Category Archives: Exploration

  • 1

Where to Look

Category:Collaboration,Connections,Context,Emotions,Exploration,Fear,Future,Learning,Opportunity,Passion

Ambergris Cay Island, Turks and Caicos Islands

We live in a world of accelerating change. There’s so much going on around us that we are understandably becoming overwhelmed.

And the advice we get can be very confusing. Many are saying to stay focused on the present. Others tell us to look ahead and focus on the future. And then there are those who insist we should stay focused on the past because we can learn from the past.

So, what is it? My advice is that we need to do all three, but in a very specific sequence, otherwise it will certainly be overwhelming.

Start with the future

We need to start by looking ahead. We need to search for really big opportunities that can inspire us to come together and act with others. As I’ve discussed elsewhere, the Big Shift that we are experiencing on a global scale is creating exponentially expanding opportunities – we can create far more value, far more quickly and with far less resources than would have ever been required in the past.

But those opportunities will not emerge on their own. We need to look for them and actively pursue them. And we need to keep searching until we find a really big opportunity that excites us – let’s not be distracted by an overwhelming range of possibilities in the future.

And, yes, the future is uncertain – to some degree. We need to focus on the long-term trends that are already playing out and that are reasonably predictable.

Starting with the search for big, future opportunities is also important because many of us have adopted a view of the future that focuses on imminent threats. As I’ve discussed in my book, The Journey Beyond Fear, that view of the future is feeding the emotion of fear that more and more of us are experiencing, and that is holding us back from even seeing, much less pursuing, the opportunities ahead.

Focusing on a really exciting opportunity in the future can help us to overcome the fear that we are experiencing today. It can become a catalyst for drawing out the passion of the explorer that will motivate us to act now and pursue the opportunity.

Equally importantly, finding a really exciting opportunity in the future will help us to maintain focus as we deal with the infinite demands on our attention in the present.

Then shift to the present

Once we have a really exciting opportunity in the future that can maintain our focus, we can then shift to exploring the present. That exploration will be driven by three questions:

  • What are resources and capabilities that can help me to address opportunity
  • Who else can I collaborate with to amplify these resources and capabilities?
  • What are major barriers that need to be overcome to achieve opportunity?

There’s a lot to be learned from the present, and that will put us in a better position to learn from the past.

Learn from the past

Once we have a clear focus on the exciting opportunity ahead and the resources and barriers of the present, we’re in a much better position to look into the past and learn from the past.

We’ll now be much more focused on what can be learned from previous initiatives that will help us to achieve even more impact today. Again, the need is to stay focused on what can be learned to achieve greater impact in pursuing the opportunity that excites us the most. There’s so much in the past that can distract us unless we have a clear view of what we are trying to learn.

These lessons from the past can then help us to evolve our initiatives in the present so that we can have even greater impact and accelerate our progress towards the exciting opportunity in the future.

Return to the present and the future

We’re now in a much better position to pursue high impact initiatives in the present. We’ll need to stay focused on the present and continually reflect on the impact that we’re achieving as we pursue our initiatives. What is achieving greater impact than we expected? What is falling short in terms of impact? How can we evolve our initiatives so that we can achieve even greater impact?

As we pursue these initiatives in the present, we will also achieve much greater insight into the opportunity that we are pursuing in the future. It will become much clearer and even more compelling as we learn more about the details of the opportunity and the value that it can create.

Bottom line

Sequence matters. The key is to focus and cultivate the motivation to act and learn.

In the past, the emphasis was focusing on the past because we lived in a more stable world where the past could provide us with valuable lessons about the opportunities in the future. Today, we need to emphasize looking ahead into the future as a launchpad for impact that matters because the world is changing at a rapid rate, and new opportunities are emerging that could never have been addressed in the past.

In the end, we need to focus on action and learning from that action so that we can truly address exponentially expanding opportunities.


  • 6

From Expert to Explorer

Category:Exploration,Growth,Institutional Innovation,Leadership,Learning,Opportunity,Passion,Trust,Uncategorized

We are in a Big Shift from experts to explorers. What do I mean by this? We live in societies around the world where “experts” run the show. Given the profound changes that are unfolding in our global economies and societies, we need to shift to explorers who can help us craft new pathways that can create far more value for all of us. Let me explore this in more detail.

Our heritage

Over the past century, we have witnessed the growth of large institutions around the world that have been driven by a “scalable efficiency” model. In this model, the key to success is to do what we have always done, faster and cheaper, at scale.

This model worked very well in a more stable world. The large institutions that run our economies and societies have embraced this model and were able to scale at a rapid rate globally.

In the scalable efficiency model, leadership is awarded to “experts.” These are people who have relevant academic degrees and experience in running similar institutions. Evaluating experts requires a deep dive into their past to ensure they have acquired the knowledge required to manage tightly specified processes and demonstrated the ability to squeeze harder so that all relevant activities can be done faster and cheaper.

Experts have ambition. They are driven to accumulate more credentials and experience that will help them to achieve even greater influence and power than they currently have. But they’re not excited about the unknown – if anything, they are in denial or resisting the unknown.

In a Big Shift world with mounting performance pressure, we trusted leaders who had the relevant expertise – it was all about credentials. These were leaders who claimed to have the answers to all the relevant questions and these claims were credible because they had the relevant credentials.

These leaders embraced the “command and control” approach that governs all scalable efficiency institutions. People needed to obey their commands because the leaders were the experts with all the answers. If they deviated from the scripts and process manuals that were provided to them, they were likely to be fired. Experts pursued a push-based model of resource allocation, pushing the right people and resources into the right places to meet their forecasts of demand.

Our future

We are in the early stages of a profound transformation of our global economy and society. To navigate successfully through these changes, we will need to embrace a very different leadership model. We will need to seek out and nurture explorers, rather than experts.

What do I mean by explorers? I am talking about people who have found and are pursuing a very specific form of passion – I call it the “passion of the explorer.”  These people are excited about opportunities to have more and more impact in domains that matter to them. They are constantly seeking new challenges that can help them to learn faster by creating new knowledge that never existed before. They also are actively seeking help from others in addressing these new challenges – they freely acknowledge that they don’t know the answers and that they need help in finding the answers.

As you can see, explorers are very different from experts. They are looking ahead to anticipate emerging opportunities and recognize that existing knowledge is becoming obsolete at an accelerating rate. As leaders, they are framing powerful and inspiring questions that can pull more and more people to them in an effort to explore and discover answers that can create far more impact that is meaningful.

I don’t want to suggest that experts cannot become explorers. Experts – those with significant credentials and experience – can also be driven by the passion of the explorer. But then they become explorers – they are excited about the questions that don’t yet have answers and the opportunities ahead that have not yet been addressed.

Rather than motivating people with fear, explorers seek to draw out the passion of the explorer in others, so that more and more people are excited about venturing out into new territories and addressing emerging opportunities. Explorers create work environments that support exploration and accelerate learning by drawing people together and focusing them on emerging opportunities. Rather than organizing into hierarchical command and control structures, explorers focus on becoming a catalyst for bringing people together into small impact groups that are focused on action and impact and then expanding impact by organizing larger and larger networks of impact groups.

Explorers generate a very different form of trust compared with experts. Rather than focusing on credentials and past experience, explorers demonstrate a commitment to addressing unmet needs that are meaningful to people. They are constantly seeking out new unmet needs and make it clear they are determined overcome whatever obstacles and barriers that stand in their way as they address those needs. People trust explorers because they see that determination and excitement that will let nothing stand in their way.

While experts tend to be inward looking, focused on how to do existing activities faster and cheaper, explorers are outward looking. They are constantly searching for new unmet needs of stakeholders that can help them to create far more value.

I’ve become a strong proponent of the explorer leadership model in part because of more than 40 years of experience in Silicon Valley. I’ve seen the extraordinary value that explorers can create in startups. Unfortunately, once these startups achieve some scale, investors begin to pressure the explorers to hire “adult supervision.” That means they want the explorers to hire experts who can implement more traditional ways of doing business at scale. As a result, many of these companies becoming captives of the experts.

Why is the explorer leadership model so important? Organizations that continue to pursue the expert model will experience diminishing returns at best – the more efficient one becomes, the long and harder they will need to work to get the next increment of efficiency. In contrast, organizations embracing the explorer model are able to unleash exponentially expanding value. The paradox of the Big Shift is that, at the same time that it creates mounting performance pressure for all of us, it is also creating exponentially expanding opportunities – we can create far more value, far more quickly, and with far less resources than ever before. Explorers are driven to find and address those opportunities.

Bottom line

We’re on the cusp of a profound shift in leadership models. The expert model that served us so well over the past century is now proving less and less useful. We need to embrace a very different model – the explorer model. This model will help us to unleash the exponential value creation opportunities generated by the Big Shift and help all of us to achieve more and more of our potential. This isn’t just an opportunity – it’s an imperative, given our rapidly changing world. The best is yet to come.


  • 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.


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Cultivating and Connecting Capabilities

Category:Collaboration,Connections,Edges,Exploration,Growth,Institutional Innovation,Learning,Opportunity,Passion,Transformation

I’ve long been a contrarian regarding our current view of learning in our work environments. I’ve come to believe that it is a growing barrier to progress. If we’re going to prosper and flourish, we need to embrace a very different approach to learning, one that is much more consistent with our humanity.

Skills versus capabilities

When I talk to leaders about learning, their focus is on learning “new” skills. They are concerned that, in a rapidly changing world, many skills are becoming obsolete. If workers are going to continue to be productive, they need to learn “new” skills. These skills aren’t really new, they’re just skills that most workers haven’t yet acquired. They need to be taught the skills.

Here’s where I start to be a contrarian. I challenge our narrow focus on skills and believe we need to expand our focus in learning to include capabilities. What’s the distinction? Skills are very valuable in a specific context – for example, how to operate a machine or how to use certain applications on a computer. Capabilities, in contrast, are valuable in all contexts – examples include curiosity, imagination and creativity. I’ve written extensively about this distinction here (pdf).

Connecting capabilities to support a new form of learning

Of course, some leaders are beginning to pay attention to capabilities, but they tend to approach them in isolation. We’ve all seen creativity workshops or imagination exercises. What’s missing is the need to connect capabilities. While each capability has some value on its own, the real potential comes when capabilities are combined.

Think about it. Curiosity is about exploration, venturing out into areas that have yet to be understood. But curiosity alone has only limited value. We need to cultivate connection and empathy so that we can form deeper and broader relationships with others. Exploring in isolation is much less rewarding than exploration with others. As we explore, we need imagination to come up with new ideas regarding how to create more value from the areas we are exploring. And ideas alone are not that helpful. We need creativity to help us develop and deploy approaches to help us to actually create the value that our imagination suggested we could pursue.

Done right, connecting these capabilities can unleash a virtuous cycle of learning. As we develop and deploy approaches to creating value with our creativity, our curiosity will gain come into play as we explore the impact that we have achieved. We can come together to imagine even more promising approaches and create even more value.

But this learning is very different from the learning that consumes the attention of most leaders today. When leaders talk about learning, they almost without exception are talking about learning in the form of sharing existing knowledge. This learning occurs in training rooms or through online video courses.

While not dismissing that form of learning, I again want to be a contrarian and suggest there’s a very different form of learning that is becoming much more necessary and valuable. It’s learning in the form of creating entirely new knowledge that never existed before. That form of learning occurs in the workplace, pursued by people who come together and take action as they cultivate the capabilities just described and address previously unseen opportunities to create more value.

While most leaders would acknowledge that this form of learning is important, they tend to confine it to small parts of the organization – research departments and/or innovation centers.

Cultivating capabilities

So, if capabilities are so important, how do we cultivate them? Here’s the good news. These capabilities are all innate within us. You don’t believe me? Let’s go to a playground and look at children 5 or 6 years old. Show me one that doesn’t have these capabilities as they play.

Unfortunately, our schools and our work environments have sought to crush these capabilities. We are taught to simply follow detailed instructions, reliably and efficiently, without asking too many questions or deviating from the assigned tasks. This is the key to success in the scalable efficiency institutions that dominate our world today.

Those capabilities may be hidden for many of us, but they are still there, waiting to be drawn out. How can we draw them out? It will be challenging because it will require very different work environments. We need work environments that will cultivate a very specific form of passion – the passion of the explorer (pdf).

The passion of the explorer has three components. People with this passion are committed to, and excited about, achieving more and more impact that is meaningful in a specific domain. When confronted with unexpected challenges, they become excited about the opportunity to achieve even greater impact. Finally, their first instinct when confronted with an unexpected challenge is how to connect with others who can help them get to a better answer faster.

People with this passion are driven to draw out and cultivate the capabilities I discussed earlier. They are excited about the opportunity to learn in the form of creating new knowledge. Curiosity, connection, imagination and creativity are essential for this kind of learning and they deeply value all these capabilities. They understand that these capabilities are deeply connected and should not be viewed in isolation.

But, here’s the problem. Our work environments today are deeply suspicious of people with the passion of the explorer. These people ask too many questions, they take too many risks, and they deviate from the process manual. That’s why, based on my research (pdf), only about 14% of US workers have this form of passion in their work.

Unleashing passion and capabilities

So, how do we change this? It won’t be easy. It will require us to transform the institutional models that shape all large institutions around the world. As I’ve written about here (pdf), the prevailing institutional model is scalable efficiency where the key to success to do things faster and cheaper at scale. This model has driven the growth of large institutions over the past century but, in the Big Shift, the paradox is that scalable efficiency is becoming less and less efficient because it has a hard time dealing with the accelerating pace of change.

We need to make a shift from the institutional model of scalable efficiency to a model of scalable learning. As already discussed, the focus of this new institutional model is on learning in the form of creating new knowledge by mobilizing people throughout an organization to come together and address unseen problems and opportunities to create more value. These models can scale even further by building networks of relationships among people that extend far beyond a single institution.

The scalable learning model focuses on cultivating the capabilities already discussed and recognizes that the passion of the explorer is the most powerful motivator for people to draw out and exercise these capabilities. It encourages everyone to find and pursue their passion of the explorer.

The scalable learning model challenges virtually all the beliefs and practices that prevail in our existing scalable efficiency models. For this reason, it will be very challenging for existing large institutions to make the transition. As I’ve written about here (pdf), the most effective way for large institutions to transition will be to scale the edge, rather than pursuing “big bang” top-down change programs that seek transform the core of the institution.

As challenging as it might be, the transition will be deeply rewarding. At its best, the scalable efficiency model is a diminishing returns model – the more efficient we become, the longer and harder we have to work to achieve the next increment of efficiency. In contrast, the scalable learning model is an increasing returns model where value can grow exponentially as learning expands its horizons and accelerates.

Bottom line

We live in a rapidly changing world where the most valuable and necessary learning for everyone is learning in the form of creating new knowledge. This form of learning requires a combination of uniquely human capabilities – curiosity, connection, imagination and creativity. People who find and pursue the passion of the explorer are powerfully motivated to develop these capabilities. If we all are going to embrace the passion of the explorer, we need to transform our institutions. It won’t be easy, but the rewards will be enormous. Let’s get started.


  • 2

The Old Becomes the New

Category:Exploration,Growth,Opportunity,Paradox,Passion,Poem,Potential

As we enter the New Year,

Let’s not become consumed

By the newness.

It’s an opportunity

To look within

And to see

What’s always been there,

Waiting to be discovered

And drawn out.

It’s not new.

It’s been there

From the beginning.

What’s new

Is our willingness to see more of it

And pursue more of it.

And it’s not just within

One of us.

It’s within all of us.

What is it?

It’s our spirit

That wants to make a difference

That is more and more meaningful

To us

And to others.

We’ve all been in touch

With our spirit,

But we’ve only experienced

A small part of it.

There’s so much more

To be discovered

And nurtured.

In this New Year,

Let’s make the effort

To nurture

What is already there,

So that we can all thrive.


  • 0

Reflections on Gratitude

Category:Exploration,Passion,Poem,Potential

On Thanksgiving

We have an opportunity

To reflect on gratitude.

What should we be

Most grateful for?

My advice:

Don’t look outside,

Look within.

We all have a passion within –

The passion of the explorer.

Some of us have found it

And we’re pursuing it.

But most of us

Have not yet found it.

Many of us are not even

Looking for it.

But it’s there,

Waiting to be found

And pursued.

When we find it

And pursue it,

We will make a difference

That grows over time

And that is more and more meaningful

To us,

And to others.

We all seek meaning,

But we need to look within,

In order to manifest it

Outside.

Let’s be grateful

For the passion

That will spawn

Expanding meaning

For all of us.


  • 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?


  • 0

From Adaptation to Anticipation

Category:Collaboration,Connections,Emotions,Exploration,Fear,Future,Learning,Strategy

Adapt or die. We’ve all heard this imperative. While there’s some wisdom buried in this imperative, it needs to be drawn out. Most people interpret this imperative in a way that can become deeply dysfunctional and ultimately leads to death. Adapt is not sufficient – we need to first anticipate, then adapt.

Adapting in the Big Shift

What do I mean? Let me start by setting some context. As I’ve written about extensively, we’re in the early stages of a Big Shift that is transforming our global economy and society. The Big Shift has many dimensions to it, but one key dimension is the accelerating pace of change in all aspects of our lives.

When confronted with this accelerating change, we as humans have some natural reactions. The first reaction is to go into denial – we tend to diminish or even dismiss our perception of the changes that are going on around us. We want to believe the world is actually much more stable and that we’ll return to the world we knew and relied on.

As the change accelerates, we begin to flip the switch and go to the other end of the spectrum. Now, we’re consumed by the change we see around us and we begin to see that we need to change ourselves. How do we change? We embrace the need to adapt, but the adaptation we pursue is highly reactive. We react to whatever is happening in the moment and finding ways to change to meet the new needs surfacing around us.

Here’s the problem. As the pace of change accelerates and expands, falling into a purely reactive approach can become overwhelming. There’s so much that’s changing that we end up spreading ourselves way too thinly across so many different fronts that we fail to keep up with the changes consuming us.

The need to anticipate

So, what’s the alternative? Before we adapt, we need to invest the time and effort to anticipate. We need to look ahead and try to determine how the changes around us are likely to evolve. We need to anticipate which changes will lead to new opportunities that are the most meaningful to address.

This certainly won’t be easy, but that’s why it’s important to invest the time and effort to anticipate. I’ve written about the power of a zoom out/zoom in approach to strategy for institutions and I’ve explored the techniques that can help institutions to zoom out on a 10-20 year horizon and anticipate very big emerging opportunities. Over time, I’ve come to realize that this approach to strategy also has significant value for all of us as individuals.

We need to make the effort to look ahead 10-20 years and anticipate what the world might look like then and what really big opportunities are likely to emerge to address unmet needs of others. Consistent with a zoom out/zoom in approach, we need to then focus on the next 6-12 months to identify 2-3 initiatives that we could pursue in the short-term and that could have the greatest impact in accelerating our progress to addressing the really big opportunities that are emerging.

This is where adaptation can now play a much more useful role. Once we have some focus on the changes that really matter, we can avoid being distracted by changes that are temporary or marginal. As we pursue the short-term initiatives, we’ll quickly discover what new approaches can yield the greatest impact in helping us to evolve so that we can address the opportunities that really matter. We’ll adapt much more quickly because we’re committing more time and effort to the changes that really matter, rather than getting consumed by reacting to all the changes erupting around us.

There’s another important advantage to anticipation. In a world that’s rapidly changing and creating mounting performance pressure, we have a natural human tendency to be consumed by fear. While understandable, fear is also a very limiting emotion, as I’ve discussed in my new book, The Journey Beyond Fear. If we’re afraid, we tend to shrink our time horizons, we become much more risk averse, and our trust in others erodes. Fear diminishes our ability to adapt. We just focus on very short-term changes, we become less willing to go outside our comfort zone and we are more reluctant to seek help from others.

In contrast, if we make the effort to anticipate some really meaningful opportunities what will emerge from the changes around us, we’ll begin to draw out the passion of the explorer that will help us to adapt much more effectively and rapidly. Rather than being reluctant to adapt, we’ll be excited about adaptation because it will help us to achieve the impact that is meaningful to us. As a result, we’ll also be driven to ask for help from others so that we can accelerate our progress even more.

The untapped potential of leverage

That leads to another advantage of anticipation – it can help us to leverage our efforts and to learn much more rapidly. If we look ahead and identify a really big opportunity that’s meaningful to us, it’s much more likely to be meaningful to others as well. If we share our excitement about that really big opportunity and ask for help from others, we’re much more likely to draw others who also become excited about the opportunity. We’ll begin to achieve much greater impact as we unleash the network effects that come from joining together to achieve shared objectives.

But the benefit of this kind of leverage is even bigger. If others share our excitement about the really big opportunities ahead, they will also become motivated to adapt. They will be driven to come together with us so that they can learn faster together through action and reflection on the results achieved from their actions. They will be much more motivated to collaborate and take risks that are inevitably encountered when we seek to develop new approaches in a rapidly changing environment. And, no matter how smart and talented any of us are, we’ll learn a lot faster and adapt a lot faster if we come together in small groups with deep trust-based relationships where we are all motivated to learn faster together. I call these groups “impact groups” and I’ve come to believe that they will play a key role in accelerating our adaptation – I explore this in much greater detail in The Journey Beyond Fear.

Adaptation and evolution

But, wait a minute. I can hear some real push back around this notion of anticipation as a foundation for adaptation. Many people are likely to point to the evolution of species on Earth and say that they have evolved and survived based purely on adaptation, without anticipation.

Agreed. But the evolution of species has been driven by the law of large numbers. Each being may seek to adapt, but very few are successful. The good news is that there are generally a lot of beings in a species and most of them will die off to make room for the few lucky beings that pursue the right kind of adaptation. Those lucky beings will proliferate and eventually dominate the species until the next set of changes require further adaptation and then the cycle starts over again.

What I’m seeking is a way for all of us to not just survive, but thrive. I believe that’s a realistic objective if we all move beyond adaptation and focus on anticipation. Of course, this will take some time and we’ll need to cultivate the capability of anticipation. It won’t be easy, but it can be done if we come together and make the effort.

Bottom line

Don’t get consumed by the imperative to adapt. Begin by seeking to anticipate how the world is likely to evolve and the really big opportunities that will emerge in that world, providing us with the ability to have impact that’s much more meaningful to us. Once we begin to see those opportunities, we’ll be able to focus on adaptation that really matters. We’ll also be able to come together with others who excited about these opportunities and find ways to adapt much more rapidly and effectively than if we attempt to adapt in isolation. If we get this right, we won’t just survive, we’ll thrive in ways that are difficult to imagine in a world that is rapidly changing.


  • 2

Embracing Paradox

Category:Connections,Exploration,Growth,Learning,Opportunity,Paradox

We live in a world

Of either/or,

Not both/and.

This is a world

Where reason rules

And does not tolerate

Exceptions to the rules.

But that’s not the world

We really live in.

We’ll never see

The full richness of our world

And we’ll learn a lot less

If we choose not to see

Its complexity and contradiction

And its endless mystery

Hiding beneath the surface.

Paradox can help us to learn

As long as we welcome it

And explore it,

Grateful for its ability

To challenge our deeply held beliefs

And tightly enforced rules.


  • 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.


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.

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