of cells or a portfolio?

If you look at any classical hierarchical organisation chart, what do you see most?

White space.

That white space is where the opportunity and ambiguity exists. The white space is where everything unplanned occurs, especially important in a time of fast paced disruption. White space is the territory of much needed collaboration. White space is where we make our difference.

Career as a series of cells

However many people lives their work lives constrained by the boxes. We each get to choose our contribution.  For some the boxes define the limits of their contribution.  Each job becomes the cell in which they live and contribute to the organisation. Too many people view their role as the limit of their authority and the limit of their opportunity. When these individuals change role, it is as if they have had their cell moved; new window, but same limited vision.

Worse still a proportion of people view this succession of cells as defining their life. They see themselves as only their job. Those jobs have needs, challenges and demands that dominate their lives and limit their broader contribution to the communities and societies in which they live.

What’s the alternative? Career as a portfolio.

We each have a rich purpose and lives full of opportunities.  Our workplaces and our lives are full of whitespace.

From all that opportunity we get to form a portfolio of opportunities to make a contribution.  Like investment managers, we allocate our limited time into many things to diversify the sources of our monetary, physical and emotional returns.  Some will be through our day job.  Some opportunities in our portfolio will be projects – collaborations that we run on the side to explore who we can be.  These side projects might be at work but they could equally be outside.  Not all side projects are economic.  Many are simply creative or social.

Beyond traditional work, we make a contribution with our leadership and participation in society.  We have families and relationships.  We volunteer.  We advocate.  We debate.  We join organisations.  We participate.  Most of all we discuss and help and build rich communities.  Given the complex issues society faces we need more of this broader contribution from everyone.  

Each of these activities helps define who we are as part of our rich portfolio of contributions.  After all, where we choose to spend our time and money is a much better indicator of who we are than a list of jobs or even our self-declared descriptions.

Having recently found myself without a day-job, I have entered the world of a portfolio.  I have been overwhelmed by the opportunities, the difference I can make and the richness of experience that each opportunity offers.  Each and every opportunity was possible if I was still working full-time, but I know I would have faced different incentives and pressures in exploring these opportunities.   I wouldn’t have made such a clear choice to manage a portfolio with my time.

It is time to step outside the cells.  

Make a bigger contribution.  Make your mark.  Manage your career and life as a portfolio of interests.  What more can you do in, around and on the side of your job?

Is your career a collection of cells or a portfolio?

If you look at any classical hierarchical organisation chart, what do you see most?

White space.

That white space is where the opportunity and ambiguity exists. The white space is where everything unplanned occurs, especially important in a time of fast paced disruption. White space is the territory of much needed collaboration. White space is where we make our difference.

Career as a series of cells

However many people lives their work lives constrained by the boxes. We each get to choose our contribution.  For some the boxes define the limits of their contribution.  Each job becomes the cell in which they live and contribute to the organisation. Too many people view their role as the limit of their authority and the limit of their opportunity. When these individuals change role, it is as if they have had their cell moved; new window, but same limited vision.

Worse still a proportion of people view this succession of cells as defining their life. They see themselves as only their job. Those jobs have needs, challenges and demands that dominate their lives and limit their broader contribution to the communities and societies in which they live.

What’s the alternative? Career as a portfolio.

We each have a rich purpose and lives full of opportunities.  Our workplaces and our lives are full of whitespace.

From all that opportunity we get to form a portfolio of opportunities to make a contribution.  Like investment managers, we allocate our limited time into many things to diversify the sources of our monetary, physical and emotional returns.  Some will be through our day job.  Some opportunities in our portfolio will be projects – collaborations that we run on the side to explore who we can be.  These side projects might be at work but they could equally be outside.  Not all side projects are economic.  Many are simply creative or social.

Beyond traditional work, we make a contribution with our leadership and participation in society.  We have families and relationships.  We volunteer.  We advocate.  We debate.  We join organisations.  We participate.  Most of all we discuss and help and build rich communities.  Given the complex issues society faces we need more of this broader contribution from everyone.  

Each of these activities helps define who we are as part of our rich portfolio of contributions.  After all, where we choose to spend our time and money is a much better indicator of who we are than a list of jobs or even our self-declared descriptions.

Having recently found myself without a day-job, I have entered the world of a portfolio.  I have been overwhelmed by the opportunities, the difference I can make and the richness of experience that each opportunity offers.  Each and every opportunity was possible if I was still working full-time, but I know I would have faced different incentives and pressures in exploring these opportunities.   I wouldn’t have made such a clear choice to manage a portfolio with my time.

It is time to step outside the cells.  

Make a bigger contribution.  Make your mark.  Manage your career and life as a portfolio of interests.  What more can you do in, around and on the side of your job?

How to start a movement

Change movements fascinate me.  People coming together to create change that is beyond the power of one individual, is how all of our greatest social accomplishments have been made.  I have started a few myself, both successfully and unsuccessfully.  I have studied lots of others hunting for ideas that can be reused.  

I have learned that there is no perfect formula. However, these things help movements to success:

Purpose:  Defining why the movement exists matters most.  This is the reason people will give up their time and effort to be involved.  Failure to agree on common purpose will result in factions, disruption and failure later

Engaged champions: A few engaged champions is worth thousands of passive members.  Find your champions and treasure them.  Finding them is usually as simple as letting them approach you.  The ones you want will have a bias to act.  You are often better cutting the freeriders and focusing only on the engaged users in the early stages.  Exclusivity, a strong sense of the other and deep personal relationships helps build energy and resilience in the movement.

A small secretariat: A movement usually needs some group accountable for shaping and maintaining direction.  A small secretariat of the most engaged champions can play that role.  The secretariates does not need to be hierarchical but they do need to play a role as custodian of the purpose and a node for actions across the network.

Cellular structureNetworks are more resilient & more engaging than hierarchies.  Small group structures engage people and build personal connections within the network. The groups also provide local support, back-up for missed communication and solve issues locally where required.  Action by small groups requires less coordination.

Stories: Successful movements have rich storytelling traditions. Myths, tales and anecdotes help share their messages and make purpose tangible to the community and others. Stories share abstract ideas in tangible ways making them more human and personal.

Continuous communication: Driving change is only one element in people’s lives.  You cannot overcommunicate.  Share stories, successes and challenges.  Make sure there is a vibrant connection across your network.

Sense of community:  Great movements build strong senses of community.  That is usually evident in the support and sharing that occurs within the community beyond its core purpose.

Symbols of change: To understand the movements vision, you need defining symbols that people can understand and relate to their own world. A few common values can be part of a powerful symbol of the change.  The more human, personal and individual the symbols are the easier they are to live and share.

Consistent action & confrontation: Action builds movements.  Action inevitably involves confrontation with opponents.  A regular cycle of action and confrontation is required to keep engagement of the movement.  Action and confrontaction creates new stories to share and can bring the movement’s symbols and purpose to life for a wider audience. Progress may be slow but action must be continuous.

Reflection & adaptation: Successful movements adapt to changing circumstances, responses and to the needs of the system in which they operate.  Processes to foster reflection and development of new adaptations matter to enable this.

Gathering: Human beings are tribal.  We like to gather.  Whether it is gatherings of the cells or gatherings of the whole movement, the people involved need to come together and feel part of the tribe from time to time.  Gatherings are where the informal story sharing occurs.  It is where trust and connection is built, knowlede is exchanged and new innovations are started.

This list is a starting point on my studies and experience.  What are your ideas?  What have a left out?  What of the above is wrong?

Change begins when you start

Today I saw a conversation on twitter between two people who inspire me with their passion and ability to make change, Maria Ogneva and Susan Scrupski.  I also saw a moment in that conversation that represented an insight into change leadership I see again and again.  I paraphrased that moment in this tweet.

Here’s what struck me about this tweet and what makes it a template for all change leadership:

  • A person, our change agent, sees a need for change and forms an intention to make it
  • The intention for change is not fleeting and our change agent reflects on the need for change over time
  • Our change agent has doubts they are ready to make change happen
  • The change agent is very aware of the challenges ahead
  • The change agent decides to act regardless.

Almost everyone can see changes that they want in the world.  Many many people don’t think that they are ready to lead change and have doubts.  Everyone knows change is hard.

Change still gets made.  Why?  

Because people with passion and energy, just start.  They find the way forward and find their purpose in the hard work.

When you look at the lives of great change leaders, again and again you find the same comment.  They weren’t the best placed.  They weren’t the most powerful or most capable.  They weren’t given authority.

Change agents are the ones who see a need, challenges and take action anyway.  Everything else comes with solving problems, drawing others to help and having success.

Great change leaders are the ones who start work regardless.

So when are you starting? Today?

Infrastructure of culture

Culture eats strategy for breakfast – Peter Drucker

Enterprise social networks are a new form of communication in organisations. Culture is the outcome of how we interact. New interactions will change the culture of our organisations over time. Managing culture changes is critical for organisations coping with disruption.

Adam Pisoni recently quoted a comment I made at Disrupt.Sydney that enterprise social networks are ‘infrastructure of culture’. The comment was building on Kai Riemer’s talk at Disrupt.Sydney that technology that acts as infrastructure (of connection, of transportation or of communication) is open to novel uses and depends on users to make new sense of the infrastructure. Kai was drawing a distinction with our traditional tool based view of technology where it exists for a specific purpose. This point highlights one reason why we often have an inability to forecast where new communication technologies lead us in terms of changes in interactions and societal change.

Enterprise Social Networking is an Infrastructure for Culture

The culture of an organisations is a sum of the interactions across the organisation. It is the ‘way we do things around here’ or ‘what happens when the CEO is out of the room’.  Culture runs deep and is the outcome of thousands of interactions. Speeches, posters and announcements don’t determine culture. As social animals, people look for guides as to what is acceptable in the stories of the organisation, the daily behaviours of others as they interact and importantly in how moments of crisis or conflict in the community are resolved. What happens when things get uncertain is at the core of the culture of a company.

Disruptive change tests the culture of organisations. Shaped by purpose and values as demonstrated in action, culture has an enormous influence on how the organisation runs and what is possible. Many organisations need new strategies to respond to disruption. However, if your strategy runs counter to your culture you will face challenges and likely fail. In the face of disruption, many organisations have found they simply cannot pivot their strategy because it threatens some deep elements of their culture.

A common goal of launching an enterprise social network to execute a strategy to ‘change  culture’. Looking for more leadership, authenticity, accountability, openness or innovation, organisations assume that the network is a tool to deliver that outcome. These organisations are usually disappointed initially. Culture changes the strategy. All they see at first in the community on their network is their organisation’s current culture, just much more visible than ever before. The good, the bad and the ugly is on display. Even worse, the much vaunted new values from the strategy are often not on display because the community is not yet comfortable with those novel interactions, is waiting for a lead from others or does not accept that they can be arbitrarily imposed from above.

Communication networks are infrastructure, not tools. The change in culture is in the community adopting new behaviours, not the technology. The potential of enterprise social networks to change the culture of organisations occurs over time as the interactions change. Importantly, social networks offer opportunities to accelerate this change.

How do new interactions accelerate change the culture of the organisation?

  • Build common purpose:  Social networks are a place to discuss and connect around purpose. Purpose is not imposed.  It comes out from interactions and work in the organisation. Too often when organisations have a new strategy, it is the executive team who assumes the right to set the purpose and only they understand the context that drives the need for change. A social network allows others to discuss and question this.
  • Empower change agents:  enterprise social networking often appeals to a group of early adopters, your organisational change agents. This group of diverse individuals have been looking for a way to have a larger voice, to connect and to drive change. These early adopters will drive a lot of the initial interactions & innovations.  Their goals are each different but they are often more comfortable with many of the values that organisations seek such as collaboration, openness, innovation and experimentation. The challenge for organisations looking to leverage these individuals to drive change is to authorise their activities and encourage the new interactions in constructive directions. Senior leaders can use their authority to play a key role in ensuring that your network does not become a sub-culture of the broader organisation.
  • Lead and role model: People look for role models and leaders. They will follow their guide in the behaviours that they demonstrate. Build a group of leaders of the community and let them know that they are responsible for fostering constructive interactions. Make sure your hierarchical leaders are playing a positive role and not discouraging change.
  • Share stories:  We learn culture from stories of interactions. Social networks allow us to share those stories in new ways and with new audiences. Encourage story telling and make sure you are looking to draw out the cultural lessons of the stories being told.
  • Make interactions visible:  Social networks are a new medium to see interactions. Remember the majority of people will watch, read and learn. Your culture will be on display and shared more widely than ever before.
  • Create interactions across sub-cultures:  Large organisations are often frustrated by the number of sub-cultures as communities within the organisation develop their own interactions. These sub-cultures often create unresolved conflicts blocking progress. Connect these individuals in one community and let them learn about each others contexts. Building shared purpose, concerns and understanding will build a greater commonality of culture.
  • Create conflict:  If there are values conflicts or other regular interactions driving conflict in your organisation, they will surface in enterprise social networking. The faster you bring these out the sooner culture changes. How you work to resolve these through collaboration will be key to your future culture. Remember it is better to resolve these internally before they leak externally through employees or other partners experiencing the conflicts and sharing them.
  • Allow the creation new interactions:  As infrastructure, an enterprise social network is open to employees, leaders and other participants to create new interactions.  If you encourage experimentation and quickly weed out failures, you will be driving innovation in your culture as each new successful pattern of interaction develops.  Embrace the chaos and you will see rewards as your culture develops.

Communities change culture when they adopt new interactions through the role modelling of others and the support of leaders. Enterprise social networking is an infrastructure to accelerate this process through new interactions and innovation. Disruption often demands rapid changes to organisation’s cultures that have been built up over many, if not hundreds of years. Networking the community within the organisation is critical to enabling the organisation to manage that change.

What’s your manifesto?

The hardest part of disruption is disrupting yourself – R Ray Wang.

As the Industrial revolution changed society and new communication technologies were born, the western world experienced an age of revolution. Manifestos flew from the printers as advocates for changes in society sought to draw people to their causes and changes to society and economic activity. The passion for manifestos quietened after the shocks of two world wars. By then massive change had occurred to the level of social support, to the structure of the economy and to the power of social classes. Society had adjusted to new social models that mitigated (or in the case of totalitarian states suppressed) issues of the prior disruptions, our corporate business models were relatively static and a long boom drove western and global economies.

A new age of manifestos

We could be entering a new age of manifestos. With new communication technologies, disruption to traditional corporate models and the economic activity, change is required but we are not yet clear on what that change means. In recent weeks we have seen

The new manifesto is personal

If we learn one thing from that last age of manifestos, it should be that nobody should surrender themselves unthinking to a cause. The quote above captures the challenge of this new adaptive age. We need to disrupt ourselves as much as we need to disrupt the organisations, economies and societies we make up.

So what is your manifesto? Your changes are unique. You have a unique purpose. The changes you will drive will need to be social but before you join a movement be clear on what you want to see done. Make sure you are shaping the movement to your causes.

Take some time to reflect but start to write down your own personal manifesto. Feel free to beg, borrow and steal. Practice your new manifesto. Live your new disrupted self.

Adapt and change your manifesto as you learn from the work. Adaptation is not just a challenge for organisations it is a personal challenge. Will you have the capabilities required for the future of work? Will your role and your passions survive the changes ahead? You won’t know unless you adapt, experiment and change yourself.

The more you live your manifesto the clearer it will be, the more power it will have and the better guide it will be for others.

Start today. Others are waiting to see your contribution to the new age of manifestos.

Texting while leading

texting while driving

This morning, a car passed in front of me as I drove through the traffic.  The driver’s head was down looking a phone. An example of a driver taking risks by distracting their attention from a complex system in a rapidly changing environment. A driver who assumes that things aren’t going to change much and that the car can continue on business as usual while their attention is elsewhere. Importantly, they chose to put their attention somewhere that they can’t have much impact while driving a car. 

We know driving and texting is dangerous.  Studies show it impedes performance of drivers more than alcohol.

Do we ever consider how dangerous it is to lead while using a smartphone?

  • Others notice your lack of attention to the issue that was worth your presence and that changes their attitudes and behaviour
  • Things aren’t going to stay the same while you are distracted because the environment is complex and challenging.  That’s why the issue was worth your presence
  • You made the issue more challenging and complex by changing people’s attitudes and behaviour to the issue at hand.
  • Great leadership requires presence and attention to others and to the detail of the situation.
  • Great leadership is purposeful.  Responding to emails, texts and calls is shifting from your agenda to the agenda of others.
  • You can’t usually do much that has a meaningful leadership impact about the emails, texts and calls but you are surrendering a huge leadership impact on the task you have at hand.

So next time you feel tempted to pull out the smartphone while leading, ask yourself:

‘Is it really safe?’