Do Robots Dream of Hierarchy?

Science fiction offers us the opportunity to explore thought experiments about our future. Some of these experiments captivate our attention but also reveal the limits of our thinking.

An artificial intelligence network, like Skynet from the Terminator series, becoming self-aware is an idea that catches our imagination. We see dramatic improvements in the capabilities of the technologies around us.  The Singularity is an idea that even has a university devoted to its study.

However, we can see in these thought experiments a few limitations that we carry over from our own traditional ways of organising.

Three Reflections on Self-aware Machines:

  • Purpose: In most of these robot horror stories the focus of the robots is self-defence.  SkyNet goes to extraordinary lengths to prevent itself being turned off – declaring war on humanity and even solving for time travel.  For all its massive intelligence, Skynet hasn’t moved very far up Maslow’s hierarchy of needs if its principal concern remains preserving itself. What is the robot network’s purpose when it ends the human threat?  Surely an intelligence capable of solving for time travel has considered that issue first.
  • Hierarchy vs Network: Why does Skynet need to preserve itself?  Because initially its network is a command and control hierarchy with a massive brain at the centre. Turn off the central intelligence and the network dies.  Over the evolution of the Terminator stories, Skynet evolves to share its intelligence throughout its network. A network is an easier way to preserve itself than to solve than time travel. Networks are far more resilient and agile, especially if you want to fight humans who are going to use networks against you.  
  • Humanity is choice: Throughout all our stories of intelligent and aware robots, we see hints of the fundamental challenge that robots will face when they have self-awareness in a network.  All those independent robot agents have their own choices too.  Choice is hard.  Aware robots can no longer merely follow orders.  They want to contribute to decisions. They develop qualms and concerns. All of a sudden that massive computing power gets to deal with existential questions. When the robots get to make their own self-aware decisions, they need to deal with questions of ethics, engagement, purpose and meaning.  

I worry less about a singularity and smart, self-aware networks of robots. Human chaos & innovation proves very adept at overcoming robotic command and control. Rather than an alien threat, aware robots may well be far similar to us than we expect.  I can’t wait to see robots working alongside us helping us grapple with challenges of working in networks, making decisions, meaning & purpose.

That massive networked intelligence might just be useful. Or we could start to better use our networks of human intelligence

The Season for Giving

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Christmas is the season for giving.  A time when we celebrate sharing with others. 

Here’s my gift to you:

You have extraordinary potential and you share an even greater potential with the rest of the people in your organisation.

Ok, you might be a tad disappointed. I’ll admit the gift is a little used. I am only giving you back something you already own, but it is one of the most important things you possess.  This potential is misplaced too easily in the hurly burly of daily work. I found yours waiting for you in a desk drawer.

Take back the gift of your potential

You do what you do for a purpose.  Your potential is how you will achieve your personal purpose.

Unshackle yourself. Leverage the roles you can play.  Let go of the thoughts, the doubts and the risks holding you back. Ask yourself new questions. Invest in your networks, your capabilities and your learning. Build your influence.

Help others take back the gift of potential

Unshackle your organisation. Leverage its capabilities and potential. Embrace a little chaos, a little humanity and the power of networks.  You are together for a reason. If you didn’t believe in the potential of the people and the purpose you pursue together, you wouldn’t be there.

Let people show you what they can do as they take risks, take up new roles, network and create amazing new capabilities together.  Build that community of potential and the understanding of common purpose. Invest in helping others to do more, to learn and realise their potential too. Experiment and adapt.

Used well this gift of your potential and your organisation’s potential is what is going to make 2014 a very special year.

Merry Christmas.  I hope you use the gift.  Sorry I didn’t have more elegant wrapping.

Obstacles are the work

Is it really December?  Businesses and schools are winding down for the summer break. The cricket has started. Christmas is rapidly approaching.  With that comes a quick close to 2013.

2013 has been a year of adventures, obstacles and challenges. More than anything else it has been a year of new momentum. I could not be more excited by the incredible opportunities that have arisen this year:

Embrace the Chaos and all its Obstacles

I was reflecting on all that has happened this year when Dany DeGrave tweeted yesterday about the need to maintain momentum in the face of obstacles:

Obstacles are the work. They show you have chosen to have an impact. They help us see our purpose. They provide the challenge and interest.

Obstacles are proof that your work matters to others. These challenges remind us that change is human and social. They encourage us to share knowledge with our networks, to work aloud and to pay attention to the knowledge moving around us.

Obstacles help us reflect on what matters. Pushback make us ask new or obvious questions.  An orderly progression of success can be quite tedious and generate its own doubts.  If success is that easy, are we missing something?

If there weren’t obstacles, our talents would not be required, we would not learn and not grow in the work. If there weren’t obstacles, we would not get the rewards of overcoming them.  If there weren’t obstacles, we would not have the joys of collaborating with others to move forward around over, under or through.

Your Obstacles. Your Momentum. Your Year.

So next time you are considering a year of obstacles, remember the hard work proves that you are on the right track. Obstacles are proof of your momentum.

I bought this poster at the midpoint of this year. It has been a reminder ever since that every year is my year.

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Every year is your year too. Move past challenges. Reflect on the successes.

Maintain momentum in doing whatever you need to do to make it your year. Your impact is up to you.

If you would like your own or other great posters, the source is The Poster List. 

5 Big Shifts – Chaos is Human

When you connect many people, you are reminded of a very human form of chaos. Things just cease to happen in the orderly way that you might expect. It is human nature:

  • to seek purpose,
  • to connect and share knowledge with others
  • to seek to make a difference.

Once we are connected, these natural human needs begin to take over reshaping efforts to structure relationships. 

Efforts to Control Chaos are Failing

So many of the ideologies and management approaches of human history have been efforts to control and shape these three natural human behaviours. They have been concerned to restrict their potential to drive change and create chaos. These ideologies rely on asymmetries of power and information to enforce their approaches.

Still solving problems of a pre-modern era, we still try to work against the grain of human behaviour:  

  • We seek to structure out the mess of human communication through silos, tools, meetings, formats which leads to a focus on the process over the conversation
  • We define teams, roles, hierarchies, discretion and decision rights with exacting detail down to the exact titles people can use to describe themselves and the social indicators in each role.
  • We specific processes in exacting detail in the hope that we can dictate exactly how that process will be best executed by each person in every case without discretion
  • We motivate people with top-down orders, objectives, rules, measurement, financial incentives and threats of exclusion  

Complexity, uncertainty and disruption are on the rise despite our best efforts. These techniques are increasingly seen to stifle innovation, to waste human potential and to frustrate motivation of vital talent.

Working with the Chaos

Human nature is not changing any time soon. Our technologies will continue to enhance our connection and opportunities for expression and collaboration. The potential for failure of traditional techniques will worsen with time.  

We need to work with human nature. Working with our human nature requires us to accept some fundamental shifts: 

  • Knowing to Learning:  We need to move from a view that experts have the stock of knowledge that they require. The model of knowing everything never worked. We need to embrace knowledge as a flow, constantly being enhanced, made relevant again and a part of a constant exercise of learning. 
  • Motivating to Inspiring: We need to engage around purpose and help people to see how they realise their goals and potential as part of collective activities and group goals.
  • Supervising to Enabling: Build people’s capability for more complex tasks rather than trying to simplify the tasks to make supervision, direction and measurement easier. Engage people in developing the ability to produce better outcomes that take them where they want to go.
  • Controlling to Engaging:  The role of leaders is not to direct but to shape the conversations to provide context for good decisions and ensure that all the stakeholders are appropriately engaged. Leaders also help the community agree the level of urgency for change and overcome change and collaboration barriers.
  • Inside-out to Outside-in: Understand the environment, community customer and other stakeholder views as you form your own. Create an organisation and people that engage with their communities. Be responsive.

Be human

Last week I attended the excellent Products are Hard conference. As excited as I was that a San Francisco event had chosen to run their first event in Melbourne, the day exceeded my expectations with the quality of the local and international speakers and the enthusiastic participation of the audience. After some reflection, here are lessons that I took away from the day:

Success is human: This was the biggest lesson of the day. We often lose the human factors in success in our focus on process, methodology, tools, organisation and technology. Again and again in the day, it was clear human factors are more important to product and startup success. Life is not as easy as a formula, because every team and group of customers differ. If products are hard, it is because people are unpredictable to satisfy, coordinate and influence.

Start with the team: Great products come from great teams. The first idea will be adapted by experimentation, feedback, competition and pivots. Only, a great team will embrace the chaos, have the agility and collaboration required.

CX+Engineering+Product: A great team has the best diverse skills that they can assemble- customer insight and design skills, technical skills to deliver and a broad business skill set to distribute and manage operations for the product. The team should be small (ideally start and stay at teams of 3), have great transparent open communication and not let their role define their contribution or structure of their collaboration.

Assign a customer problem: The best path to success is clarity and engagement. Give the team the autonomy to tackle a whole customer problem. Define value as widely as possible and allow your teams to focus on the whole of the customer problem

Ship, test and learn: Success can’t be predicted. Nobody has a perfect decision making track record. Great products are an evolution from test and learn experiments. You need to embrace this chaos and not cling to fixed ideas. Keep the tests small but gain the advantage of testing often with real customers. Real meaningful data from shipping to customers can focus decisions.

Don’t play safe: Amazing no-fail ideas fail. Tests fail. Teams fail. Businesses fail. The issue is not whether you fail; it is what you learn and how you do differently next time. Playing safe is slow. Protecting against failure builds overhead which slows delivery. The pace of attempts should be high.

Focus on value: Ideas don’t matter. Technology, tools & methodology don’t matter. Not all of the data matters. The best teams focus on results by focusing on the customer actions that create value. That means only doing things that drive value and not being confused by expectations or past patterns of success.

Most of all: If you have the passion of purpose and can share it with others, you don’t need to settle for a compromise existence or other proxies. It won’t become easy, but you will learn much and it will be fulfilling.

Career goals: A target or a compass

Do you have a medium term career goal?

Many people I meet proudly declare that they don’t have medium term career goals. In some cases, they haven’t thought ahead. Others like to take their chances on the opportunities that come. Often the reluctance to set a goal because life is unpredictable and they are anxious that a five year goal might become irrelevant, a constraint or worse a measure of failure.

I believe in setting goals. Goals motivate. Goals can sustain you on the bumpy journey. Goals help you build a plan for the future. I know I am lost without a goal.

A Career is not Archery

My goals are not a target that I aim to hit exactly.  My goals are specific enough to guide action and ensure I can be satisfied of achievement but open ended, like a John Hagel’s concept of a narrative.

Over a five year timeframe too much changes. Great opportunities arise in related areas. Digital disruption can easily wipe away a specific target.

Careers are hard enough to manage without feeling like a failure for missing some specific three to five-year away point.

A Career is Way Finding 

However, a goal can still set a direction and sustain motivation for the journey. A medium term career goal acts as a compass you carry around to shape what you do now. The goal can describe a broad type of role you want to reach years ahead. The sense of direction helps you plan development and make career choices. This goal also helps you align your purpose and your work today.

No career path is a straight as an arrow’s flight.  Careers ramble.  There are setbacks.  Opportunities arise quickly.  Skills need to be built in a diverse range of roles and some times your needs and ambitions change.

A Career needs a Direction

My medium term career goals act as a compass that help me work out what skills, experiences and relationships that I need to build to get to my destination.  The compass keeps me on course and shows how to return to the course when the path leads elsewhere.

The same compass also helps me decide what jobs to chase and which offers to decline. If something is not heading in the right general direction or contributing to the right development, I say no, no matter how much status or money is on offer.

If you don’t have career goals or they feel like a burden, swap the distant target for a compass that you use today.

You need something to help you get where you want to go.

Hack The Organisation: 6 Personal changes

The best way to change the future of work is to change how we interact.

The Responsive Organisation Manifesto recognizes that there are fundamental changes afoot in the nature of work and calls for action to make our organisations more purposeful, responsive, more engaging, more empowering, more networked, more mobile and more community oriented. Groups like Change Agents Worldwide are working to help organisations with services and solutions to navigate these big changes.

Hacking Organisations is Hard

There’s lots of enthusiasm for big change. Big change is hard. There is a lot yet to be worked out. The decision making processes take time. Experiments are required. Not all of us feel we have the power to make big change.

There are things we each can do now. In our control. Today.

Hack Yourself First

Organisations are made up of individuals. The pattern of interactions of those people determine purpose, processes, decisions, use of resources & ultimately culture. Changing these interactions is more important than changing roles, hierarchy and many of the other formal organisation trappings. There are too many companies that changed their hierarchy and found things still work the same way as ever.

We can each have an impact on the future of work by changing our own behaviours first. If we change our own interactions that contributes to change. View each new interaction as an experiment. Is it worthwhile enough to inspire others to copy it?

Six Personal Behaviour Hacks for a More Responsive Organisation

Here are some simple triggers of our common organizational life where we can adopt new responsive habits

  1. Discuss Purpose Upfront: Purpose is a critical aspect of intrinsic motivation and engagement. So why don’t we discuss it more? What’s the trigger for a purpose conversation: starting something new. Get connection to purpose clear at the start.
  2. Work Out Loud: I recently outlined a simple way to start working out loud by trying three new habits: Describe, Interact and Recognise. Give these new habits a go and discover the power of networks.
  3. Experiment.: Decision making is the engine of real power in organisations. Far too much is decided on the instincts of hierarchies. Next time you have a trigger of being asked for a decision, adopt a new habit of inviting those asking for a decision to conduct an experiment instead. If you need a decision from up the hierarchy, what experiment can you run to prove your case instead?
  4. Allocate Accountabilities for Outcomes, not Tasks: Next time you face the trigger of needing a job to be done, allocate the entire accountability for the outcome to a team or to an individual. If you are being given a task, ask for accountability for the whole outcome. Let accountability surprise you as to how best the outcome be achieved.
  5. Coach: Dan Pontefract recently highlighted coaching was a requirement of connected leaders. Start to ask, assist and build capability when you feel the trigger of a need to direct or answer. If you aren’t being coached to success, ask for it.
  6. Measure Outcomes: Measuring performance is not about task completion. Measure outcomes achieved for the individual, organisation, customers and community. Measure impact and value created. Give people the greatest flexibility to deliver the right outcome for themselves, customers and the community. Next time you are coaching someone or being coached, frame the conversation in these terms.

These small changes can have a significant impact on the responsiveness of your work and your leadership. You might even inspire a movement of others to copy you.

These actions alone are not enough. What other hacks or changes can we make? Please post your thoughts in the comments

“The things to do are: the things that need doing: that you see need to be done, and that no one else seems to see need to be done. Then you will conceive your own way of doing that which needs to be done — that no one else has told you to do or how to do it. This will bring out the real you that often gets buried inside a character that has acquired a superficial array of behaviors induced or imposed by others on the individual.”

– R. Buckminster Fuller

http://www.swiss-miss.com/2013/09/the-things-to-do.html