Category Archives: Emotions

  • 2

Far Beyond Fear

Category:Collaboration,Community,Connections,Emotions,Opportunity,Poem

Look far to overcome fear

And go far.

Fear shrinks our horizons,

Both in time and distance.

We become consumed

By the moment

And by what’s near us.

We lose perspective on

What’s ahead

And what’s in the world

Around us.

We need to

Expand our horizons.

If we look far enough ahead

We will see really big opportunities

If we look far enough around,

We will see many people who can help us

Achieve those opportunities

We’re not alone.

To look far

We need to look within.

Within, we will find

What we need.

We all have

A hunger for impact.

We all want to make a difference,

A big difference.

That will drive us to look far

And move far beyond our fear.


  • 3

Exploring the Pyramid of Trust

Category:Collaboration,Community,Connections,Creation Spaces,Emotions,Passion,Trust

 

Trust is eroding in all our institutions around the world. Most people are aware of the many surveys documenting this, but few have really explored why this trust is eroding, much less what we need to do to restore trust. We can easily get caught up in the headlines of the moment that offer graphic evidence of lack of trust, but we need to move beyond the headlines and probe deeper into what is going on across all institutions and all societies.

I’m going to suggest that we need to recognize that the foundations of trust are shifting and that we need to focus on building a new pyramid of trust. That pyramid of trust can help us to come together in ways that will enable all of us to flourish.

I’ve been writing about trust for quite a while. Almost 10 years ago, I came back to the topic in my blog “Resolving the Trust Paradox” and more recently I wrote a blog post on “Re-Building Trust in Our Institutions.” I won’t re-visit all of that here.

Setting some context

Let me start here with several observations from my earlier work that provide context for the trust framework that I’m going to share here.

Institutional disconnect. First, in the Big Shift that has been transforming our global economy for decades, it’s becoming increasingly apparent that there’s a growing disconnect between the way our institutions are run and the way our world is evolving. That’s a key driver of the erosion of trust – we intuitively see that growing disconnect and recognize that our institutions are less and less fit for the world they operate in.

Feeling fear. Second, as we see that growing disconnect, we understandably feel more fear. The institutions that we thought we could rely on are falling short in terms of addressing our needs. That feeds the fear, especially in a world of mounting performance pressure. And the more fear we feel, the less willing we become to trust others, which makes us even more fearful, setting into motion of vicious cycle of growing fear and loss of trust.

From skill to will. Third, the foundations of trust are shifting. In earlier days, trust was established by looking at the past. Trust was about demonstrated skill. Do the people have the right credentials and have they been able to reliably deliver as promised? In a more stable world, that was enough to build and maintain trust. The past was a reasonable indicator of future results.

No more. In a more rapidly changing and uncertain world, performance in the past is no longer a reliable indicator of performance in the future. Skills are becoming obsolete at an accelerating rate and, with new and unexpected situations emerging on a regular basis, new and very different outcomes may be required in the future.

In a rapidly changing and uncertain world, the basis of trust shifts from skill to will. Rather than looking to the past, we’re increasingly looking ahead to determine whether we can trust people and institutions. Do they have the will required to confront unexpected situations and find ways to deliver impact that matters to us, regardless of the unforeseen obstacles and barriers standing in their way? They may not have the necessary skills, expertise and resources today to address these obstacles and barriers, but we can be assured that they will do whatever is required to deliver the impact that matters to us.

That’s a high bar for trust. To meet that bar, we’ll need to focus on building a pyramid of trust. Let me explain.

To build deep trust with others, we’re going to have cultivate multiple layers of trust, with each layer building on the layer(s) underneath it.

The layers of the pyramid

Humility. At the base of the trust pyramid is humility. It’s the acknowledgement by the person or institution that they will never have all the skills and resources required to address an expanding array of unanticipated challenges and obstacles. This humility means that the person or institution will more quickly recognize when they are encountering something beyond their current capacity and be more willing to ask for help from others in addressing challenges and obstacles. If we encounter people who present themselves as having the capacity to address any and all challenges, we know one of two things: either they’re clueless about the range of challenges they will face or they’re lying. In either case, we would do well not to trust them.

Values and integrity. The next level of the pyramid focuses on intentions and values. Looking ahead, does the person or institution have a core set of values that will provide appropriate guard-rails for its actions, ensuring that it will act with integrity and a commitment to avoiding harm to others, regardless of the unexpected situations that emerge? This isn’t about speeches and mission statements; it’s about actions. Are their actions consistent with their values?

Commitment to impact. That leads to the next level of the pyramid – is the person or institution committed to delivering impact that matters to me? That commitment has multiple dimensions. Since my needs and aspirations are unique to me – is there a commitment to understanding what my individual needs and aspirations really are? Equally important, since we live in a rapidly changing world, is there a commitment to anticipating how my individual needs and aspirations are likely to evolve? Finally, does this all translate into a commitment to deliver impact that matters to me? Is there a commitment to action and results, and not just understanding who I am and what I need and want? Integrity matters, but ultimately it is impact that matters. (In this context, see an article I recently wrote for Harvard Business Review on the untapped opportunity to deliver more value back to customers based on the data that businesses receive from their customers,)

Excitement about impact. Commitment is important, but it’s not sufficient. We all know people who were committed to achieving something, but then failed to deliver. They ran into unforeseen obstacles and became frustrated and overwhelmed, and finally gave up. To really trust someone or some group in terms of their ability to deliver impact that matters to us, it’s important to reach the next level of the trust pyramid – we need to see genuine excitement about addressing unexpected challenges in delivering the impact that matters to us. That excitement will help to ensure that, whatever the obstacles, the person or institution will find a way to overcome them and not give up.

This level of the pyramid takes us beyond mindset and into heartset. The best intentions and the most genuine commitment are helpful, but ultimately it’s emotions that will determine outcomes in a world where we confront unexpected challenges and obstacles. If we give into fear, we are far more likely to fall short of delivering the impact that matters to others. On the other hand, if we’re genuinely excited by unexpected challenges and obstacles, we’ll end up doing whatever is necessary to deliver the impact that matters. We should never overlook the emotions that are driving the actions of others.

Those who have followed me in the past will realize that I’m now talking about a very specific form of passion – the passion of the explorer. We can trust those who have this passion because they have a questing disposition – they’re constantly seeking out new challenges and opportunities and driven to deliver more and more impact that matters in the domain they have chosen.

The other dimension of the trust pyramid

So far, I’ve been exploring the layers of the pyramid. But let me be clear. This isn’t a trust triangle, it’s a trust pyramid. Triangles are two-dimensional, but pyramids add a critical third dimension. What’s on that dimension? People.

Here’s the thing. Trust is about people – and the more people the better. Sure, we can have trust between two individuals. Think about the relationship you might have with your significant other.

But, as deep as the trust might become between two individuals, it’s likely to grow even deeper when the trust extends across more individuals. Think about it.

No matter how well-intentioned, committed and excited an individual might be, that person is likely to achieve much greater impact when she/he is collaborating in deep, trust-based relationships with a broader group of people who share those same intentions, commitment and excitement. Looking ahead, I’m much more likely to trust a group of individuals who have deep, trust-based relationships with each other than I would trust any one individual.

But the key is that these individuals need to have built deep, trust-based relationships with each other. They’re not just coming together because their employer told them to or because they have a contractual relationship with each other. As I’ve written elsewhere, there are limits to the size that these impact groups can attain – typically, these deep, trust-based relationships begin to become less deep if the group expands beyond about 15 people.

These small impact groups can increase their potential for impact by coming together into broader networks (a specific form of network that I call “creation spaces”) so that they can more readily access the skills, expertise and resources of more people. The existence of these broader networks can also help to strengthen the trust that I might have in any particular impact group.

Implications for institutions

So, how does this connect back to our trust in institutions, rather than individuals or small impact groups? Increasingly, trust in a rapidly changing world hinges on trust at the level of individuals. The challenge for institutions is to find ways to connect people in deep, trust-based relationships, both within their institutions and with a broader set of stakeholders, including customers. If the individuals trust each other, they will begin to trust the institutions that helped to bring them together and build deep, trust-based relationships with each other.

This is in sharp contrast to a general trend by our institutions, driven by scalable efficiency, to automate transactions and eliminate people from the equation wherever possible. While it’s certainly OK to automate specific transactions, the opportunity is to find ways to build long-term relationships that will connect people and help to build deeper trust. Part of the erosion of trust in institutions is that we are having less and less personal contact with the institutions that matter to us.

An inverted pyramid?

I like the pyramid image, but I’m concerned that it visually gives more space to the lower levels of the pyramid, while reducing the space for the higher levels of the pyramid. In one sense, this works – the lower levels are foundational and, without them, there’s no opportunity to cultivate the higher levels of the pyramid.

On the other hand, as I reflect on the pyramid of trust, I’ve become convinced that the higher levels of the pyramid are ultimately much more powerful in building deep trust that can motivate people to build enduring relationships. I’ll resist the temptation to invert the pyramid since that might give the impression of instability.

Just recognize that, at least for me, the higher levels of the pyramid are ultimately where the winners and the losers will be determined in terms of who is able to re-build trust.

Bottom line

Rebuilding trust in our institutions is an imperative. To succeed in this challenge, we need to address trust holistically. We need to recognize that the foundations of trust are shifting and that many layers of trust will need to be cultivated. We also need to address the opportunity to strengthen trust by connecting people into impact groups, so that they can become even more excited about the opportunity to deliver impact that matters to others. It’s ultimately all about people, finding ways to move beyond short-term transactions and instead build deeper and enduring relationships that can help all to achieve more of their potential.


  • 1

Connecting for Impact

Category:Connections,Emotions,Movements,Narratives,Opportunity,Potential

For decades now, we’ve seen two types of movements unfolding around the world. They’re having impact, but they’re limited by their separation. Scalable and sustainable impact will hinge on finding ways to more effectively connect these parallel efforts.

Human potential

The human potential movement is one of these movements. In its current incarnation, it began to take shape in the 1960’s and 1970’s and has been steadily evolving since then. While many view this as a movement, the truth is that it’s actually a collection of strands that are addressing different dimensions of human potential – everything from stress reduction and bad habit elimination to spiritual growth and enhancing physical wellness.

What connects all these strands is a focus on the opportunity to help each of us achieve more of our potential as human beings. Participants in this movement are driven by the view that we as human beings have only tapped into a small portion of the potential that is available to all of us. There’s so much more potential to be accessed and drawn out.

Change movements

But there’s another set of movements that have been unfolding in parallel. These movements are focused on driving broader change in our economy and society. Once again there are many strands in this set of movements. Many of them are focused on addressing “wicked problems” like climate change, discrimination, disease, and unemployment. Others are focused on driving institutional change – think of movements to drive change in our schools or to cultivate more social responsibility in our commercial institutions. And many have broader social or political agendas, like challenging autocratic regimes or reducing barriers to movement across national boundaries.

Regardless of their specific focus, these movements are driven by the belief that we need to evolve beyond the institutions, economies and societies that today are often viewed as barriers to human development.

Barriers to impact

These two sets of movements have been moving in parallel over decades. But, here’s the thing. There’s very little interaction across these two sets of movements. One set of movements appears to believe that it’s all about us as individuals (or small self-help groups) and that it’s completely up to us to achieve more of our potential. The other set of movements seems to believe that it’s all about the institutions, economy and society that surround us and, if only we could change those, we would eliminate the forces that are creating massive problems for humanity.

I have a very different perspective. I believe that, until we find a way to more effectively connect these two sets of movements, we will only achieve a small fragment of the unlimited potential that is truly available to us.

Let’s dive into this. Look at the human potential movement. It’s absolutely the case that we need to recognize that we have far more potential than we have so far achieved, and it is up to us to take action to improve ourselves. But we can only do so much. If we’re surrounded by institutions, economies and societies that are seeking to limit our potential, we’ll soon run into roadblocks and obstacles that, at best, will limit our ability to advance and, at worst, will undermine our efforts and eventually lead us to give up in frustration.

On the other side, let’s look at the broader change movements. If we seek to transform our institutions, economy and society to remove obstacles to human development, we’ll see limited impact from these efforts unless all of us as individuals are motivated to achieve more of our potential. If we as individuals fail to see the potential that is ours to achieve, we’ll continue to live our lives as before and fail to enjoy the potential benefits of our new surroundings. Even worse, we may join calls to return to our earlier institutions, economy and society because we find this new environment so alien and uncomfortable.

Connecting human potential and change movements

Now, imagine what we could accomplish if we connected these movements. On the one side, we would be cultivating a hunger within individuals to achieve more of their potential and launching them on a quest to grow and develop so that they can have much more of an impact that matters to them. On the other side, we would be transforming our institutions, economy and society with the specific intent to create environments that will encourage the efforts of everyone to achieve more of their potential and, most importantly, provide them with opportunities to accelerate their growth and amplify their potential.

We would be launching a virtuous cycle. The more people see obstacles and roadblocks to their development being removed, the more motivated they will be to raise their aspirations and pursue their quest with even more energy. And the more we see how our institutions, economy and society are drawing out more of the potential that resides within all of us, the more motivated we will be to continue on the transformation journey and evolve our environments in ways that draw out even more of that potential. Rather than limiting our impact and undermining our ability to sustain it, we would be creating the conditions to unleash exponential potential, forever.

Focusing on the opportunity that can bring us together

But there’s more. One of the challenges facing the broader change movements is they have tended to adopt an approach that plays to fear and anger. The reason we need to change is because, if we don’t, we’re all going to die or, worse, fall into some dystopia that will never end.

As I’ve written before, I’ve been studying (and participating in) movements for most of my life and the most successful movements throughout history have been driven by something I call opportunity-based narratives. As many of you know, I make a key distinction between stories and narratives, even though most of us view these two words as meaning the same thing.

For me, the distinction (briefly) is that stories are self-contained – they have a beginning, a middle and an end – and they’re not about the audience, they’re about other people. In contrast, narratives for me are open-ended. There is no end, yet. There’s a major threat or opportunity out in the future and it’s not yet clear how this will be resolved. The resolution of the narrative hinges on you – it is a call to action to the audience, telling them that their choices and actions are going to play a key role in resolving the narrative. (For those who want to read more about this, check out here and here.)

Narratives differ in terms of whether they focus on a threat or opportunity out in the future. I believe the most successful movements have relied on opportunity-based narratives because opportunities can inspire and motivate people to come together, overcome their fear, take risks and make bold moves. If we focus on threats, this tends to intensify fear, erode trust, polarize, and increase risk-aversion.

The broader change movements will have much more impact if they shift from threat-based narratives to opportunity-based narratives. By focusing on opportunities, these movements can help to overcome the polarization that increasingly challenges our societies and motivate people to come together in a quest to achieve an inspiring opportunity. They will help to connect us in ways that scale rapidly and harness the network effects that are required to drive fundamental change.

Framing broader opportunities

But there’s even more. As I mentioned before, both the human potential movements and the social change movements are not single movements, but instead a diverse set of movements that are at risk of becoming siloed. Take the example of the human potential movements. While they broadly fit under the umbrella of “human potential”, their focus tends to be on more narrowly defined opportunities like physical wellness or cultivating creativity.

While it’s certainly OK to target these specific opportunities, the ability to connect and scale more broadly hinges on framing an inspiring opportunity that embraces all these more specific opportunities. It would show how our efforts are part of something much bigger and that we are ultimately all in a quest for the same thing.

The umbrella name “human potential” needs more attention and effort to frame the broader opportunity to help all of us achieve more of our potential. We need to understand that human potential is a many-faceted opportunity and that we will be limiting our potential by focusing only on one dimension of our potential. It would also help to underscore that human potential is ultimately unlimited, especially if we take a more holistic view of that potential and come together to help each other achieve that potential.

Social change movements tend to be even more siloed, driven by their focus on very specific threats like pollution, poverty and sickness. There’s an opportunity here as well to expand our horizons as we shift from threat-based narratives to opportunity-based narratives. Once again, it’s fine to frame a specific opportunity like finding ways to more effectively integrate marginalized portions of our population into our economy and society. But how does this specific opportunity connect with a range of other opportunities driving the need for social change?

We need to invest more time and effort in framing an over-arching opportunity that can show how a growing range of social change movements are in fact connected and that they are all ultimately driven by a quest for a much broader opportunity. What if the bigger opportunity is to evolve a society, economy and institutions that helps all of us to come together in ways that will achieve more of our potential?

The biggest opportunity of all

And the biggest opportunity of all is one that can help to foster greater connection across personal growth movements and social change movements. What if the bigger opportunity that inspires all of us is to foster the motivation and conditions that will help all of us come together to achieve more and more of our infinitely expanding potential? In part, this is driven by a recognition that our potential as individuals will be dramatically expanded when we find ways to connect and collaborate in our quest to achieve greater impact. And, in part, this is driven by a recognition that achieving more and more of our potential hinges on both intrinsic motivation and environments that provide us with the support we need to have even greater impact.

Bottom line

The good news is that we have growing movement to unleash more of the potential that resides within us. We need to find ways to connect all this activity so that it can achieve even more impact. That begins by framing a broader, inspiring opportunity that shows how many of the initiatives already under way are in fact helping us to address a much bigger opportunity. By focusing on that broader and inspiring opportunity, we also will be able to attract a growing number of participants who see that they too can make a difference on something that matters to all of us.


  • 1

Bore Down Into Boredom

Category:Collaboration,Emotions,Opportunity

In a time of crisis,

Why are so many

Complaining of boredom?

If you’re bored,

Look within,

Look ahead,

And look around.

Explore inside

To discover the potential

That is waiting to be drawn out.

Then reflect on the emotions

That are holding you back.

Look ahead to imagine

The impact that you might achieve

As you cultivate your potential.

What’s the big opportunity

That could inspire you

To move forward

And overcome the emotions

That are holding you back?

What are the first steps

You could take today

To move forward

In your quest?

Look around to find others

Who might be inspired

By that same opportunity for impact.

Reach out to them

And begin a conversation

To explore together.

As you embark on this journey

Notice the boredom receding

And the awesome blossom

Of a new life

Beginning to take shape.


  • 3

Viral Flows

Category:Crisis,Emotions,Flow,Institutional Innovation,Learning,Narratives,Strategy

For over a decade, I’ve been writing about the Big Shift. There are many dimensions to this shift, but our current crisis highlights the role of flows. In this post, I want to explore the paradox of flows – flows can be both a source of exponential growth and a source of severe regression. We need to understand both dimensions of flows if we want to flourish.

What are flows?

Flows take many different forms. My focus has been on the flows of knowledge that feed learning by helping to create new knowledge at an accelerating pace. At their foundation, these flows involve connections across people, including serendipitous connections that weren’t anticipated. Urbanization around the world has been accelerating for decades precisely because we have an intuitive sense that we will learn faster in densely populated areas than we ever could, even with all our digital infrastructures and connectivity, in small towns or rural areas.

The flows of people, and the knowledge we all possess, including tacit knowledge, are augmented by other kinds of flows – data, goods and money. These flows have expanded globally for decades and are supporting the flows of knowledge that help us to accelerate learning. They have been a key driver of increasing global prosperity and the rapid reduction in poverty in more and more countries.

There’s a growing realization that, the more of us who participate in these flows, the faster we will all learn. The more inclusive the flows become, the more we will all prosper, as the learning goes exponential.

Systems that thrive are ones that increase the flows over time – here I have been very much influenced by the work of Adrian Bejan and his Constructal Law:  there is a universal tendency toward design in nature, in the physics of everything, to evolve configurations so that they flow more easily, to create greater access to the currents they move.

The dark side of flows

But not all flows accelerate learning. Some flows become significant barriers to learning. What do I mean?

Let me start with something that has increasingly occupied my attention. Emotions tend to spread virally. If many people are feeling a certain way, other people around them become susceptible to the same feelings.

As I’ve written elsewhere, I am struck by the spread of fear as the dominant emotion globally – and that was before the current crisis! Fear can be contagious – if everyone around me is afraid, I am more likely to become afraid as well.

Emotions tend to cascade on their own, but they spread even more rapidly when amplified by news media that tend to focus on the latest disaster or crisis. When was the last time you heard a good news story (and I’m talking about even before the current crisis)? And, let’s not even mention the spread of fake news designed to amplify fear.

Emotions differ in terms of their impact on learning, but fear is one that has great potential to inhibit learning. If I’m afraid, I shorten my time horizons, I become much more risk averse and I become much less trusting of others. I’m much more likely to block the flows that will help me to learn faster because they increase uncertainty. Instead of flows, I seek stability.

As I’ve suggested elsewhere, fear in turn can become a catalyst for other emotions that become barriers to learning – hatred, anger, stress and loneliness. These can go viral as well. When we experience these emotions, we need to look within to determine whether and how fear might be shaping these emotions. Many of us are unwilling to express fear because it’s viewed as a sign of weakness, so we manifest fear through other emotions.

Of course, there are other flows that can become barriers to learning. Viruses of all types – human and digital – can spread rapidly and block our efforts to learn faster. The more connected we are, the more vulnerable we can become to these viruses. We need to find more effective ways to anticipate the emergence of these viruses, contain their spread and limit the damage they can cause. We need to understand how destructive these viruses can be, not just in the short-term, but also in the longer-term, if we allow them to diminish the flows that support learning.

Crises as a catalyst for change – and progress

Crises can, of course, strengthen the barriers to learning and change, but historical experience also suggests that they can become catalysts for change by providing us with an opportunity to reflect on our experience and explore new approaches that can help us to achieve more. They may provide us with a greater appreciation for the flows that accelerate learning and increase our desire to strengthen the flows that accelerate learning. My hope is that our current crisis will drive us to expand the flows that accelerate learning and find ways to reduce the impact of flows that are obstacles to learning.

Let me offer one example. Over the past several decades, Western companies have increasingly outsourced activities and off-shored them in the quest to reduce costs. We have seen the growth of global supply chains.

But here’s the problem. These global supply chains are exactly what the name implies – rigid connections among a select few participants that are tightly managed to become as efficient as possible. Scalable efficiency at its best!

While very efficient in stable times, these supply chains become vulnerable to disruption when large-scale, unexpected events occur. In rapidly changing times, we need to move from supply chains to supply networks. Rather than a very limited number of suppliers in our supply chain, we need to expand our reach to encompass much larger and more diverse networks of participants so that we can become much more flexible in responding to unanticipated events.

But there’s more. Companies that move in this direction tend to take a very short-term, static view of their network. They need to access a given set of resources or services, so the focus is on how to do the best short-term transactions – buy low, sell high.

The supply networks that will thrive in the future are those that focus on how to cultivate scalable learning over time among all the participants – what kinds of long-term relationships can be built that will accelerate learning and performance improvement among all the participants? These are very different kinds of networks, but they can be very powerful in terms of harnessing network effects and increasing returns. Evolving networks in this direction can be very challenging because they will require fundamentally different business and technology architectures, but the rewards will be significant. And the current crisis could be a powerful catalyst in motivating us to move in this direction.

Broader institutional change

Moving from supply chains to supply networks is just one dimension of much larger institutional change that we will need to drive if we want to strengthen flows that accelerate learning. As I’ve written before, we are in the early stages of a Big Shift that will require profound institutional transformation. Our institutions today are driven by a model of scalable efficiency. In the quest for scalable efficiency, we have tightly specified all activities that need to be performed, highly standardized those activities and tightly integrated all those activities. In other words, we have created institutions that are highly resistant to flows.

In order to thrive in a rapidly changing world, we need to shift our institutional models from scalable efficiency to scalable learning. Scalable learning institutions focus on creating environments that will help all participants – not just those in research labs or innovation centers – to learn faster in the workplace by addressing unseen problems and opportunities to create more value. These institutions seek to expand their participation in a broader range of more diverse flows so that they can accelerate learning.

Dampening the negative effects of flows

To tap into the potential of crises to accelerate learning we’ll also need to find ways to dampen the negative effects of flows – here, I’m referring to the spread of fear as the dominant emotion. What can we do to reverse that?

Those of you who’ve been following me for a while can anticipate my answer – we need to frame inspiring, opportunity-based narratives that can help people to overcome their fear and move forward together. As some of you know, I make a significant distinction between stories and narratives which you can find here.

We very much need people who can frame these opportunity-based narratives and motivate people to take near-term action that can help them to learn faster in their quest to achieve the longer-term opportunities identified by the narratives.

Just as fear can become contagious, the emotions cultivated by opportunity-based narratives – excitement, hope and passion – can become contagious as well, helping others to overcome their fear and join forces in the quest for something inspiring. Rather than becoming barriers to learning, these emotions can become powerful accelerators of learning. People with passion flourish in flows while those without passion can be overwhelmed.

Flows and filters

Flows can become overwhelming if we don’t have a way to focus. This is another powerful role of opportunity-based narratives – they help to focus us together on inspiring opportunities. Rather than becoming overwhelmed by flows and being pulled in a thousand different directions at once, we can begin to apply filters to help us find the flows that will help us to learn faster to address the specific opportunities that have been defined.

In this context, I’ve become a strong proponent of zoom out/zoom in approaches to strategy. These approaches focus on two very different time horizons in parallel – 10-20 years and 6-12 months. On the zoom-out side, the challenge is to align around a view of the longer-term future and the opportunities that will emerge in that future. On the zoom-in side, the challenge is to align around 2-3 initiatives that can be taken in the next 6-12 months that will have the greatest impact in accelerating movement towards the longer-term opportunity.

This approach to strategy is certainly relevant to businesses that have become increasingly consumed by short-term quarterly results and responding to whatever is happening in the moment. But it can also be very valuable for all other institutions and communities and even for each of us as individuals.

This strategy is powerful on many dimensions, but on one key dimension, it helps people to overcome their fear by framing a powerful longer-term opportunity (see the connection with opportunity-based narratives?) and then focusing them on near-term action that can deliver quick impact and build confidence that the longer-term opportunity can be achieved.

Bottom line

Crises can be a catalyst for change. It is up to us whether we choose to harness this potential for change. We have an opportunity to drive change that will significantly expand and enrich the flows that can help all of us to learn faster and achieve far more of our potential. We all have an opportunity to flourish by learning faster together. Let’s find ways to make learning viral.

In this context, I cringe at the use of the word “resilience” in describing how we should respond to this crisis. As I’ve written before, most people use resilience with the intention of “bouncing back” – getting back to where we were is the goal. Why would we want to just get back to where we were? Why not view this as an opportunity to leap forward by learning from our experience and driving the change that will help all of us to get better faster?


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