Costs of No Decision

 

FEEL-THINK-DECIDE

“-Awareness/Presence=1+”

Secret #3 Humans Alone Possess the Ability to Transform Themselves The reality of animals is that they are what they are, and will always be so. A cat, a cow, a camel, or a kangaroo will always be a cat, a cow, a camel, or a kangaroo. But a homeless person can transform himself into a published author and successful motivational speaker. This is just what Richard LeMieux did. As he describes in his personal odyssey, Breakfast at Sally’s: One Homeless Man’s Inspirational Journey, he went from sleeping in his car and eating at the Salvation Army (Sally’s) to an eventual middle -class lifestyle. An aimless teenager can get a grip on her life and become an accomplished academic, professional, or businesswoman. An immigrant can arrive in a new land with nothing but the clothes on his back and ultimately achieve greatness without ever having to feel imprisoned by the promise of permanent poverty. In his book The Wealth Choice: Success Secrets of Black Millionaires, courageous author and motivational speaker Dennis Kimbro insists that wealth has little to do with birth, luck, or circumstance, but everything to do with Choice, Commitment to Change, Discipline, Self-Improvement, and Hard Work. I could not agree more. His sentiment echoes this Jewish theme: There is no shame attached to Starting Out Poor, but Remaining That Way Is A Different Story. 40 Business Secrets from the Bible…. Lapin, Daniel

 

Poncho Struggledork (PS) gave ME feedback last week after I wrote my thinking. It was simple clear and swift.

 

PS: “I liked your lesson but why didn’t you included how to set goals in the thinking?”

 

JD: Patience Poncho…… we will tilt at that wind-mill this week. (Poncho is my partner in thinking like Sancho Panza was for Don Quixote. Sancho is "the sidekick," and is symbolic of practicality over idealism. Sancho is the everyman, who, though not sharing his master's delusional "enchantment" until late in the novel, remains his ever-faithful companion realist, and functions as the clever sidekick.

 

                                                           Sancho (Poncho) laments the fall of his Partner.

 

 

Setting goals is something that has always perplexed ME…..

Filled ME with confusion or bewilderment; left ME puzzled.

Every time I have been involved with Goal Setting Events, what ends up Happening is that the goals end up being written to suit someone else’s Thinking of what could been Done or Achieved.

It seems to ME that a lot of the thinking for Goal Setting is flawed by the Decisions that are made whilst setting goals. In the last 20 years of advanced Technology, with a smaller fast-moving world and the sheer number of Choices available to each HU-Being, Goal setting is now Flawed by the Number of CHOICES.

 

 

To ME, the lines of King, Pope, and Piped Piper are blurred by the endless Choices of Experts on any subject, combined with Their advice giving… The world has changed from Goal Setting to Decision Making.

 There is an illusion of sameness that does not exist. That is the absolute beauty of a HU-Being….. recognizing differences and having the Ability and Choice to accommodate the differences to Create a different Future by Design.    

Creating a New Future by Design

Creating Futures starts very simply…. “Omni Futures take Risk”. In a world where we are told not to take Risk,

“Be careful…. they are not to be Trusted”

“Of course you can Trust ME”

Risk always Starts with “YOU” and your Ability to make Decisions. If “YOU” can’t Trust Yourself,

Why would you Trust ME?

Most goals fail because of a lack of ownership of the goal by the individual goal setter,

Leading to a lack of Action Towards the Goal.

“I didn’t really agree with the goal. I did it to Please YOU!”

I have heard every excuse there is about the Why it didn’t work. In my opinion, the sheer volume of choices is a blessing and a curse at the same time. Speed and Choice are about the abundances afforded to All HU-Beings. The problem (again in my opinion) is that we are always surrounded by Dream-Makers and Dream-Breakers, each one always looking after “ME” and what is best for “ME”. That is because of course…..

How would I know what is in my Best Interest?

Every day, well-meaning People are willing make Decisions for “ME”

Family, Friends, Community, Local Governments, Governments, Trading Marketplaces

Are all making Decisions!- - +!

Some with Awareness/Presence…………………. Most Not!- - +!

That is the Why I think we must Educate HU-Beings on How to Think before

Asking anyone to set a Goal to Create a Future.

First and Simple….. Every Goal has a Risk… YOU may Fail.

Secondly… In Risk Taking, YOU must Immediately Look to Mitigate the Risk  by

Thirdly….. Taking Action, Moving Towards Your Goal of The Future and Always away from your Current Past which

YOU are Changing !- - +!

Fourthly….. Monitor Omni Feedback Loops.

Business Decisions are Always Easier than Life Decisions…. or are They?

It All depends on YOU and Your Ability to Decide.

Here is how I look at the Matter from a “-Systems/Processes=1+” perspective:

Decision Making 21 First Century:

 

1.      Future Arrangements 2. Short to Medium term Outcomes 3. Vital Actions Now 4: Feedback Loops

  Perspective : Each Leader’s Subjective point of view

  Establish Communication of Quality, Standards and Rules of Engagement

  Define Boundaries of:

o   Co-operation

o   Collaboration

o   Leadership

o   Distributions of Accountabilities and Responsibilities

  Details of what is being decided

  Capabilities of each Individual (leader)

  Capacity of the Environment

   Lag Cycle

o   When will the decision be implemented (Time)?

o   Is there a pattern to follow (Sequence)?

o   What are the steps in the Sequence (Timing)?

o   Are there events around the steps that will affect Successful decision-making (the lag Cycles)?

    Agreements made on Decisions and  Enforced  

​  Measurements of Decisions made, looking for Corrections, for improvements

All Goals or Decisions have:

Starting Time: When did WE start taking the Risk?

Timing Measuring Points to Mitigate Risk. What are the Milestone Points to Measure?

Sequence of the Action to Take. Is this the Vital Action of Now?

Lag: the Time between Risk and Achieving the Goal. Am I moving and acting at My Best?

Time / Timing / Sequence / Lag

There is always Space, Energy, Time and Between All Decisions, Goals and Risks that are Made.

One of my favourite books on my Journey of Business Discovery was the book “In Search Of Excellence”

 

 In Search of Excellence

 

By Thomas J Peters & Robert H Waterman Jr

The Passage that I read Every Year to Remind

Me of My Psychotic Optimism as follows:

The central problem with the rationalist view of organizing people is that people are not very rational. To fit Taylor’s old model, or today’s organizational charts, man is simply designed wrong (or, of course, vice versa, according to our argument here). In fact, if our understanding  of the current state of psychology is even close to correct, man is the ultimate study in conflict and paradox. It seems to us that to understand why the excellent companies are so effective in engendering both commitment and regular innovation from tens of thousands or even hundreds of thousands of people, we have to take into account the way they deal with the following contradictions that are built into human nature:

 

1.      All of us are self-centred, suckers for a bit of praise, and generally like to think of ourselves as winners. But the fact of the matter is that our talents are distributed normally – none of us is really good as he or she would like to think, but rubbing our noses daily in that reality doesn’t do us a bit of good.

2.      Our imaginative, symbolic right brain is at least as important as our rational, deductive left. We reason by stories at least as often as with good data. “Does it feel right?” counts for more than “Does it add up?” or “Can I prove it?”

3.      As information processors, we are simultaneously flawed and wonderful. On the one hand, we can hold little explicitly in mind, at most a half dozen or so facts at one time. Hence there should be an enormous pressure on managements – of complex organizations especially – to keep things very simple indeed. On the other hand, our unconscious mind is powerful, accumulating a vast storehouse of patterns, if we let it. Experience is an excellent teacher; yet most businessmen seem to undervalue it in the special sense we will describe.

4.      We are creatures of our environment, very sensitive and responsive to external rewards and punishment. We are also strongly driven from within, self-motivated.

5.      We act as if express beliefs are important, yet action speaks louder than words. One cannot, it turns out, fool any of the people any of the time. They watch for patterns in our most minute actions, and are wise enough to distrust words that in any way mis-match our deeds.

6.      We desperately need meaning in our lives and will sacrifice a great deal to institutions that will provide meaning for us. We simultaneously need independence, to feel as though we are in charge of our destinies, and to have the ability to stick out.

 

Now how do most companies deal with these conflicts? They take great pride in setting really high targets for people (productivity teams, product development teams, or division general managers), stretch targets. These are perfectly rational, but ultimately self-defeating. Why do TI and Tupperware, by contrast, insist that team’s serve their own objectives? Why does IBM set quotas so that almost all salespeople can make them? Surely TI has lazy workers. And no matter how intelligent IBM’s hiring, screening, and training programs are for their salespeople, there is no way that this giant is going to get all superstars on its sales force. So what’s going on?

 

The answer is surprisingly simple, albeit ignored by most mangers. In a recent psychological study when a random sample of male adults were asked to rank themselves on “the ability to get along with others,” all subjects, 100 percent, put themselves in the top half of the population. Sixty percent rated themselves in the top 10 percent of the population, and full 25 percent ever so humbly thought they were in the top 1 percent of the population. In a parallel finding, 70 percent rated themselves in the top quartile in leadership; only 2 percent felt they were below average as leaders. Finally, in an area in which self-deception should be hard for most males, at least, 60 percent said they were in the top quartile of athletic ability; only 6 percent said they were below average.

 

We all think we’re tops. We’re exuberantly, wildly irrational about ourselves. And that has sweeping implications for organizing. Yet most organizations, we find, take a negative view of their people. They verbally berate participants for poor performance. (Most actually talk tougher that they act, but the tough talk nonetheless intimidates people.) They call for risk taking but punish even tiny failures. They want innovation but kill the spirit of the champion. With their rationalist hats on, they design systems that seem calculated to tear down their workers’ self-image. They might not mean to be doing that, but they are.

 

Goals without Ownership and Decisions made are a complete waste of Time and are Flawed and will Fail.

 

Thanks Poncho for reminding “ME”.  

 

Until next week    

JDS OUT