Tuesday, July 27, 2010

Realities of Cause and Effect

Active Listening Series No. 6

In the Collins English Dictionary, ‘cause’ is defined as ‘something that produces a particular effect’ and ‘effect’ is described as ‘a change or a state of affairs caused by something or someone’. These definitions are interesting because the meaning of each word is found in the description of the other. This shows how tightly intertwined ‘cause’ and ‘effect’ is. They are like the front and the back of the same piece of block.

All effects and their resultant impact begin from a cause. In this sequence of events, the ‘cause creates an effect, which becomes the cause that generates its subsequent effects’. We can see this movement because we can see the back of one block and the front of the adjacent block.

However, with time and space, the line that separates cause and effect blurs, and they become embodied as a single entity. So, the sequence described in the last paragraph is no longer true. Now, it becomes the ‘cause leading to another cause, which creates even more causes’. It is as if we have become myopic and can see only the fronts of all adjacent blocks. Their backs are hidden from us. There are no more effects in this cycle.

Why is this so?

You see, in life, we do not see things as clearly as ‘causes’ and ‘effects’. Instead, we tend to see them as ‘becauses’ and ‘impacts’. We tend to do ‘becauses’ more than doing ‘effects’. The formal is other-focussed and requires less of our energies. In the world of ‘becauses’, we create justifications to explain away our current situations and find scapegoats to blame for our conditions without having to physically change anything.

Things become singular in the path of least resistance. We have no sense of the cost of the effect on us when it is invisible. So, we cannot calculate the payoff for getting out of it. Over time, this pattern becomes fully entrenched in our lives and we lose our abilities to take responsibility of ourselves.

The key is to refocus our attention to the back of each block and avoid agreeing with our becauses. Only then do we have access to everything that we have already had to create our breakthroughs.

This article was 1st written on 27 Jul 2010.
Copyright 2010.
Anthony Mok. All Rights Reserved.

Wednesday, July 07, 2010

Stun-gunning Your Organisation into Inventiveness

Critical Factor of Innovative Organisations No. 8

History has revealed many stories about organisations moving into long periods of stagnation and inertia after enjoying years of growth and prosperity. Many organisational scientists have attributed this condition to the organisations’ failure to innovate, adapt and transform to match the evolutionary and disruptive changes in the environment, markets and stakeholders’ expectations.

Organisations which have found a way to keeping their workforce stun-gunned against complacency are able to insure themselves against this malaise.

Humans always want to avoid conditions of atrophy by staying within or reaching for homeostasis environments. In a world full of uncertainties, the unknowns bring about great discomforts. These cause the person to tense up, which is negative and exhausting. He wants to reduce or remove this tension because he recognises that an environment in homeostasis brings about satisfaction and happiness. This motivates him to recognise that new solutions have to be found, and the old ways, which no longer work, have to be replaced.

However, not all stun-guns produce the intended effects. Some are not blunt enough to push the organisation out of its fixed ways. Others are too blunt that the over-stunned organisation implodes onto itself. Innovative organisations differentiate
themselves from the ordinary ones by being able to find the right mix of stun-guns that help grow the organisation continuously.

Innovative organisations fully understand this human phenomenon and use a number of unique stun-guns - policies, methods, processes, and systems, to keep their workforce in a challenging but supportive atrophied state so that these generate the needed forces and energies to keep their organisations innovative, adaptable and renewing.

Here are the links for the other critical factors of innovative organisations: