Human Condition - Tumblr Posts

Anxiety

The guilt you feel for a wrong you never knew.

The fear of hurting another to push them away.

The worry that you will never be what the world expects.

The constant constriction in your chest that squeezes like a vice.

It is a master of infiltration and disguise.

Its target, peace. Its calling card, perception.

Its compatriots: fear and doubt.

Its occasional ally: pride.

Spawned by: love, hate, lust,

MISUNDERSTANDING.

And there are times where it cannot be removed, cannot be destroyed. You cannot simply shoot it. One may mask it, but that disguise often makes it stronger.

One may seek to control it. But control does not come easily, and can be an expensive venture.

So what is the antidote? Is there an antidote?

Not always.

But there are things that help:

Openness.

Patience.

Empathy.

Love unfeigned.

Gentleness.

Kindness.

Hope.

These things are there, and they will come.

But only if you SPEAK.

Only if you ACT.

So.

Will you be the hostage,

or will you try again?

For me, I will ACT.

For me, I will try.

For me, I will do.

And we will see what will be.

Together.

Further Incites into the Definition of Leadership

Not sure how different this is from previous posts. I think I've added a few more things that help clarify leadership.

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The definition of leadership is “Guiding Intent with Integrity”.  Leaders have followers, non-followers, outsiders, and observers.  Followers follow the leader’s guidance towards the goal / vision.  Non-followers have vehemently opposed to follow the leader or the goal / vision, and may work to undermine the group’s ability to achieve the goal. Outsiders do not care one way or the other about the leader, the groups or the visions.  An observer may be a follower, non-follower, or outsider, their role is to provide feedback on the group’s progress towards their goal / vision.

Guidance is council concerning the steps needed to achieve the goal / vision.  Intent or intentions are the reasons driving each individual to either be part of the group, not part of the group, or work against the group.  These reasons may or may not be expressed.  Integrity is based on the Social Contract or agreement held between the leader and the group.

People choose to follow a goal / vision, due to the Human Condition.  The human condition concerns the plurality of culture and personal values, the standards of evaluation, the satisfaction of basic needs, the maintenance of cultural identity, and reasonable conceptions of well being.  In conjunction with the Change Formula, humans want a better life, and are willing to overcome their dissatisfaction with the status quo, by imagining a future that is better than the present.   In this instance the challenge is convincing others that change is needed, or showing them a path through change that improves their lives. Based on their belief that they can achieve a better life, they will either become leaders of change, follow the guidance and council of others to achieve it, or become part of a movement.

“The true nature of power isn't about strength or control, it’s about relating to people”, Bleach, (Japanese Manga) episode 250.  

The Truth About Leadership - Part 5

Focusing on the Future sets Leaders apart

This chapter argues that leaders are set apart from ordinary average everyday people because they have a vision about the future and act on it.  This point is true; it does set different types of leaders apart.  There are those that dream about a better future, but don’t act on it. There are those that haven’t even thought about a better future, but are just responding to needs of others.  And then there are others that do what is suggested by the title of this chapter, “Leaders look long term”.

However, just because you’re not looking 500 years into the future doesn’t mean that you’re not a leader.  The definition of Leadership simply states, “Guiding Intent with Integrity”.  If there is a goal someone needs to achieve, and you have a way to achieve it, you are their leader.  It doesn’t matter if it’s about going out dancing Saturday night, teaching a class room full of students how to speak English, or leading a nation through an economic crisis manufactured by the banks.  As long as you are guiding your own intentions and those of our followers, and they feel you are in integrity, you are their leader.

Coincidentally, on page 47, it is stated, “we found not surprisingly, that the importance of being forward looking increased with age, work experience and level in organizational hierarchy”  Leadership is about guiding people to their goals, so as people gain more experience about understanding goals, obtaining goals, and helping people achieve them, as well as motivating people to achieve them, yes, it stands to reason, just like children learning to walk, we will strive to use techniques that make it easier to achieve our goals and rely less on others.

Have you ever wondered why children learn to walk?  Maybe it’s because they get tired of waiting on others to help them do things.  Have you ever wondered why seniors refuse to stop driving?  It’s reported that seniors don’t want to give up their independence.  Interesting correlation, wouldn’t you agree?  Therefore, if follows that if I can achieve a goal more easily by leading a group of people to help me achieve it, wouldn’t I prefer to do that, instead of doing it all on my own?  We as a general rule learn how to do things more easily, and will leave older habits behind that took more time, and energy.

How many people do you know that still use type writers?  Now, why have so many people switched from type writers to using word processors?

The problem isn’t that other leaders are not thinking about the future. It is that they are here in the present, dealing with present problems, and haven’t learned how to utilize the tools of leadership effectively to motivate others around them to help them solve a common problem around the human condition.  As was illustrated in the first chapter, “You Make a Difference”.

What do you see as the difference between leading leaders and leading followers?

There are four (4) groups surrounding leaders: Followers, Non-Followers, Outsiders, and Observers. Your question focuses on breaking down followers into five (5) categories: enthusiasts, visionaries, pragmatists, conservatives, and laggards. ("Crossing the Chasm", Geoffrey A. Moore) Based on the definition of leadership, "Guiding Intent with Integrity" there should be no difference in leading Leaders vs Followers. However, as described above, there are different types of followers, as well as three (3) additional groups, that require different types of handling.

The terms Scott mentioned: [accountability, empowerment, innovation, collaboration, trying and learning, straight communication, supporting intentions, [assessment], projection, and blame] concern integrity. And, he split them into two (2) groups based on proximity to the leader - closest and farthest.

Integrity's unwritten rule is called a, "Social Contract". The expectations that all parties have against each other. When unwritten it's "word of mouth" or an "Understanding". When written it's a contract.

Exceptions on outcomes, drives the group to accomplish something, or resolve a problem. The question now is, "How much have various individuals bought into this outcome?" The answer indicates their level of participation, motivation and excitement. Participation, motivation and excitement levels diminishes the farther from the leader.

In the five (5) groups of followers: enthusiasts, visionaries, pragmatists, conservatives, and laggards a pattern emerges around expectations and willingness to change. Enthusiasts and Visionaries look for new innovative ways to merge ideas and craft unique solutions to the "Human Condition" or Business Problem. Pragmatists want something that will give them a leg up. Conservatives don't care where the solution comes from, it's foot cream, any will do as long as it does the job. And, laggards, refuse to use new tools until it's so entrenched into society that they have no other choice.

Now we can measure the level of effort needed to interact with each group. Enthusiasts and Visionaries talk in broad terms, are excited and motivated about you're work, and in return excite and motivate you to continue researching bigger, better solutions. Pragmatists only believe what other pragmatists say, thus your conversation dynamic has to change. The amount of energy to convince someone to "Try the New" increases. Conservatives require your product to be main stream, mature and in full competition before they will look at it. This requires a tremendous amount of energy, which few entrepreneurs are capable of providing. And, there is no amount of energy that will move a laggard.

Each group assess change differently as well. This is based on their judgments triggered by beliefs "On how things should be". "Shared Visions" play an important rule in motivating followers. This is where followers migrate to non-followers and outsiders depending on whether or not they share your vision. Thus when employees can't see the vision, or understand how they are part of a larger whole, and are treated as a commodity (foot cream), they loose motivation, excitement, creativity, enthusiasm, and so on.

As such, when searching for the right people for the right roles, leaders are looking for excited people who can motivate others through a shared vision of a better world. Thus the mission of the organization is to achieve this vision, and it has to flow out from the Board down to every member in the organization.

The Truth About Leadership - Part 8

Challenge is the Crucible of Greatness

Leaders are no stranger to challenges – all you have to do is reflect on leaders through history. When people think of business leaders they admire, they think about people who have turned around failing companies, started entrepreneurial venture, developed breakthrough products and services or transformed industries. You don’t have to study historical leaders to learn this lesson. [..] What immediately struck us was that people always chose situations in which they were challenged in very significant ways. […] They are all about challenge and change. (pgs 91 - 93)

Buddha is quoted as saying, “The only constant is change”.

The change formula, discovered by Richard Beckhard and David Gleicher, is D x V x F > R.

Three factors must be present for meaningful organizational change to take place. These factors are:

D = Dissatisfaction with how things are now;

V = Vision of what is possible;

F = First, concrete steps that can be taken towards the vision;

If the product of these three factors is greater than

R = Resistance,

then change is possible. Because D, V, and F are multiplied, if any one is absent or low, then the product will be low and therefore not capable of overcoming the resistance.

To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by communicating industry trends, leadership ideas, best practice and competitive analysis to identify the necessity for change.

(http://en.wikipedia.org/wiki/Formula_for_Change)

Change is not so much about a personal challenge as it is a dissatisfaction with the status quo. But in order to change, one has to over come the phrase, “If it ain’t broke, don’t fix it”, by building an imagined future that is better than the present. In this instance the challenge is convincing others that change is needed, or showing them a path through change that improves their lives.

Another version of challenge illustrated through wars is where one group oppresses another group, and others come to their aid. “People of good conscious do not sit idly by while others are hurt and oppressed”, or phrased differently, "All that is necessary for evil to triumph is that good men do nothing." (Edmund Burke).

These challenges point to the same problem though, the “Human Condition.” The human condition concerns the plurality of culture and personal values, the standards of evaluation, the satisfaction of basic needs, the maintenance of cultural identity, and reasonable conceptions of well being, and when values and evaluation conflict in particular situation, as they often do, the reasonable course of action is to opt for one that are more important for our well-being in that situation at that time. Although reasonable conflict resolutions vary with situation, there is usually one that is objectively the best and most reasonable in any particular situation. “The Human Condition”, by John Kekes, ISBN 978-0-19-958888-6 (Location 3223).

The authors claim that “Leadership and challenge are inseparable” (pg 94). The human condition suggests that this is technically correct. When culture, personal values, and the concept of well being collide, these pose a challenge. The change formula suggests when these elements force change to occur. The resistance to change must be overcome by a dissatisfaction with how things are now, a vision of what is possible, and an ability to take the first, concrete step, towards the vision.

“Challenges cause you to come face to face with your self.” (page 94) While this is true, based on the reflections of the human condition, another assertion is false. “Leaders seize the opportunities that hide inside adversities. Leaders see open doors while others see brick walls. They take the initiative to move things forward.” This assertion is false, as it states that leaders and non-leaders are distinguishable only by their ability to take steps forward. The definition of leadership doesn’t support this supposition, nor does the change formula. More importantly, individuals who cannot see a step how to take an actionable step forward may not be leaders, but may be limited by imagination, ability to act, stamina, confidence, courage, or another other number of psychological conditions that afflict humans.

“Finally, engage in some positive self-talk. Acknowledge the challenges and difficulties, but then tell yourself, and others, that these challenges can be overcome with hard work and determination.” (page 101). This comment is laughable in the face of the change formula. First is diverts from the vision, by saying, “Well get there if we just keep drudging along!” Yes, that’s what everyone wants to hear, “There is a better future out there, if we just keep working harder.” What happened to, “Work smarter, not harder”? Secondly a leader guides intent. Therefore the thoughts and phrases a leader holds concern the vision, the future, and the goal. How are we going to get there, and how it will be better once we’ve arrived. A positive future is one to strive for. This is supported by “The 48 Law of Power”, chapter 13, “When asking for help appeal to people’s self-interest, never their mercy or their gratitude”.

“Failing is learning” (page 102). Buddhist learned a long time ago, that in order to be come a master, one had to try. And, “If at first you don’t succeed, try try try again”. With practice comes experience. With experience comes mastery. The master knows almost every intimate detail of the subject they studied. As a leader, if your goal is to achieve your vision, then by accepting that fact that with each attempt to achieve your vision you may fail, and you’ll learn something new. “When you are experimenting with new ideas and trying out new methods and techniques, you have to accept failure as part of the process. And when mistakes and failures happen, you have to ask, ‘What can be learned from this experience?’” (page 103)

Hozier - Someone New

" Love with every stranger the stranger the better."

This song is layered with many interpretations. What do you think Hozier is saying?

" I wish by golly I, could spread my wings & fly...let this grounded soul be free for just a little while....I'll be like eagles when they ride upon the wind...and taste the sweetest taste of freedom for my soul...I'll be free at last...Thank Gawd almighty...I'll be free.." ~Big River~

“I hope you live without the need to dominate, and without the need to be dominated. I hope you are never victims, but I hope you have no power over other people. And when you fail, and are defeated, and in pain, and in the dark, then I hope you will remember that darkness is your country, where you live, where no wars are fought and no wars are won, but where the future is. Our roots are in the dark; the earth is our country. Why did we look up for blessing — instead of around, and down? What hope we have lies there. Not in the sky full of orbiting spy-eyes and weaponry, but in the earth we have looked down upon. Not from above, but from below. Not in the light that blinds, but in the dark that nourishes, where human beings grow human souls.”

—

Ursula K. Le Guin, “A Left-Handed Commencement Address” (Mills College, 1983)

this passage planted itself in my consciousness when i was 24, and 10 years later, it informs so much of my approach to living, thinking, creating.

(via nostalgicfuturity)

A print I drew, and would like to get up on my site :)

Certain words can change your brain forever and ever so you do have to be very careful about it.

Oh to be touched. To feel the life within. What bliss!

ok but WHAT IF we gently pressed our foreheads together