Category Archives: Community

  • 17
    Mar 24
  • 1

Diving Deeper Into Digital Transformation

Category:Collaboration,Community,Context,Edges,Emotions,Exploration,Fear,Future,Growth,Institutional Innovation,Leadership,Learning,Opportunity,Passion,Potential,Small moves,Strategy,Transformation

Digital transformation has become a business buzzword. Everyone is talking about it, but there is a significant missed opportunity. To understand the missed opportunity, we first need to understand the context of the world we live in.

The Big Shift

Long-term forces are re-shaping our global economy and society in profound ways. I have done a lot of research on the Big Shift. It has many dimensions – one of them is the creation of exponentially expanding opportunities. We can create far more value with far less resources and far more quickly than would have been imaginable a few decades. But to do this, we will need to embrace broad business transformation.

From digital transformation to business transformation

Here’s the first problem. Virtually every large, traditional organization has a digital transformation program, but when you probe into what the program is doing, it turns out that virtually all of these programs are focused on applying digital technology so that the organization can do what it has always done, but just faster and cheaper.

Increased business efficiency may be helpful, but it is not business transformation. Business transformation starts with asking the most basic question of all – what fundamentally different business should we be seeking to become?

To answer this question, I strongly recommend that leaders adopt a very different approach to strategy, something I call the Zoom Out/Zoom In approach to strategy. This approach has many benefits, but one of them is that it takes leadership out of their comfort zone, and forces them to look for small moves, smartly made that they can pursue in the short-term to begin their journey to much more profound business transformation.

If we’re serious about pursuing exponentially expanding opportunities, everything in the business will need to change. We’ll need to shift from an institutional model of scalable efficiency to scalable learning. We’ll need to redefine work for everyone in the organization so that people are no longer performing tightly specified, highly standardized tasks and instead are focused on addressing unseen opportunities and problems to create more value. We’ll need to redesign our work environments so that they can support this new form of work. We’ll need to adopt different approaches to growth – rather than focusing on make versus buy as the two key growth options, we’ll need to embrace leveraged growth where the focus is on connecting our customers with a broader range of third parties that can help to address their unmet needs.

That’s profound change in all aspects of our current businesses. What are the barriers and obstacles to overcome? Based on my experience in helping leaders to pursue business transformation, I have only one piece of advice – never, ever under-estimate the power of the immune system and antibodies that exist in every large, traditional organization and which will mobilize at the slightest indication of change to resist that change.

These people are not evil people. They are very well-intentioned, but they are driven by the emotion of fear. They have become very risk averse and believe that the best way to succeed is to continue doing what has always been done to create value.

From business transformation to emotional transformation

To address this barrier and obstacle to business transformation, we need to dive deeper into another level of transformation – emotional transformation. How do we move beyond the emotion of fear to cultivate other emotions that will help us to have more impact that is meaningful to us? That’s the focus of my latest book – The Journey Beyond Fear. I wrote the book because I saw fear becoming more and more prevalent as an emotion around the world.

A key reason for the spread of fear is mounting performance pressure that is also generated by the Big Shift – competition intensifying on a global scale, pace of change accelerating and extreme, disruptive events emerging more frequently. While understandable, this emotion is also very limiting – people who are driven by fear can’t even see the exponential opportunities emerging in the future, much less have the motivation to pursue them.

How do we overcome this fear? We need to find and draw out a very specific form of passion – the passion of the explorer – that resides within all of us and is waiting to be drawn out.

It turns out that the Zoom Out/Zoom In approach to strategy can be very powerful in moving us beyond fear. It focuses people on a really big and inspiring opportunity 10-20 years from now and quickly provides evidence of progress towards that opportunity in the next 6-12 months to help overcome skepticism.

To make the journey beyond fear we also need to cultivate new leadership models – shifting from an expert model where the leader has the answer to all the questions to the explorer model where the leader is focused on sharing inspiring questions and asking for help in coming up with answers.

We also need to adopt different approaches to transformation. Rather than pursuing top down, big bang approaches that draw out the immune system, we should focus on scaling an edge that can become the new core of the business and will embrace all the changes required to pursue exponential opportunities.

Bottom line

Digital technology is a significant catalyst for the need for transformation, but we need to avoid becoming focused too narrowly on digital transformation. Instead, we need to dive deeper into business transformation and then recognize that will require an even deeper dive to a third level – emotional transformation.

This is a huge opportunity. It can help us to move from mounting performance pressure to exponentially expanding opportunity. It’s not just an opportunity – it’s an imperative given the rapidly changing world around us.

I am an optimist. I believe that we can and will move beyond the caterpillars that we are today, focused on just finding ways to move faster. Instead, we will all become butterflies in a thriving world.

  • 12
    Jan 24
  • 1

The Paradox of Progress

Category:Collaboration,Community,Connections,Growth,Learning,Opportunity,Paradox,Potential,Trust

Progress can be elusive, even though we have experienced progress on so many dimensions for centuries. One of the reasons progress is so elusive is it requires us to embrace paradox. If we embrace paradox, we have the potential to accelerate and expand progress in unforeseen ways.

What do I mean by paradox? There are endless paradoxes to be addressed, but here I will focus on two. First, we as humans are all unique and all the same. Second, when we interact with each other, we need to both compete and collaborate.

Humans are unique and the same

Well, which is it? Both! There’s one school of thought that celebrates our unique individuality – we were all born with different attributes, we have lived in different environments, and we have evolved a complexity of being that would be challenging to replicate.

Another school of thought emphasizes that all humans are alike and share common attributes. We all seek to be treated with respect, we all have certain basic rights, and we all have certain basic material needs, like food and water.

There’s another perspective that focuses on the importance of diverse groups defined by gender, ethnic origins, age, or other attributes. From this perspective, individuals within groups are similar to each other, but the groups are unique in possessing certain attributes that are not shared by other groups, and that is ultimately what is most important.

We need to embrace all these perspectives. Imagine how much we could accomplish when we come together, driven by our common attributes, and unleash our uniqueness as individuals and as members of diverse groups to explore new approaches to achieving much greater progress.

We need to both compete and collaborate

How can we compete and collaborate? Isn’t it one or the other? No, it’s both.

Competition is a powerful driver of progress because it motivates participants to develop new and powerful ways to achieve more impact that is meaningful to others. In a competitive environment, speed is imperative, so there is a race to come up with better answers faster. Even more fundamentally, competition spurs many to come up with new and meaningful questions that no one has asked before, so that they can pursue different paths that will deliver much greater impact.

Competition is powerful, but collaboration makes it even more effective on so many levels. Think about it. If every individual competes with every other individual, the individuals each have access to limited talent and resources. If individuals come together and collaborate so that they can compete more effectively with others, they will create much more value more quickly than they ever could alone.

Collaboration works because humans are both unique and the same. We can come together because we share certain attributes that help us to build trust with each other. But collaboration also produces more value because we are all unique and can contribute different perspectives and ideas to evolve our approaches in addressing both opportunities and challenges.

Of course, individuals can come together and collaborate within a single organization, but collaboration extends well beyond that. Increasingly, our economy and society are being shaped by ecosystems that bring together many diverse organizations and individuals, so that they can leverage each other’s talents and resources far beyond any individual organization or group.

And collaboration is even more fundamental. Competition works best if there is broad agreement regarding the rules to govern competition so that it does not lead to harmful activity – that requires significant collaboration, ultimately on a global scale. In this context, the collaboration that works best is bottom-up, voluntary collaboration. Without this form of collaboration, competition can quickly become dysfunctional and destructive.

Competition also works much better if there are grassroots initiatives that bring people together to provide mutual aid in times of distress. This provides a safety cushion to ensure that everyone gets their most basic needs met, even when they confront unexpected challenges and difficulties. If these kinds of mutual aid initiatives are in place, we will be motivated to take more risk in exploring new ways to compete and deliver more value.

If anyone is doubtful about the mutually reinforcing effects of competition and collaboration, I would encourage you to visit Silicon Valley. Sociologists have studied the continued success of this region over decades and one factor they have highlighted is a culture that fosters both competition and collaboration.

Bottom line

We are becoming increasingly polarized as we seek to escape paradox. We are either extreme individualists embracing our uniqueness or extreme collectivists embracing our common needs and attributes. We are either avid free market advocates who champion competition as the way forward or we are advocates of alternative arrangements that seek to eliminate competition in favor of collaboration.

This polarization is a major barrier to progress. Until we embrace the paradox of progress and recognize that apparently contradictory approaches and values need to be woven together to create a better and more prosperous society, we will not unleash the progress that we all aspire to see.

We need to come together because we are so different, but have so many similarities. Competing with each other only works when we learn how to embrace collaboration. There’s so much potential to be unlocked when we see the power of paradox.

  • 07
    Dec 23
  • 0

Expanding Our Horizons

Category:Collaboration,Community,Connections,Future,Growth,Opportunity,Potential

First, it was the oceans.

Then, it was the forests.

More recently, it became the cities.

Our evolutionary path

Has been long and winding.

Over millennia,

It has brought us closer together,

But we also remain deeply connected

With our homes of the past.

We will only thrive

When all our homes flourish.

Let’s expand our horizons

And imagine what is possible

When we connect

Across all our homes

In even richer ways

That nourish all the participants

And spawn even more participants.

Fertility and longevity

Will enrich all of us.

  • 25
    Jun 23
  • 3

Authors Shaping My Journey

Category:Collaboration,Community,Connections,Context,Emotions,Exploration,Fear,Growth,Learning,Opportunity,Potential,Trust

I’ve often been asked what authors have most influenced me. There are so many that I find that question overwhelming. However, I’m going to focus in this post on four authors who, when woven together, form a tapestry that has shaped my thinking for decades.

Carlota Perez – A unique period of history

Carlota has taught at many universities and in 2002 wrote an eye-opening book, Technological Revolutions and Financial Capital. She looked back in history over several centuries and studied five technological revolutions, including the steam engine, electricity and the automobile. At the risk of over-simplifying her perspective, she found that each technological revolution followed a similar pattern. It started with a burst of innovation in one or more core technologies that led to significant performance improvement, but then the performance improvement leveled off fairly quickly. That set the stage for another burst of innovation in the infrastructures required to deliver the technology to the economy and society but, then again, the performance improvement of the infrastructures leveled off fairly quickly. That then set the stage for everyone in the economy to figure out how to adapt to the change and get the most value from the technology.

While she included digital technology as one of her technological revolutions, she under-estimated the extent to which digital technology has deviated from the pattern of earlier technology revolutions. Rather than quickly leveling off in performance improvement, both the core technology and the infrastructures required to deliver that technology to the economy have continued to improve exponentially in performance improvement.

This analysis led me to see that we are in a very different era from any other in history, one that is catalyzing exponential change over an unknown number of decades. This creates both a significant challenge and opportunity, as we strive to find ways to create more and more value from the exponential changes playing out around us.

Jane Jacobs – Cities as a catalyst for economic growth

Jane was a prolific author, starting with her classic work, The Death and Life of Great American Cities, in 1961. Throughout her many books, Jane argued that cities were a key catalyst of economic growth. She inspired quite a bit of controversy by her perspective that top-down urban planning was actually a hindrance to economic growth. Her view was that the potential of cities could only be unleashed through bottom-up organic growth. She argued that the growth and prosperity of cities resulted from a growing diversity of innovators and entrepreneurs who were drawn to cities because of their ability to connect and scale their efforts. The diversity and density of these initiatives has led to the kind of growth and prosperity that we see in ecosystems in nature.

Jane’s perspective led me to more deeply appreciate the role of cities in economic growth around the world. We can accomplish so much more if we come together with many others. But we need to evolve our cities through interactions at the local level, rather than relying on urban planning “experts” to determine what is best for us.

Annalee Saxenian – Cultures as a catalyst for growth within regions

Annalee is a professor at Berkeley who wrote an inspiring book in 1994 – Regional Advantage. She was intrigued by the differing trajectories of two major digital technology centers from the 1970’s in the US – Route 128 around Boston and Silicon Valley. While both began as major technology centers, over several decades Silicon Valley maintained a significant leadership in innovation in digital technology while Route 128 declined in importance. What explained this divergence in trajectories?

Annalee assembles convincing evidence that a major factor in the different paths of these two regions was the very different cultures that dominated each region. In Route 128, economic activity was dominated by a few large vertically integrated companies where employees went to work for their entire careers and rarely interacted with people outside their company. In contrast, Silicon Valley developed a culture where employees transitioning from one company to another every few years was not only accepted, but expected. Also, people often came together outside their companies with people from other companies and they were motivated to ask for help in addressing really challenging problems. The result was a culture that fostered widespread collaboration and collective learning.

Annalee’s research inspired me to see that people coming together in certain areas can unleash much greater innovation and growth if they adopt a culture that fosters connection and learning among a growing number of people. It’s not just enough for people to be together in the same area. They need to reach out and build relationships in ways that will help them to learn faster.

Carol Dweck – Mindsets as a catalyst for growth

Carol is a professor at Stanford University and in 2006 published an extraordinary book – Mindset. The book suggests that people can be placed on a continuum of beliefs ranging from a fixed mindset to a growth mindset. People with a fixed mindset tend to believe that they have been given a fixed set of abilities, intelligence, and talents. At the other end of the spectrum, people with a growth mindset believe their talents and abilities can always be further developed through effort and persistence.

These are fundamental beliefs that shape one’s view of oneself and of the world around us. People with a fixed mindset tend to adopt a “win/lose” view of the world with constant competition to see who can capture the most for themselves. People with a growth mindset see the potential for continued growth of performance by everyone. They will be much more motivated to come together and help each other to draw out more and more of their potential.

The good news is that Carol believes that we can evolve our mindsets. If we develop a fixed mindset in our early childhood, we can shift into a growth mindset over time, but we need to make a conscious effort to do that.

Weaving the tapestry

While these authors address a widely different array of topics, I find that their perspectives weave together in a powerful way. Carlota Perez sets the stage by looking at history and helping us to see how different the current stage of technological innovation is from many previous eras. Digital technology has launched a period of exponential change that continues to unfold and will likely shape many decades ahead. In a world of exponential change, thriving and flourishing will depend on finding ways to learn faster. Exponential change also means that we need to shift our focus from learning the form of sharing existing knowledge, which is becoming obsolete at an accelerating rate, to learning in the form of creating entirely new knowledge as we confront new situations never encountered before. So, how do we do that?

This is where Jane Jacobs comes in. She focuses our attention on the role of cities in bringing us together and the power of geographic connection in helping to drive greater innovation and learning.

But then it is Annalee Saxenian’s turn to remind us that culture shapes how people connect. It’s not enough for people to be in the geographic area – they need to embrace cultures that will encourage them to connect and build deeper, trust-based relationships so that they can express vulnerability and ask for help in addressing really challenging questions.

And, of course, we then need to turn to Carol Dweck who shifts our attention to the beliefs about ourselves that shape our choices and actions, and the kinds of relationships we will build with others. If we don’t have a growth mindset, we are very unlikely to build the deeper, trust-based relationships that can unleash the potential of living closer together in urban areas. As a result, we’ll be unlikely to unleash to exponential potential that can come from learning faster in an exponentially changing environment.

But, is that all there is? As those who follow me will recall, I’ve come to believe that heartset is even more fundamental than mindset and will help to shape the mindsets that guide us. We need to focus on the emotions that are shaping our choices and actions. That’s what led me to write my latest book, The Journey Beyond Fear.

A coincidence?

Here’s an interesting observation. All four authors that have had a profound influence on my view of the world are women. Is that just a coincidence?

I don’t believe so. I believe it’s an interesting indicator of the profound differences that define the feminine archetype and the masculine archetype in our societies around the world, something that I have explored here. Women who represent the feminine archetype are much more likely to focus on deeper, long-term relationships, adopt a holistic approach to understand the world around us, and embrace change as a powerful catalyst for growth and learning. These four authors, each in their own way, demonstrate the feminine archetype in action. I am very grateful for their insights and different perspectives from the “conventional wisdom” of the masculine archetype that rules much of our world.

Bottom line

We live in an exponentially changing world that unleashes the potential for exponential learning. But, to address that potential, we need to come together and build much deeper, trust-based relationships. And to do that, we need to embrace a growth mindset where we see extraordinary potential that we can all cultivate that will help us to achieve much greater impact that is meaningful to us, and to others. This will require us to challenge and change many of the beliefs and practices that have guided our behavior in the past. Most fundamentally, we need to address and overcome the emotion of fear that motivates us to resist change and distance ourselves from others.

  • 23
    Dec 22
  • 4

The Present Is a Present

Category:Community,Connections,Growth,Opportunity,Poem,Potential

During this holiday season,

We are showered with gifts.

But gifts are things.

Gifts can distract us

From a present that really matters.

Let’s never forget

That our present

That matters the most

Is the present.

We are so lucky to be in the present.

Without the present,

Nothing matters.

The present has so much to offer.

Yet, we are too often distracted

By what happened in the past

Or what might happen in the future.

We need to spend more time in the present

And savor all that it has to offer us now.

The present can also be shared with others,

Making it much richer for all.

We should also never forget

That the present

Is a time when we can act

And make the present even richer

For us and for others.

If we act with others in the present,

The present can grow

In ways that we never imagined.

The present is a present

That keeps on giving.

Let’s be grateful.

  • 20
    Nov 22
  • 1

The Metapsychology of the Metaverse

Category:Collaboration,Community,Connections,Context,Emotions,Exploration,Fear,Future,Learning,Narratives,Opportunity,Passion,Potential,Uncategorized

The metaverse is consuming conversations about technology these days. But, what is it? And, is it something we should welcome?

What is the metaverse?

I can’t pretend to offer a definitive definition of the metaverse – I certainly haven’t been able to find one. It’s one of my concerns in all this talk about the metaverse – many different definitions seem to be floating around so it’s not clear what we are talking about.

My best guess about what most people mean when they talk about the metaverse is that it is an immersive and persistent three-dimensional virtual realm, shared with many users, that brings together virtually enhanced physical and digital reality. It integrates many different technologies, including augmented reality, the Internet of things, virtual reality, and blockchain. Blockchain provides an opportunity to use cryptocurrencies and NFT’s to create a fully functional virtual economy in the metaverse where you can buy and sell any virtual asset.

The metaverse can have a significant game component, where participants compete to achieve certain goals and win prizes for their efforts. In fact, I would suggest that the video game world is rapidly evolving into the metaverse and may lead the way for other metaverse initiatives. However, the metaverse can be much more than a game.

The term “Metaverse” was first coined by the great science fiction author, Neal Stephenson in his book, Snow Crash, published 30 years ago. If you haven’t read it, I highly recommend it. In this book, Stephenson basically presents the metaverse as a virtual reality-based Internet populated by user-controlled avatars.

So, if this is what the metaverse is, is it good or evil? Well, the answer is – it depends. Like most technology, it’s not good or evil in itself. It all depends on how we use it.

The evil side of the metaverse

In a world that’s increasingly dominated by fear (see my book, The Journey Beyond Fear), there’s a significant risk that the metaverse will evolve in ways that limit our potential as humans, rather than expand it. What do I mean by that?

The metaverse is an artificial world that can provide an escape for those who are finding the real world very scary or limiting. If we’re driven by fear, it can draw us out of the real world and offer us a place to hide. If we’re consumed by boredom, it can provide us with an irresistible opportunity for excitement.

Temporary relief may be OK, but the metaverse can be designed to be addictive. Participants will find themselves spending more and more time in the metaverse, leaving the real world behind. Of course, for many metaverse designers, that’s what they’re seeking – make the metaverse an all-consuming experience.

The good side of the metaverse

While understandable, that misses the real opportunity of the metaverse. The metaverse can become a launchpad for all of us to achieve much more of our potential in the real world, but that will require a very different design of the virtual worlds we’re creating.

It requires a fundamental shift in focus in how to measure success. If the metaverse is designed to be an escape, the measure of success is how much time participants spend in the metaverse. If it’s a launchpad for impact in the real world, the measure of success is how participants are increasing their impact in the real world as a result of participating in the metaverse.

How could the metaverse help participants to increase their impact in the real world? It could begin by embodying the core elements of what I describe as opportunity-based narratives – a really big and inspiring opportunity out in the future and a call to action to address the opportunity. While the metaverse can present the opportunity in the virtual world, it would need to be clear that the opportunity exists in the real world as well, and help to motivate participants to pursue that opportunity there. Similarly, while the metaverse could provide an environment for action to pursue the opportunity in the virtual world, participants would need to understand that the real potential for impact is in the real world.

To help people address these opportunities, the metaverse could provide ways for people who are inspired by these opportunities to come together and discuss approaches that would have the greatest potential for impact in addressing these opportunities. These groups might even become what I call “impact groups.”

But it wouldn’t be just about discussion. In the metaverse, participants would be encouraged to take action. Initially, that action might be in the virtual world of the metaverse where it could be pursued perhaps more quickly and with less risk and more rapid feedback than in the real world. But, once again, participants would need to understand that this is simply a vehicle for learning how to have more impact in pursuing the opportunity in the real world. Designed appropriately, the metaverse could become a powerful learning platform that helps participants to learn faster through action together.

In short, the metaverse could become a vehicle for helping participants to overcome fear and boredom that they may be experiencing in the real world. It could do this by providing participants with the tools and connections that can help them address some very large and inspiring opportunities in the real world. Rather than providing an escape from the real world, the metaverse could motivate participants to return to the real world, excited about the potential to have much greater impact that is meaningful to them. Of course, they would regularly return to the metaverse to connect with more people and find ways to have even greater impact.

Metapsychology

So, why did I include metapsychology in the title of this blog? Of course, one reason was that it blended so well with metaverse. I may be using the term inappropriately, but it struck me that there’s an opportunity to explore the relationship between psychology and the metaverse.

In particular, it highlights the importance of understanding much more deeply how different design approaches to the metaverse could shape or influence the psychology of its participants. It’s also important to explore the relationship between the psychology of participants in the real world and in virtual worlds.

My view of the untapped opportunity is how the metaverse can help more and more people on the journey beyond fear and boredom. It can help to draw out hope and excitement in the real world that will motivate all of us to achieve much more of our potential.

Of course, we need to be careful about manipulation of emotions. From my perspective, manipulation occurs when we create environments or contexts that draw out certain emotions that are not in the best interest of the participants, but serve the interests of those who are creating the environments. In contrast, I am focusing on creating environments that will draw out emotions that we all as human beings have a hunger for – hope and excitement about an opportunity to have more impact in the real world that is meaningful to us and to others.

That’s ultimately where the money is. Many organizations seek to manipulate the emotions of others in order to serve their own interests. That may work in the short-term, but the key to generating long-term revenue and benefit comes from cultivating emotions that help us to achieve more of our potential.

Bottom line.

Like all technology, the metaverse can be used for good or evil. It’s up to us. As an optimist, I see the opportunity for enormous positive impact from the metaverse, but I’m concerned that there are strong incentives for metaverse designers to provide escape vehicles for participants and reduce the potential for positive growth in the real world. Once again, it’s up to us. How can we create more incentives for metaverse designers to provide us with launchpads in addressing very large opportunities in the real world?

  • 05
    Sep 22
  • 0

Shaping Serendipity with Narratives

Category:Collaboration,Community,Connections,Emotions,Fear,Future,Learning,Narratives,Opportunity,Passion,Potential,Serendipity,Trust

I have long challenged our conventional view of serendipity. I believe that those who master the art of serendipity will ultimately achieve much more of their potential and create value that is meaningful to them and others. But it won’t be easy. It will require us to move beyond our comfort zone and embrace new approaches.

Shaping serendipity

Most of us believe that serendipity is something that just happens and that all we can do is be prepared for it when it does happen. I devoted an entire chapter in my book on The Power of Pull to the opportunity that we have to shape serendipity – we can, through our actions, significantly increase the probability of it happening.

What are some examples? If you live in a small village, the likelihood of serendipity is much lower than if you move to a large city. If you’re booked from early morning to late in the evening with meetings with people that you already know, you’re much less likely to run into someone that you didn’t know and who could provide real insight into an issue you are addressing. The choices we make on a daily basis can significantly alter the probability of those unexpected encounters.

I can’t resist tying this to my new book – The Journey Beyond Fear. In that book, I discuss how fear is becoming the dominant emotion among people around the world. If we’re driven by fear, we tend to isolate or hang out with people we already know – we’re very reluctant to meet people we don’t know.

Serendipity matters

So why does this matter? Well, it turns out that serendipity is becoming more and more essential for success. As I’ve discussed in my research on the Big Shift, we live in a world of accelerating change and intensifying competition.

In this Big Shift world, we need to accelerate our learning, especially learning in the form of creating new knowledge, as we confront situations that have never been encountered before. One of the best ways to pursue this form of learning is to seek serendipity – encountering people who can provide unexpected insight into some of the challenges we are confronting.

Narratives as a catalyst for serendipity 

So, how do we do that? There are many ways, as I discussed in my book on The Power of Pull. In this post, I’m going to focus on an approach that I have come to believe is particularly powerful and yet rarely used. It involves the use of narratives which I discuss in more detail in my new book, The Journey Beyond Fear.

Most people view stories and narratives as meaning the same thing. I make an important distinction. For me, stories are self-contained. They have a beginning, a middle and an end – the end, the story is over. And stories are about the story-teller or some people, real or imagined. They’re not about you.

In contrast, for me, narratives are open-ended – there is no resolution yet. There is some kind of big threat or opportunity out in the future. It’s not clear whether it will materialize or not. And the resolution of the narrative hinges on you – it’s a call to action to those who are hearing the narrative. Their choice and actions will help to determine how the narrative plays out.

Opportunity-based narratives can be powerful catalysts for serendipity on two levels. First, they focus on a really, big inspiring opportunity that can help people more beyond fear and cultivate the passion that will take them beyond their comfort zone as they seek to address the opportunity. Second, these narratives have a call to action that motivates people to take action, including seeking out and connecting with others who share their excitement about the opportunity to be addressed. These are often people they have never met before.

Personal narratives

In The Journey Beyond Fear, I explore how narratives can be crafted at multiple levels – personal, institutional, geographical and movements. Let’s start with personal narratives. We all have a personal narrative that is shaping our choices and actions. Unfortunately, more and more of us are consumed by threat-based narratives, viewing the future as very threatening and feeding the emotion of fear. As a result, we often do not have a call to action to others – with fear, we tend to lose trust in others and isolate ourselves.

Imagine what we could accomplish if we found a way to craft an opportunity-based personal narrative – a narrative is shaped by some really big and inspiring opportunity in the future that could help us to achieve much greater impact that is meaningful to us. That opportunity could help us overcome our fear and realize that the opportunity is not just for us – it’s an opportunity that many could share. It would motivate us to spread the word about the opportunity and seek help from others in addressing the opportunity. As word spreads, the likelihood of serendipity increases. People we never knew will seek us out, excited about the ability to come together and pursue a shared opportunity.

Geographical narratives

(I’ll leave institutional narratives and movement narratives for another time.) I believe that geographies – cities, regions and countries – can craft inspiring opportunity-based narratives that will increase serendipity. What’s the evidence for that? Well, cities like Athens, Florence and Vienna have harnessed that potential (see more in The Journey Beyond Fear). For now, let me focus on where I live.

I’ve been in Silicon Valley for many decades and people often ask me how to explain the continued success of Silicon Valley. Others would focus on things like the universities and venture capital firms. I believe the success of Silicon Valley has ultimately been driven by a powerful opportunity-based narrative. At a high level, it focuses on the opportunity to change the world by harnessing the exponential potential of digital technology, but the call to action is that you need to come to Silicon Valley to help address this opportunity. It’s the reason why the majority of successful entrepreneurs in Silicon Valley were not even born in the US, much less Silicon Valley. They were drawn from all over the world by the inspiring opportunity-based narrative.

Once they came here, serendipity was unleashed. These people were continually running into other people at gatherings and on the street that they never knew before. And because they were so passionate about the opportunity that drew them here, they would quickly begin discussing a challenge that they did not yet know how to address and asking for help and advice. Serendipity sizzles in Silicon Valley. And it can sizzle in any geography that inspires people to come together to address a really big opportunity.

Unleashing the power of narratives

Narratives have enormous potential but we only unleash that potential if we craft our narratives in certain ways. As I’ve already indicated, we need to shift from threat-based to opportunity-based narratives that can help all of us to overcome our fears and our tendency to isolate as we lose trust in others. The opportunities need to be really big opportunities that will take some time to achieve and that will require the effort of many people who can share in the opportunity (ideally, the opportunity will become even bigger as more people come together).

We also need to make an effort to spread the word about the opportunity and encourage people to come together to address the opportunity. We need to find ways to reach people that we don’t know. Word of mouth can help, but writing and speaking about the opportunity to large groups of people can be even more helpful in attracting people we don’t know (dare I mention social media as one important avenue?).

Bottom line

In a rapidly changing world, serendipity becomes more and more central to success, given its power to generate new insight that we would have never had on our own. We have the ability to significantly improve the likelihood of serendipity. One powerful (and largely untapped) approach that can help in this quest for serendipity is the crafting of inspiring opportunity-based narratives with a call to action to a broad audience.

If we get this right, we can turn the mounting performance pressure of the Big Shift into exponentially expanding opportunity. We are now able to create far more value with far less resources and far more quickly than ever before. Let’s get started!

  • 31
    Jan 22
  • 0

Increase the Power of Your Narratives

Category:Collaboration,Community,Connections,Emotions,Fear,Movements,Narratives,Opportunity,Passion,Small moves

I’ve written a lot about the untapped power of narratives, including in my new book, The Journey Beyond Fear. But, what are the specific elements that contribute to that power? I’ve been participating in the development of quite a few narratives, and it’s led me to focus on four elements that will make or break a narrative.

Stories and narratives

Let me start, though, by reminding everyone what I mean by narrative. Those who have been following me will remember that I make an important distinction between stories and narratives, even though most people view them as the same thing.

For me, stories are self-contained – they have a beginning, a middle and an end. Stories are also about the storyteller or about some other people, real or imagined, but they’re not about the people in the audience.

In contrast, for me, narratives are open-ended. They focus on a big threat or opportunity out in the future, but the threat or opportunity has not yet been achieved. The resolution of the narrative hinges on the people in the audience – it provides a call to action that will ultimately determine the outcome of the narrative.

As I discuss in greater detail in my book, narratives can play a powerful role at multiple levels, starting with us as individuals – we all have a personal narrative. But narratives can also have significant impact at the level of institutions, geographies (cities, regions and countries) and movements. The elements that I’m going to explore below apply to narratives at all these levels.

The four elements of a powerful narrative

As I indicated, narratives can focus on either a significant threat or opportunity in the future. Since I believe we are in great need of more opportunity-based narratives, I’m going to focus here on opportunity- based narratives. Based on my experience and research, the four elements that will determine the power of an opportunity-based narrative are:

  • Framing the opportunity
  • Identifying trends enabling the opportunity
  • Identifying obstacles and challenges that stand in the way of achieving the opportunity
  • Framing the call to action

Framing the opportunity

The foundation of an opportunity-based narrative is of course the opportunity itself. This is ultimately what will motivate people to come together and act for impact. For this reason, it is important to find an opportunity that really inspires and excites the people we are trying to reach – it should not just be something that is “rational” or supported by data. Finding this kind of opportunity requires a deep understanding of the people we are trying to reach so that we find an opportunity that is aligned with their aspirations. Of course, they may not yet be aware of the opportunity, but we should explore whether this opportunity would excite them, once they become aware of it.

Effective narratives focus on a very big opportunity that will require long-term effort by many to achieve. If the opportunity can be quickly achieved by a few people, it will not become the catalyst for large-scale action by a growing number of participants. What we need are narratives that can sustain us and excite us over a long period of time. Of course, that also implies that we should be able to make progress in addressing the opportunity relatively quickly so that we will be encouraged to continue on the journey together.

The opportunity framed by a narrative also needs to be a positive-sum opportunity. This means that the opportunity will expand as the number of participants expands. If an opportunity is fixed in its size and rewards, it will discourage more people from joining and collaborating with each other.

Identifying trends enabling the opportunity

One of the big risks with framing large, long-term opportunities is that it can generate a lot of skepticism, especially from those consumed by fear. For this reason, it’s important to be able to identify some long-term trends that suggest this opportunity is achievable, and not just a fantasy.

But there’s a balance that needs to be maintained. While these trends should reinforce our belief that the opportunity is achievable, they should not be viewed as making the opportunity inevitable. If the opportunity is inevitable, we will tend to become passive. Why would we need to act and take risks if the opportunity is going to emerge anyway?

Identifying obstacles and challenges

That leads to the third element of powerful narratives. Somewhat paradoxically, the strongest narratives are those that identify and assess significant obstacles and challenges that will make the opportunity difficult to achieve. This will underscore that significant effort will be required to address the opportunity identified by the narrative. We can’t just sit back and assume that the opportunity will emerge on its own.

This will also help to prevent early participants from becoming discouraged too quickly. If they’re expecting obstacles and challenges, they’ll be motivated to forge ahead and find ways to overcome the obstacles and challenges.

Framing the call to action

A call to action is a critical pillar of powerful narratives. The people addressed by the narrative need to be clear that the outcome depends on the action they take.

For this to be effective, another balance needs to be struck. The call to action needs to be high level enough that participants can improvise and adapt the action to their specific context, especially as unexpected situations emerge. On the other hand, the call to action needs to be specific enough that it can provide tangible direction to people regarding the kind of action that will be needed to achieve the opportunity.

The call to action also needs to be framed in a way that people can initially make small moves and begin to see progress in addressing the broader opportunity. If people believe that their action will not yield any positive results for decades, they’re much less likely to maintain their excitement on continuing the journey.

This increases the importance of focusing on impact, not just action. Effective narratives have a call to action where the progress can be measured and monitored. The call to action needs to be specific enough that it can help to define metrics that matter. This will help all participants to assess how much progress is being made and to reflect on how to achieve even greater impact. It will also give them encouragement when they can see the progress that is already being made.

Bottom line

Properly framed, opportunity-based narratives can be very powerful. At their most basic level, they excite people about coming together and acting to achieve a really inspiring and meaningful opportunity. It’s ultimately about moving people beyond fear to hope and excitement.

As with most things in life, it’s ultimately about balance. We must believe that the opportunity is achievable, but also that it will not materialize without concerted action because of roadblocks and challenges that stand in the way. We need to be able to take small steps, especially at the outset, but we also need to see how those small moves can set big things in motion.

  • 24
    Dec 21
  • 5

Seek the Gift

Category:Collaboration,Community,Connections,Exploration,Growth,Opportunity,Passion,Poem,Potential

Christmas

Is a time of

Giving

And receiving.

We should be grateful

For what we have received.

But let’s not just look around.

Let’s look within.

Our greatest gift is

The energy and spirit

Residing within us,

Waiting to be discovered

And unwrapped

And brought out

For others to see

And experience.

The greatest gift

We can give to ourselves

Is to seek

That energy and spirit

And nurture it,

Drawing it out,

To help us pursue

What is really meaningful.

If we do that,

We will offer

Ever expanding gifts

To those

Who mean so much

To us.

Our gift within us

Can be the gift

That keeps on giving.

The gift to us

Can become the gift

That we share

With others.

  • 07
    Jun 21
  • 5

Cultivating Emotions Through Learning Platforms

Category:Collaboration,Community,Connections,Emotions,Exploration,Fear,Growth,Learning,Small moves,Workgroups

My new book, The Journey Beyond Fear, covers a lot of ground, but perhaps the most speculative and also the most promising involves the untapped opportunity to deploy and participate in learning platforms. Learning platforms are very different from the platforms everyone talks about today and they  can play a key role in the journey beyond fear.

What are learning platforms?

Most of the platforms we know and talk about today fall into two categories: aggregation platforms and social platforms. Aggregation platforms focus on supporting two-party transactions. It could be buying and selling products and services (retail platforms) or accessing data (database platforms). These are all about facilitating short-term transactions.

Social platforms are focused on helping us to connect with and maintain relationships with family, friends and acquaintances. These platforms support long-term relationships across an increasingly complex web of participants.

Learning platforms are very different. I should clarify that when I talk about learning here, I am not talking about learning in the form of sharing existing knowledge. There are lots of platforms that provide access to a growing array of online courses and lectures – that’s all about sharing existing knowledge. These platforms fall into my category of aggregation platforms – they facilitate short-term transactions by connecting individuals with courses that might be of interest to them.

The learning platforms I’m excited about, involve learning in the form of creating new knowledge. This kind of knowledge can’t be created in a classroom or lecture hall. It is created through action – testing out new ideas and approaches, seeing what kind of impact they achieve and then evolving the ideas and approaches to generate even more impact.

I also suggest that creating significant new knowledge requires us to come together into small groups – something that I call “impact groups” ( a lot more on these in my book). No matter how smart and talented we might be as individuals, my experience suggests we will learn a lot faster and generate a lot more impact when we come together into small groups.

These groups are by necessity small – I suggest that they typically include between 3-15 participants, no more. These groups can learn a lot on their own, but they will learn even faster and generate more impact when they can connect with a growing number of other small groups in broader networks.

That’s what learning platforms are all about. Helping small groups to come together and create new knowledge by learning through action and reflecting on impact and connecting these small groups into growing networks.

Why learning platforms matter

So, why are learning platforms so important? Well, it starts with the Big Shift. As I’ve written about before, we are in the early stages of a profound transformation of our global economy and society shaped by a variety of long-term forces.

One key element of the Big Shift is the accelerating pace of change. As change accelerates, our existing knowledge becomes obsolete at a more and more rapid rate. This increases our need to learn in the form of creating new knowledge.

But it’s not just a need, it’s an opportunity. We can create far more impact that is meaningful to us when we learn faster. As I discuss in my book, those of us who have discovered our passion of the explorer are driven to learn faster because we are excited about the opportunity to have more and more impact in domains that matter to us. People pursuing this passion tend to come together into impact groups to help each other to learn faster and have more impact.

But their ability to learn faster is hampered by the absence of well-developed learning platforms. In some cases, they’ve cobbled together platforms that can help to connect their impact groups. In this context, I discuss the efforts of big wave surfers to connect through a variety of media and means to learn from others beyond those in their local surf break.

So, as we make the journey beyond fear and draw out the passion of the explorer that’s waiting to be discovered in all of us, we’ll feel an increasing need to participate in learning platforms so that we can scale our learning and impact. We’ll see a very exciting opportunity. That opportunity is to unleash network effects in our learning activity. The more connected we become in our shared quest for learning, the faster we will all learn. And it won’t just be a linear increase in learning – it will go exponential. Why would we ever pass up that opportunity?

But there’s more. Learning platforms can help to strengthen the emotions that will help all of us to move beyond fear. Even if we’ve found our passion of the explorer, participating in a learning platform with others who share our passion will deepen and strengthen that passion. That’s especially important in these times when most of the environments we live and work in are deeply suspicious of the passion of the explorer and actively seek to crush it. We need to seek out the support of others and offer them support in return.

And if we haven’t yet found our passion of the explorer, learning platforms can help us to find it and draw it out by presenting inspiring opportunities and making it easier to connect with others who are also inspired by those opportunities and wanting to learn through action. The more impact that can be achieved through acting together, the more energizing those opportunities become and many will develop a passion to pursue those opportunities.

Design elements of learning platforms

So, what do learning platforms look like? I go into much more depth on this in my new book, but I will give you a high level view so that you can see how different these are from the platforms that dominate our lives today.

First, the primary design goal of the platform is to help participants learn faster by acting together and receiving rapid feedback on the impact they are achieving. The core unit of the learning platform is the shared workspace that each impact group can use to determine what actions they are going to take and what impact they are seeking to achieve. These shared workspaces protect the privacy of the group participants as they come together to challenge and support each other.

But then there are broader discussion forums where participants from different impact groups can come together and ask questions about challenges they are facing and draw on the diverse experiences of a much broader range of participants. These discussions are archived and can be easily searched to see if earlier discussions might provide insight into a current challenge.

The platform would also provide directories so that participants can quickly and easily find other participants who might help them in addressing their questions. Reputation profiles based on the demonstrated ability to address challenges  would help in connecting the right people.

These learning platforms will be designed to provide rich and real-time feedback loops so that participants can quickly assess the impact that they are achieving. A key question for all participants will be to identify the metrics that matter as they embark on their quest to have more impact.

Why have learning platforms not yet been developed?

Platforms emerge in response to felt need. In a world dominated by fear, we seek platforms that can help us execute short-term transactions or build networks of relationships that help to reassure us that we are worthy of attention.

Very few people have found and cultivated their passion of the explorer where they are inspired by long-term opportunities to have more impact and where they are driven to learn faster together. And our institutions and communities have not yet embraced the need to learn faster by creating new knowledge.

But that’s all going to change. As many of you know, I am a strong proponent of “small moves, smartly made that can set big things in motion.” I believe there are enough of us with the passion to learn faster together and that we can start building platforms or evolving some existing platforms to address this unmet need. As other people begin to see what can be accomplished on these platforms, they will be drawn to them and find their passion of the explorer beginning to surface. It won’t happen overnight, but I believe learning platforms will begin to play a significant role in all aspects of our work and lives.

Bottom line

As my new book suggests, we all have the need and opportunity to embark on the journey beyond fear. We won’t eliminate fear, it will still be with us, but we can cultivate emotions like hope and excitement that will motivate us to move forward in spite of fear to achieve impact that is much more meaningful to us. As we cultivate those emotions, we will begin to discover the passion of the explorer that is patiently waiting within all of us. Learning platforms can help us to come together and achieve exponential impact. As that impact begins to become apparent, it will motivate more and more of us to make the journey beyond fear and venture onto these learning platforms. A virtuous cycle will be unleashed that will become unstoppable. Our journey will venture into terrain that has yet to be explored and we’ll achieve more and more of the potential that is within all of us.

NEW BOOK

(if you've read the book, click here)

My new book, The Journey Beyond Fear, starts with the observation that fear is becoming the dominant emotion for people around the world. While understandable, fear is also very limiting.

LEARN MORE
BUY NOW

The book explores a variety of approaches we can pursue to cultivate emotions of hope and excitement that will help us to move forward despite fear and achieve more of our potential. You can order the book at Amazon.

Subscribe to Edge Perspectives

Subscribe

* indicates required

Search

Recent Posts

Copyright 2020 John Hagel  Developed By Double Loop Marketing LLC