The Secret waits for the insight of eyes unclouded by longing, Those that are bound by desire see only the outward container. This 2500 year old observation of Tao-Te-Ching defines the problem modern management must solve and gives a clue to the solution.
The problem is desire. However, desire is to be interpreted not as temptation alone but also the desire to survive. We all have defense mechanisms to protect our framework of beliefs that guide our daily living in comfort. Without these defense mechanisms we would find it difficult to live in sanity. For example we now ignore the threat of an atomic bomb in our midst though it is a real and present danger. It is defense mechanisms that lead the world to deny an innovation though it desires change. To succeed the change must produce a shift of mind – replace the perception of threat with perception of welcome benefits.
To get to the Secret is not a matter of talking or foofaraw as Scholtes would put it. We have to be able to step beyond our own comfort zones as a collective, i.e, emerge a commonly held perception of the Reality. We must learn to overcome our Learning Disabilities like the problem is out there and not here, or how dare they comment on our turf, to take the next step of responding with an action or innovation. A System is needed for a Collective to consistently evolve the Reality and act constructively in concert. The problem of Management is absence of an effective System.
A reliable System can be built only around a powerful force of human nature for it must pierce individual defense mechanisms and cultural Learning Disabilities to unite personnel. The MIX has thrown up two such forces. If I were to favor any one of them I would not be writing this hack but appreciating my choice at its parent site. My unique contribution is a combination of the two forces identified.
Bill Nobles, after many years of personal experience supported by Research, has identified the strong individual desire for Freedom amongst personnel and has fashioned it into a proven and powerful Management philosophy. In association with Paul Haley he has identified the following seven aspects of Freedom which explain the word and define its immense business value:
• Freedom to develop, to grow, to achieve one’s unique potential—a source of tremendous business value.
• Freedom to make mistakes and fail—essential elements of creativity and growth.
• Freedom to question and to investigate.
• Free access to all business information except that which is private.
• Freedom to decide and to act.
• Freedom from boundaries.
• Freedom from arbitrary limitations such as work hours, location, dress, etc.
The problem with Bill’s hack on Freedom: Personnel must invest their time and energy, after developing the volition, to self-organize, self-drive and be self-accountable. I am sure it will take considerable discipline and this makes it dependent on the top management. A maverick can overturn the apple cart as did happen with HP.
Raj Kumar has understood success and the power of Feedback to deliver it. He has harnessed IT to provide all the organization and discipline needed to drive Feedback! The killer appeal of his work is that the Management need only support Freedom at the outset. The System embeds itself thereafter as it is compelling for the daily work and interaction.
The problem with Raj Kumar’s hack on Compelling Energy for free-flow of Knowledge: While he has successful prototype implementations to prove his science he does not have enterprise scale proof points. It follows he has yet to develop a manual to guide his implementation.
My observation: Raj Kumar's free-flow of Knowledge translates into Bill’s Freedom. Bill is expending great effort to achieve it. Raj Kumar delivers it effortlessly with his compelling energy. Bill’s experience can drive Raj Kumar’s work forward within organizations. Their works are made for each other! The world needs them as of yesterday.
I pray they will appreciate this is to promote their objectives.