Honest differences are often a healthy sign of progress – Mahatma Gandhi
“Life is a series of problems,” observed M. Scott Peck. A more accurate statement was never made. But when it comes to solving them it’s important to realize that not all problems are created equal.
All our difficulties fall somewhere on a spectrum; at one end of this spectrum we find routine problems, and, at the other end, adaptive challenges. A routine problem isn’t considered routine because it happens regularly, but because we have a routine for dealing with it – a protocol, a process, or expert on which we can depend for a reliable fix. A routine problem may be irksome and expensive, but at least we’re in familiar territory and know what to do about it.
“Our Similarities bring us to a common ground;
Our Differences allow us to be fascinated by each other”
– Tom Robbins
Arguing: As Counterproductive As It Is Common
A sure sign that ego has triumphed over effectiveness, arguing creates a major drag on performance in our teams and organizations. Yet we see it all the time: people dismissing the views of others while zealously hawking their own opinions. These fruitless arguments, and all the bickering and bullshit they produce, are a clear signal that conversational capacity is in short supply.
Mike Richardson is a thought leading expert on agility and the author of Wheel$spin: The Agile Executive’s Manifesto. He is a scientist and engineer turned manager, executive, and CEO. Mike is also an award winning Chair with Vistage International, chairing 3 groups with over 50 members (CEOs and Senior Executives) and is also a Vistage Resource Speaker to other Vistage groups, nationally and internationally. He also facilitates CEOs and their teams to be more agile as leaders and as a business.
Conversational capacity refers to the ability – of an individual or a team – to have open, balanced, learning-focused dialogue about tough issues and in challenging circumstances. It’s a vital competence, but this capacity is hard to maintain. All too often we behave in habitual ways that diminish it, with unfortunate consequences for our success and productivity – both individually and as a team.
Conversational capacity refers to the ability – of an individual or a team – to have open, balanced, learning-focused dialogue about tough issues and in challenging circumstances. A vital competence, it’s crucial that we understand how we can build it.
In Conversational Capacity I explained why mindful awareness is such an important aspect of remaining purpose-driven and learning-focused under pressure:
“Since deliberately balancing candor and curiosity requires you communicate more mindfully, activities such as meditation, yoga, or meditative running that strengthen our awareness are powerful ways to increase your competence. My recommendation is this: If you don’t have a regular mindfulness practice, start one. If you do have one, keep it up. “Mindful Awareness Practices,” or MAPS, as they’re called (putting a new spin on the term “mental MAPS”), help sharpen your capacity for self-awareness. And since you can’t manage a reflex if you’re unaware of it, developing a part of your mind that is able to watch your behavior in the moment is essential.
In my model of emotional intelligence, grit falls under self-management, one of four essential leadership skills. The others are self-awareness – which is the basis for managing yourself – and empathy plus social skills.
– Daniel Goleman, “Teach the Key Ingredients for Leadership Success”
As the sad debacle at General Motors continues to unfold I find myself asking questions about the company’s culture. How did a problem like this continue for so long? How many people spoke up when they first learned about the problem with the ignition switch? If none did, how many people spoke up when it became clear the problem was a serious threat to public safety? Did someone at least finally raise their voice when it became clear that people were dying because of the problem? And, if people did speak up, did they do so productively, in a way that sparked more learning than defensiveness?
A systems approach begins when first you see the world through the eyes of another – C. West Churchman
Chris Soderquist is the Carl Sagan of systems thinking. Sagan’s genius lay not just in his keen scientific mind, but also in his ability to convey the power, fun, and usefulness of science to people who might not otherwise get it – and to do so in a contagiously engaging and enthusiastic way.