December 8, 2015
Counter Terrorism Response Level: DYSFUNCTIONAL
Can we stop the fighting among ourselves--Democrats and Republicans, Judeo-Christians and Muslims, CNN and FOX, NRA and gun control advocates, immigration pros and foes, etc.)
AND
Instead focus and go after the real murderous culprits--the radical Islamist terrorists who are killing, imprisoning, torturing, raping, enslaving, and taking over vast lands to build a shariah-rule caliphate and take our freedoms and lives away?
We are losing the war on terror, because we can't get our collective act together! ;-)
(Source Photo: adapted from here with attribution for original to Elliott Brown)
December 3, 2015
Unwillingness To Face Inconvenient Facts
Unwillingness To Face Inconvenient Facts
November 24, 2015
Top 30 Legacy Of Hope And Change
Just some 30 examples off the top of my head...
1) Nuclear IRAN
2) Civil War SYRIA
3) Fragmented IRAQ
4) Taliban resurgent AFGHANISTAN
5) Militarization of SOUTH CHINA SEA
6) Nuclear missile NORTH KOREA
7) Terrorist State ISIS
8) Resurgent aggressive RUSSIA
9) Weaponization of SPACE
10) Streaming crisis of REFUGEES
11) Broken system for IMMIGRATION
12) Sharply rising MURDER RATES
13) Growing and largest PRISON POPULATION
14) Rising RACISM
15) Increasing INEQUALITY
16) Worsening polarization in POLITICS
17) Poor TRANSPARENCY
18) Dysfunction in GOVERNMENT
19) Rising NATIONAL DEBT
20) Crisis in HEALTHCARE
21) Failing system of EDUCATION
22) Stalling INNOVATION
23) Growing insecurity of CYBER
24) Infringement on PERSONAL PRIVACY
25) Falling participation in LABOR FORCE
26) Slowing ECONOMY
27) Worsening CLIMATE CHANGE
28) Shrinking affiliation with RELIGION
29) Epidemic of SUICIDE AND SUBSTANCE ABUSE
30) Declining HAPPINESS
Now, one of our main hopes has to be genuine change for the better.
(Source Photo: Andy Blumenthal)
Top 30 Legacy Of Hope And Change
October 26, 2015
A Volcano Of Our Own Making
A Volcano Of Our Own Making
October 21, 2015
The Times and Events Of Gog And Magog
Earlier in the year (January 2015) the Doomsday Clock moved up to 3 minutes to midnight--that was a full 2 minute move or 40% advance to the end of times.
The cited reasons by the Bulletin of Atomic Scientists:
- "Unchecked climate change"
- "Nuclear arms race"
Essentially, these "pose extraordinary and undeniable threats to the continued existence of humanity."
But on a daily level now--
Islamic extremism showing through post 9/11 mounting turmoil and unbelievable terror in the Middle East, including seeming non-ending ISIS brutality, Iran's march towards nuclear weapons and advanced ballistic missiles, the Sunni vs. Shiite war for dominion centering (lately) in Syria, Iraq, and Yemen but with much larger geopolitcal overtones towards a return of a powerful caliphate to challenge the West, fighting between Muslims and Christians in countries like Nigeria, ongoing terror threats to the democratic State of Israel, and a rising tide death, casualties, and refugees.
Russian aggression in multiple countries and regions including Georgia, Ukraine, and Syria, air and naval military incursions and encroachment towards Turkey, the countries in the Baltic Sea region, the Arctic, and even a Russian military satellite parking itself between 2 U.S. satellites yesterday.
China's militarization including greater military spending on advanced weapons, Island/posts building in the South China Sea, and ongoing threatening overtures toward Taiwan and other neighbors, and cyber warfare conducted against the U.S.government and the private sector.
Frightening new military capabilities are coming online with advances in weapons of mass destruction--nuclear, chemical, biological, and radiological--colonization and militarization of space, laser weapons, satellite killers, swarms of drones, armies of robots, and cyberwar.
The drumbeat of climate change and environmental deterioration (unsustainable practices of deforestation, overfishing, pollution, and the extinction of countless species) is being felt in changing weather patterns, global warming, glacier meltdown, alternating threats of flooding and drought in various part of the world, major storms and lightening patterns, and an uptick in natural disasters (tsunamis, hurricanes, and tornadoes), and an overall trend towards shortage and conflict.
An ailing global economy after 2 major recessions in the 21st century so far, booming national debts, stalling economies, slowing innovation, and scarcity of stable, good paying, full time jobs in an outsourcing, short-term, freelance, contractor culture, and automaton and robotization advances.
Dysfunctional political systems that are bogged down with endless indecision, infighting, bickering, finger-pointing, stalemates, shutdowns, pork barrel spending, catering to special interest groups, short-term wins at the expense of long-term goals, corruption, and a lack of strong capable leadership at the helm.
An article I read recently from Russian Times, I believe, said how the U.S. teeters just steps from potential collapse by just relatively easy societal interruptions (presumably that they could facilitate) and that with farms/food production far from major metropolitan areas, people hooked on drugs that they could not get supplies for, and other severe disruptions in our critical care needs, we would be in big trouble--the message was clearly watch out, you are extremely vulnerable.
That these tactic threats and overtures are already being made explicit is not a good sign. Just politicians and countries throwing around their weight or jockeying for position on the world stage--who knows?
But people are frail, countries are vulnerable, budgets are limited, and bad things can and do happen if we are not careful in a world ticking closer to very dangerous times and events.
The coming realization of the prophecy of a devastating world war--of Gog and Magog--is what people are saying to me.
In conversation about deteriorating world events, my wife innocently asked someone this week--"Can we avoid a major world war?" Their unequivocal response, "No, it's inevitable!" ;-)
(Source Photo: Andy Blumenthal)
The Times and Events Of Gog And Magog
September 22, 2015
Requirements, I Don't Know
Who are we?
Clients!
What do we want?
We don't know!
When do we want it?
Now!
This is like way to many IT projects...
The customer knows they need to do something, because of changing market conditions, internal (dys)functioning, arising competition, or external mandates and regulations.
But when the IT project managers and business analysts interview and ask the customer what they want and need to address these...quite often they get blank faces and hands raised in circuitous, endless doubt.
What do the customers really want?
For IT to define, solve, and make their problems go away--and by the way do it yesterday and without any extra / proportionate resources.
For some IT "professionals" that may be a little lacking themselves, you end up getting half-assed solutions to half-baked requirements that accomplish nothing or perhaps even break things more.
Hence, the true miracle of technology--to read minds and deliver valuable solutions to problems that no one could fully define to begin with! ;-)
(Source Cartoon: Roz Blumenthal @Facebook)
Requirements, I Don't Know
July 26, 2015
Five Types Of Managers
Five Types Of Managers
July 8, 2015
Seriously Big And Out Of Order
Seriously Big And Out Of Order
May 6, 2015
A Political Teddy Bear
Taken on the Washington, D.C. Mall...
You can see the Capitol of the United States in the background.
The gate is surrounding the construction being done.
On the fence is a Teddy Bear--representing so many of our national challenges--sort of just hanging there helpless.
This political bear looks like he's clutching for dear life, but unfortunately he is left hung out to dry as we just keep chugging away...but where is the real progress?
- ISIS and radical Islam is still growing stronger.
- Iran continues building toward a nuclear WMD.
- China and Russia are "becoming [ever more] aggressive as they perceive U.S. pulling back."
- North Korea achieves capability for a "nuclear ICMB."
- Cyber insecurity is a "real and growing threat."
- There is a growing danger of a catastrophic EMP attack with a "staggering human cost."
- Immigration crisis remains in "limbo."
- Economic growth is "grinding to a halt."
- National deficit is "projected to skyrocket over next decade."
- American economic competitiveness is in ongoing "slow decay."
- U.S. education "still lagging" significantly in science and mathematics.
- Life expectancy in U.S. ranks 26th, "right behind Slovenia."
This doesn't mean that good things aren't continuing to happen especially with innovation despite all the gridlock...there is the Apple Watch (ok, the jury is still out on that one too).
Why don't we let the bear down gently please. ;-)
(Source Photo: Minna Blumenthal)
A Political Teddy Bear
April 23, 2015
Shut Up, Pleez!
Perhaps they don't have enough to do, are craving attention, trying to make a name for themselves, are plain 'ol destructive, or are simply acting the fool and looking for their next victim.
But they have to get into everyone else's business, telling them how to do their jobs, taking over and hostage any meeting they can shove their way into with their private agendas, emailing everyone and their mother with their henpecking of the day, and demanding their needs are the priority and rises up over everyone elses--no matter whom or what else is going on.
These people think they have an open mic and they are going to grab it, hold it, and never let it go.
You beg them to stop, to control themselves, to work out their issues constructively, to give others a chance, to get in line, to let you do your job and they should do theirs, to get some situational and personal awareness, but rather than putting the mic down....
No, they see your calm and rationale requests for peace as squirming capitulation and the opportunity to hit you again and again.
Everyone else has already given up and just won't respond or even acknowledge the Chicken Little screaming over and over again "The sky is falling"--when it isn't, and when so much important work is getting done by very hardworking and good people, who know how to act professionally.
The kids nowadays say it straight up, "shut your pie hole!"
And that is really such a good idea. ;-)
(Source Photo: Andy Blumenthal)
Shut Up, Pleez!
March 22, 2015
10 Reasons In Just 1 Week To Fear Government Breakdown
When the government that is supposed to sustain order and usher in social and economic progress is dysfunctional and broken, instead we have:
"Chaos, Panic, [and] Disorder"
Here's some news highlights from just this last week:
SPREADING BASE OF WORLDWIDE TERRORISM
1) ISIS murdered 137 and wounded over 300 in suicide bombings at mosques in Yemen.
2) Al Qaeda / Islamic State killed 23 mostly European tourists and injured over 50 at attack on the National Bardo Museum in Tunisia.
3) Iraq's battle to take back Tikrit from ISIS slows as ISIS continues to hold territory in Iraq and Syria larger than many countries--this after the last U.S. troops left Iraq in 2011.
AGGRESSIVE POWER AND LAND GRABS:
4) Russia annexes South Ossetia from Georgia, just a year after annexing Crimea from Ukraine.
5) China starts up the Asian Infrastructure Investment Bank (AIIB) with support from key European Countries as well as Australia and South Korea, challenging American dominance via the International Monetary Fund (IMF)--this shortly after China surpasses America as the world largest economy.
PROLIFERATION OF WMD:
6) Iran says "Nuclear deal within reach," while their neighbors in the Middle East shutter and warn of impending nuclear arms race.
FORESAKING STALWART ALLIES AND MIDDLE EAST PEACE:
7) The Administration threatens to back United Nations against Israel, imposing a 2 state solution rather than a negotiated peace and security for the region.
ECONOMIC MESS:
8) U.S. economic forecast by the Fed was downgraded to just 2.5%, despite years of near-zero interest rates that were supposed to spark growth, but instead has simply driven stocks into overdrive and set us up for another bursting of the financial bubble.
HEALTHCARE SHAMBLES:
9) Upcoming Supreme Court decision on Obamacare could see 8 million people lose subsidies and ultimately their health insurance coverage.
ENVORNMENTAL CRISIS:
10) 2014 as the hottest year on record and 13 of the 14 hottest years are in the 21st century so far, this as even Chinese officials acknowledge looming fallout ahead in terms of climate change and disasters.
If this is just one (more) week with the current breakdown of government, those causing it all, as the sign states, can proclaim:
"My Work Here Is [Almost] Done." ;-)
(Source Photo: Andy Blumenthal)
10 Reasons In Just 1 Week To Fear Government Breakdown
October 27, 2014
Be Relevant, Live!
The photo above was taken today near a prominent university in Washington, D.C.
When our youngsters in the Capital of the United States--the holders of future creativity and energy are feeling irrelevant--we as a country are in serious trouble.
Yet, don't we all feel irrelevant at times?
We see and hear so much that is somehow wrong in the world and feel powerless to stop it, change it, or do anything about it that really makes a difference.
Everyday we are witness to people's personal misdeeds that should never be done, let alone contempalted; large, medium, and even smaller organizations doing the wrong thing for profit or power; and governments making decisions for political reasons and not common sense reasons or for the good of the people.
And how do we feel in all this -- relevant or irrelevant?
Can we as people endowed with G-d's lifeforce and heavenly spirit, formulate a position that touches people's hearts and minds to do the right thing for the right reasons--and can we speak it articulately enough, loud enough, convincingly enough to make a genuine difference?
Just as a single example in today's Wall Street Journal, an editorial about Yucca Mountain, the place designated for nuclear waste disposal--that is supposed to meet safety requirements for the next "million years" (I think most of us would be happy if we achieve even half that estimate)--and has already cost us 30 years of study and $15 billion, but yet continues to remain stuck in a politcial quagmire--why?
I beleive we can all think of numerous health, safey, and wellbeing issues affecting us, our families, communities, and this country that are are in a similar state of paralysis and dysfunction.
Why can't we move forward--is there no one relevant out there anymore?
We can't afford to let ourselves sink into feelings of despair, inadequancy, or irrelevancy to the great tasks at hand--whether from things like Ebola, ISIS, or financial meltdown.
We must find our inner voices, our moral rectitude, and our courage to speak truth to power, to stand firm for right against wrong.
It's understable to feel irrelevant, but it's not sustainable to show it. ;-)
(Source Photo: Andy Blumenthal)
Be Relevant, Live!
February 10, 2012
Speak Up or Shut Up
These are the organizations that are dominated by powerful, but narcissistic leadership (notice I do not call them leaders--because they are not).
According to Forbes, (11 January 2012) in an article entitled Why Narcissistic CEOs Kill Their Companies, in these organizations, the c-suite is dominated by those showing four narcissistic personality traits:
- Exploitative--They are in charge and everyone else had better respect--or better yet worship--them. Typically they are surrounded by "yes men" and eager beavers, ready to please at just about all costs.
- Authoritarian--They insist on "being the center of attention," they always know better, are always right even in the face of evidence to the contrary, and with their people, it's their way or the highway.
- Arrogant--They are full of themselves and usually something else :-) and believe they are superior and therefore entitled to their positions of power and stature.
- Self-Absorbed--They admire and and are preoccupied with themselves, and not focused on what's ultimately good for the organization, the mission, and its people.
In such organizations, and with such pitiful leadership, generally we find cultures of fear and what Harvard Business Review (January-February 2012) says are organizations where people "are afraid to speak honestly."
In these dysfunctional organizations with inept leadership, the workforce is stunted--they cannot genuinely contribute or grow and where organizational candor, trust, and collaboration is low, organizational performance is predictably poor.
HBR suggests that greater candor and sharing is possible by "breaking meetings into smaller groups," assigning people to "notice and speak up when something is being left unsaid," and to "teach 'caring-criticism'"--where input is provided constructively and not personally attacking and where honest feedback is viewed as "generous, rather than critical."
I think these suggestions may help organizations that are fundamentally well-run by caring and professional leaders, but when narcissists and power mongers rule the day, then the culture is not speak up, but rather shut up.
One of the things that I have been fortunate to experience and learn is that diplomacy from the top-down goes a long way in creating a professional and productive work culture.
When people are given respect and the freedom to speak up constructively, when they can work in true-teaming environments, and when relationships matter more than winning the day, then the workforce and all the individuals therein have the opportunity to grow to their potential. In speak up organizations, people can voice their opinions, provide valuable input, and contribute to the mission--both the people and the organization thrive.
In contrast, when the workplace is shut up, because of narcissistic and poor leadership, the workforce is essentially shut down--they are in essence muzzled in speech and ultimately in deed. These organizations choke off their own talent and lifeblood, while their head swells from the arrogance and power at the top.
Diplomacy is a skill not only in international relations, but in life and in the workplace, and diplomatic leaders are not narcissists trying to wield and hold power, but rather polished and professional leaders who foster a culture of speak up and team up--they are ready to take their organizations and people to new levels of productivity, growth, and meaning.
Speak Up or Shut Up
June 25, 2011
Busting The Organizational Bunkers
Busting The Organizational Bunkers
April 5, 2011
Beyond The Blame Game
To be honest, we all make mistakes.
In fact, I would worry about someone who seems so perfect on the outside--because I would imagine that they are likely or probably a powder keg, ready to blow on the inside (ever hear of someone "going postal" or the star who seems to have it all--looks, fame and fortune--and then they overdose or drive off a cliff or something?)
No one has it all. No one is perfect. We are all human.
It's not about blame. It is about accountability and responsibility--making things right where we can.
Every day we learn and grow--that is our test and our trust.
(Cartoon Credit: Tandberg)
Beyond The Blame Game
February 5, 2010
When Commitment is Just a Crowd-Pleaser
In the organization, you can’t really do anything without management commitment and a certain degree of consensus. In fact, management commitment is usually at the top of the list when it comes to a project’s critical success factors.
But when is commitment real and when is it just lip service?
Sometimes, when the boss tells you to do something, he means it and gives you the authority and resources to make it happen. Other times, “go do” is superficial and denotes more of a “this isn’t really important”, but we need to make a good show of it for political, compliance, or other reasons. In the latter case, there is usually no real authority implied or resources committed to getting the job done. But at least we gave it our best (not!).
As an employee, you have to be smart enough to know the difference in what you’re being asked to do (and not do), so you don’t end up stepping in the muck—trying to do something that no one really wants anyway or the opposite, not delivering on a project that others are depending on.
Knowing the difference between what’s real and what isn’t can mean the difference between a successful and rewarding career (i.e. “you get it”) or one that is disappointing and frustrating (because you’re sort of clueless).
It was interesting for me to read in the Wall Street Journal, 5 February 2010, about how looks can be deceiving when it comes to support for someone or some cause: apparently, in certain European countries, such as Ukraine, it is common place for rallies to be attended not by genuine supporters, but by people paid to show up. In other countries, you may not be paid to show up, but instead be punished for not doing so.
The Journal reports that “rent-a-crowd entrepreneurs find people fast to cheer or jeer for $4 an hour…[and] if you place an order for a rally, you can have it the next day.”
So what looks like thousands of people turning out to support someone or something is really just a sham. This is similar to leaders who turn out to support a program or project, but really they are just paying lip service with no intention of actually helping the project make an inch of progress. Their superficial support is paid for by goodwill generated by their apparent support or what one of my friends used to call by “brownie points” (for brown-nosing their boss or peers)—but of course, they aren’t really behind the initiative.
The article summarizes it this way: “For now, people see the same old politicians and hear the same old ideas. If someone fresh brings a new idea, people will come out and listen for free.”
Good leaders need to actually say what they mean and mean what they say, so employees are able to focus on the work that’s really important and get the results the organization needs. This contrasts with ineffectively telling employees to “go do”, but no one is standing with or behind them—not even for 4 dollars an hour.
Of course, leaders must get on board with the direction that the overall organization is going. That is just part of being a team player and accepting that first of all, we are not always right as individuals, and second of all that we live in an imperfect world where sometimes our choices are not ideal.
However, when employees are required to rally for causes they truly don’t believe in or leadership feels compelled to pay lip service to initiatives they will not ultimately fund or commit to, the result is a dysfunctional organization. The outward reality does not match the actual feelings or thoughts of its people. (Sort of like having a diversity initiative headed by all white males over the age of 50.)
Let us commit to a spirit of honesty in all our dealings. If a conflict needs to be addressed, let’s address it directly rather than avoiding or glossing over it. One very basic and simple step toward this end is to recognize and reward the people who are brave enough to say when the emperor has no clothes and who are able to provide alternatives that make sense.
And finally—when we do commit to something—let’s see it through.
When Commitment is Just a Crowd-Pleaser
January 30, 2010
Diplomacy and the Pitfalls of Dictatorship
Let's say yes to sound governance, and no to absolute power...
Power is a strange thing: the more you have, the more you want – it’s never enough. It’s an addiction of the soul that often results in poor decision-making and project failure.
I remember a teacher in high school that used to repeat to us the maxim that “absolute power corrupts absolutely.” Obviously someone has to be in charge and get things done, but there is more than one way to achieve results:
The first and crudest method that we have seen since the dawn of humankind is dictatorship. This is the aforementioned tendency for those in power to collect it, savor it, and protect it—and to want to wield it alone. Often those with power, not enlightened by the benefits of sharing and “checks and balances,” like to hold decision-making power for themselves. While perhaps made “in consultation” with others, it is their decision and theirs alone to make. Thus, decisions by the individual are more subjective, prone to mistakes, and driven as much by gut, intuition, and personal whim as by real facts. Furthermore, those who have to carry out the decisions do not understand them as well and are not as committed to their success because they weren’t fully part of the process.
A better method is diplomacy, when we work with others to strategize, collaborate, and vet decisions. Working with others in this way may often costs more in terms of time and effort upfront to “work though the issues,” but invariably these result in better and less-costly decisions being made in the long run. Diplomacy works especially well when the group you are working with is diverse and can bring a variety of experiences and perspectives to the table. You end up seeing things in ways that you would have missed otherwise.
Working through the decision process with others on a governance body (councils, boards, committees)—with individuals representing the universe of our stakeholders—provides a solid mechanism for all perspectives to be heard and for decisions to be scrutinized and challenged before being implemented. This is what good governance is all about.
Of course, there are occasions when diplomacy may fail and governance bodies may become dysfunctional. When groups fail to work together, dictators can sweep in and take over or, on the other hand, there can result endless bickering, a state of analysis paralysis, and no decisions being made at all. This is why governance must be well defined, structured, have an end-to-end process, and clear roles and responsibilities.
Although sometimes dictators can be brilliant and effective in getting things done and we can all think of business leaders who fit this style, too often these individuals can become drenched in their own “absolute power”—falling victim to ego and selfishness, and making decisions that are not in the best interest of the organization. This is a condition that must be countered with solid, structured organizational governance, in which decision-makers work with others collaboratively and share in the decision-making process, and the collective interests and those of the organization as a whole are put above those of the individual. In this way, diplomacy protects us from the whims and errors of dictatorship.
This is one of the nice things about our system of government, where despite the many strong differences of opinion and results that we may not always agree with, the system of checks and balances results in governance by the people for the people, where everybody has a chance to participate and be heard.
Diplomacy and the Pitfalls of Dictatorship
November 13, 2009
Breaking the Organization Free of Dysfunction
- Change is hard
- Change is possible
- Change is growth
- Change is incremental
- Change is healthy
Breaking the Organization Free of Dysfunction
October 31, 2009
Complexity, plain and simple
There is the old saying that rings true to basic leadership: “Keep it Simple Stupid,” (or KISS) yet for various reasons people and organizations opt or are compelled toward complexity.
And when things are complex, the organization is more prone to mistakes, people to misunderstandings, and leadership to mismanagement--all are points of failure in the dynamics of running an organization.
Mistakes can be costly from both a strategic and operational standpoint; misunderstandings between people are a cause of doubts, confusion, and hostility; and mismanagement leads to the breakdown of solid business process and eventually everything goes to pot.
An interesting article in the Wall Street Journal, 26 October 2009, defines four types of complexity:
Dysfunctional—This is the de facto complexity. It “makes work harder and doesn’t create value…research suggests that functional complexity creeps into a company over years through the perpetuation of practices that are no longer relevant, the duplication of activities due to mergers or reorganizations, and ambiguous or conflicting roles.”
Designed—This is an odd one…why would you design in complexity? “Executives may deliberately increase the complexity of certain activities or they may broaden the scope of their product offering, because they expect the benefits of those changes to outweigh the costs.” Example cited: “Dell believes that configuring each product to individual specs, rather than creating them all the same, makes customers more likely to buy from the company.”
Inherent—I guess this is the nothing I can do about it category, it just is hard! “The difficulty of getting the work done.” Plain and simple, some jobs are highly complex Mr. Rocket Scientist.
Imposed—This is the why are they doing this to us category—external factors. This “is largely out of the control of the company. It is shaped by such entities as industry regulators, non-governmental organizations and trade unions.” I would assume competitors’ misdeeds would fall into this one as well.
Whatever the reason for the complexity, we know implicitly that simplification, within the realm of what’s possible, is the desired state. Even when the complexity is so to say “designed in” because of certain benefits like with the Dell example, we still desire to minimize that complexity, to the extent that we can still achieve the organization’s goals.
I remember years ago reading about the complexity of some companies’ financial reports (income statements, balance sheets, statements of cash flows…) and news commentators questioning the authenticity of their reporting. In other words, if you can’t understand it—how do we know if it is really truthful, accurate, or the full story? Well-publicized accounting scandals like Enron, HealthSouth, and many others since around the mid-1990’s come to mind.
Generally, we know that when something is veiled in a shroud of complexity, there is often mismanagement or misconduct at play.
That is not to say that everything in life is simple—it isn’t. Certainly advances in the sciences, technology, and so on are not simple. Knowledge is incremental and there is certainly lot’s of it out there to keep us all occupied in the pursuit of life-long learning. But regardless of how complex things get out there—whether dysfunctional, designed, inherent, or imposed—we should strive to make things easier, more straightforward, and as effortless and trouble-free, as possible.
Will simplification get more difficult as a goal as our society continues to advance beyond the common man’s ability to understand it?
Yes, this is going to be a challenge. It used to be that graduating from high school was the farthest most people went with their education. Then college became the goal and norm for many. And now graduate and post-graduate studies are highly desirable and expected for many professional careers. It is getting difficult for people to keep us with the pace of change, breadth and depth of knowledge, and the advancement in technical fields.
One of the antidotes to the inherent complexity seems to be greater specialization such as in medicine, technology, engineering and so forth. As knowledge advances, we need to break it up into smaller chunks that people can actually digest and handle. The risk is that the pieces become so small eventually that we can lose sight of the bigger picture.
Complexity is here to stay in various forms, but we can and must tackle at the very least the dysfunctional complexity in our organizations. Some ways we can do this include breaking down the silos that impede our collaboration and information sharing; architecting in simplification into our strategic, operational, and tactical plans; building once and reusing multiple times (i.e. through enterprise and common solutions); filling gaps, reducing redundancies, and eliminating inefficiencies; reengineering our business processes as a regular part of “what we do”, constantly innovating better, faster, and cheaper ways of doing things; thinking and acting user-centric, improving the way we treat our people; and of course, being honest, transparent, and upright in our dealings and communications.
Complexity, plain and simple