Showing posts with label Question. Show all posts
Showing posts with label Question. Show all posts

December 2, 2020

How To Keep A Secret


This was a saying from the movie, The 2nd, that I liked:

Three people can keep a secret. 

When two are dead!

It's similar to when you ask someone a question that they don't want to answer and they say:

I can tell you, but then I'd have to kill you.  

Both of these make a lot of sense, LOL.  ;-)

(Credit Photo: Andy Blumenthal)


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March 12, 2018

Tongue-Tied Silence

Sometimes in life, people are left tongue-tied. 

Too shocked, shamed, confused, or abused to speak or perhaps to even know what to say anymore. 

Maybe in the face of some horrible things that happen in life, there really are no words.

Instead, the vacant or crazed look in the eyes says it all.

People go through a lot--some of it is inhumane.

Sometimes, only tears can even begin to express what they are feeling. 

I think one thing that is important to do, even when we're not sure what to say, is to acknowledge that it is okay. 

Silence is often golden. 

Listen more, watch more, feel more, learn more, reflect more. 

Ask more questions. 

Usually, I'm told to ask at least 5 times (i'd say at least 3) to decompose to what is really going on underneath the superficial covers. 
"Tell me more."
"What else?"
"Can you elaborate?"

Sometimes, people have difficulty getting in touch with their true feelings or accurately diagnosing what's bothering them.  

It's more than okay to be thoughtful, be deliberative. 

Words are often cheap, but they shouldn't be. 

Our words should be truthful, meaningful, insightful, even righteous. 

Take all the time you need, your words are worth it. ;-)

(Source Photo: Andy Blumenthal)
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September 19, 2014

Overqualified And Underwhelming

Ok, so this sign is sarcastic for the question I received the other day.

A colleague, who is a supervisor, asked me :

"How do you take a group that doesn't know how to do the work (literally does not know how) and get them going, then teach them to do it on their own instead of doing nothing, waiting, blaming?"

My response was:

You can't do everyone's job for them...you will fail that way (and they will fail that way). 

You have to learn to work effectively with others...you have to delegate and let them do their jobs. 

As a manager, you should review, edit, comment, question, suggest, recommend, and quality assure (not micromanage).

Send staff to training, mentor, and guide them, but don't do the job for them. 

What do you think?

(Source Photo: Andy Blumenthal)
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September 14, 2012

Following The Guy In Front Of You Over A Cliff

Ira Chaleff speaks about his book The Courageous Fellowship.

After seeing holocaust survivors with numbers tattooed on their arms from the horrors of the concentation camps, Chaleff asks "How does this happen?  How do people follow murderous leaders?"

In response Chaleff comes up with the five dimensions to follow courageously:

- Courage to assume responsibility--don't expect your leader to provide for you, but you act for the common purpose that you both serve. (as John F. Kennedy said: "Ask not what your country can do for you--ask what you can do for your country.")

- Courage to serve--recognize the tough job of leadership and help to unburden and support the leader so he/she can be successful.

- Courage to participate in transformation--become full participants in the change and transformation process; ask what you can do differently to improve.

- Courage to constructively question and challenge--when policies and behaviors are counterproductive, step up and voice discomfort and objection.

- Courage to take moral action--in rare, but needed circumstances, you must be willing to dissent, leave, or refuse to obey a direct order when it is unethical or illegal.

I greatly appreciate Charleff speaking out and teaching others to do so and calling for all to "act as principled persons with integrity."

Charleff see leaders and followers less in the traditional hierarchical model and more as partners in achieving a common purpose--and this flattening of the hierarchy enables followers to question, challenge, and dissent when the boundaries of integrity are violated.

While I too believe we must serve courageously and not just follow blindly--as one of my teachers used to say, "if the car in front of you drives off a cliff, are you just going to follow him?"--I am not sure that Chaleff fully addresses the challenges and complexity in what it means to "step out."

While we may like to envision a flat organization structure, the reality in most organizations is that there is a clear hierarchy and as they say, "the nail that stands out, gets hammered down"--it is not easy to challenge authority, even though it can, at rare times, be necessary.

Finally, while Charleff focuses primarily on speaking up when there is a moral issue at hand, I think it is important to also be forthright in everyday issues and challenges that we confront.

Being good at what we do means that you don't just participate in leaderthink or groupthink, but you think on your own and share those thoughts earnestly.

However, once the decision is made--as long as and only when it is moral--then you must serve and support that decision and help make it as successful as possible.

Leaders and followers are a team and that means having the courage to fully participate and having the humility to respect chain of command and serve a noble mission, appropriately.
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July 31, 2012

Time Marches On

I took this picture of a tall clock on a pedestal. 

There is a man in a dark suit walking in the background. 

He represents us all, walking on through time and spending his allotment. 

All around the square, everything else is quiet. 

I can feel the gravity of time as it ticks on by. 

We rush moment by moment, one activity to another--we are all very busy. 

Do we ask ourselves: 

- What are we accomplishing? 

- Are these things really important? 

- And when we look back one day, will we be proud or ashamed? 

Time marches on, and it is good to look at the clock. 

To ask ourselves what are we doing to deserve the time we have been blessed with. 

(Source Photo: Andy Blumenthal)
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July 20, 2012

Question Without Losing Faith


This is a disturbing 2-hour documentary called Zeitgeist (2007) by filmmaker Peter Joseph. 

The first few minutes are a little weird so give it a chance or skip forward to the harsh crux of the movie that starts at around 8:45. 

This films makes you question your assumptions on religion, politics, and economics. 

According to the New York Times, Mr. Joseph has since "moved away from" his outlandish conspiratorial allegations that 9/11 was an "inside job."

But if even a tiny percentage of this movie has any merit, it gives us pause to reflect on what is real, perceived, and just some very good marketing perhaps. 

Putting aside their wild conspiracy claims, The Zeitgeist Movement, according to The Huffington Post, advocates for a society that is moneyless and stateless, and with apparently disarmament not far behind.

Instead, their group sees the world run by a great global computer that monitors resources for preservation, sustainability and I would assume allocation, and maximizes efficiencies through "labor automation." 

It seems as if their ideology is modeled not only on "social values" but on socialism. 

The most important things that I think I took away from the movie can be summarized in the following:

1) G-d is unquestionable and that's what faith is all about. 

2) Critical thinking is incredibly important--don't just take everything, or maybe anything, for granted.

3) Power must be a means to an end and not an end itself and like American Singer-Songwriter, Jimi Hendrix said: "When the power of love overcomes the love of power, the world will know peace."

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July 7, 2012

The Winning Move

My daughter sent me this amazing picture portraying how we can "think outside the box." 

How many of us would ever have envisioned this as a possible solution to this age-old children's game? 

Important lesson learned--it's okay to think differently, be creative, even change the rules when you can get a better result. 

Groupthink drives so much--too much--of what we do at work, politically, and more. 

Often, we can do better when we question the status quo and give things a fresh look--without the colored lens on of how things should be, have always been, or need to be done.

With the huge challenges we face as a nation and globally, we need to open ourselves to new solutions to old and emerging problems.  

Like a simple tick-tac-toe game, the winning move may simply be right outside the box. ;-)

(Source Photo: LOL Pics)

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January 21, 2012

Finding Better Ways

Saturday Night Live had a funny skit last week about people in the future looking back at us in 2012 as "digital pioneers"--and how silly many of the things we do today looks from the outside.
Here are some examples that may resonate with a lot of you:
- Driving--We drive 1-4 hours a day and "are okay with that."
- Email--We boot up our computers, go to the Internet, log unto to our accounts, and send an email and think that "was so easy, fast, and convenient."
- Clothing--We get dressed in underwear, shirts, pants, belt, socks, shoes, tie, and wrap it all under a jacket and feel that it's "not way too many pieces."
- Bathrooms--We have bathrooms in our homes and have it close to where we eat and that "seems smart to us."
There were other examples making fun of us eating fruits and vegetables, keeping domesticated animals in our homes, and thinking that living to the age of 91 is old.
While we don't know exactly what the future will look like, when we look at our lives today "under the microscope"--things really do sort of appear comical.
I believe that we really do need to look at ourselves--what we do, and how we do it--with fresh eyes--and ask why do we do that? And are there alternatives? Is there a better way?
Too often we believe that the way things are--"is simply it"--when if we would just think how this would look to someone 100 years from now, perhaps we would be quicker to open our eyes to other options and innovations.
It reminds me of the story in the Torah (Numbers 22) where Balaam is sent to curse the Jewish people but ends up blessing them. In this story the donkey that he is riding on refuses to proceed, because it sees an angel in front of them. Balaam does not see the angel and beats the donkey thinking that was the right thing to do. G-d then miraculously gives the donkey the power of speech and the donkey complains about the harsh treatment from Balaam, and G-d opens Balaam's eyes to see the angel, at which point he understands that the donkey really saved his life.
This Biblical story is similar to our lives where we go along sort of blind to the realities right in front of us, and not only that but we keep pushing forward along the very same route not seeing the obstacles or other alternatives that may be better for us.
While we (generally) don't have donkeys talking back to us with feedback or the ability to see angels, I think by sensitizing ourselves more, we can open ourselves up to question the status quo and break the paradigms that we just take as givens.
So when we do get to the next 100 years out--it'll truly be a lot better than today and without the traffic! ;-)

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May 25, 2011

Apples or Oranges

There are lots of biases that can get in the way of sound decision-making.

An very good article in Harvard Business Review (June 2011) called "Before You Make That Big Decision" identifies a dozen of these biases that can throw leaders off course.

What I liked about this article is how it organized the subject into a schema for interrogating an issue to get to better decision-making.

Here are some of the major biases that leaders need to be aware of and inquire about when they are presented with an investment proposal:


1) Motivation Errors--do the people presenting a proposal have a self-interest in the outcome?

2) Groupthink--are dissenting opinions being actively solicited and fairly evaluated?

3) Salient Analogies--are analogies and examples being used really comparable?

4) Confirmation Bias--has other viable alternatives been duly considered?

5) Availability Bias--has all relevant information been considered?

6) Anchoring Bias--can the numbers be substantiated (i.e. where did they come from)?

7) Halo Effect--is success from one area automatically being translated to another?

8) Planning Fallacy--is the business case overly optimistic?

9) Disaster Neglect--is the worst-case scenario imagined really the worst?

10) Loss Aversion--is the team being overly cautious, conservative, and unimaginative?

11) Affect Heuristic--are we exaggerating or emphasizing the benefits and minimizing the risks?

12) Sunk-Cost Fallacy--are we basing future decision-making on past costs that have already been incurred and cannot be recovered?

To counter these biases, here are my top 10 questions for getting past the b.s. (applying enterprise architecture and governance):

1) What is the business requirement--justification--and use cases for the proposal being presented?

2) How does the proposal align to the strategic plan and enterprise architecture?

3) What is return on investment and what is the basis for the projections?

4) What alternatives were considered and what are the pros and cons of each?

5) What are the best practices and fundamental research in this area?

6) What are the critical success factors?

7) What are the primary risks and planned mitigations for each?

8) What assumptions have been made?

9) What dissenting opinions were there?

10) Who else has been successful implementing this type of investment and what were the lessons learned?

While no one can remove every personal or organizational bias that exists from the decision-making equation, it is critical for leaders to do get beyond the superficial to the "meat and potatoes" of the issues.

This can be accomplished by leaders interrogating the issues themselves and as well as by establishing appropriate functional governance boards with diverse personnel to fully vet the issues, solve problems, and move the organizations toward a decision and execution.
Whether the decision is apples or oranges, the wise leader gets beyond the peel.

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July 2, 2010

Why Take Out The Trash Anymore?

I am fascinated by unusual uses of technology. And in fact, that’s what I love about technology—is that it literally applies to every aspect of our lives.

In a sense, I think of technology as one of G-d’s precious gifts to mankind to better the world—when it's used for good—such as for improving communications, curing illness, and inventing new materials.

(Of course, there has been so much focus on technology being used to create “bigger and badder” weapons that can destroy the planet, but hopefully, we are spared from such morale and intellectual insanity and hatred.)

So now technology is striking again... but in an area that you wouldn’t necessarily expect.

Wired Magazine (July 2010) has an article called “Canada Sucks: Montreal’s vacuum system will make taking out the trash a breeze.”

“In 2012, Montreal will unveil an $8.2 million [4 mile] tube network to service a downtown arts district.” The trash system called Envac is already operational in other cities such as Barcelona, London, and Stockholm. It incorporates separate inlets/chutes for waste, recycling, and compost; sensors that relay load information to system operators; large industrial fans that can crank up from 45 mph to gale force to flush obstructions through a subterranean slipstream; and automated software that directs the trash to appropriate dumpsters in central collection facilities for transport to landfills, recycling centers, and composting plants; And the Canadian system will be controlled remotely from Envac headquarters in Stockholm 3600 miles away.

I was surprised and excited to see such an innovative use of technology for such a seemingly mundane task as garbage removal (i.e. I wouldn’t normally associate garbage and technology, but this article gave me a new reason to think more broadly on this topic).

Truly, technology is a game-changer. And we can think about everything we do, question it, reinvent it, and make for a better future.

The only condition is that we look beyond the surface of how we do things do things today and envision them anew for tomorrow.


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