Possibility Conversations

(Note to audience today’s blog is a mind wander, not a coherent story – yet)

I had been having a bit of a struggle these last few weeks with a myriad of tasks that I’ve promised to clients and I noticed my internal conversation with these tasks was one of duty and necessity, which generated a heavy feeling in my body and heart. Then in two sparkling hours I had conversations with University colleagues and the world of possibilities opened up again. After these conversations I noticed a lightness and joy in my body and heart and the other tasks didn’t seem so hard anymore because they are only one part of my work life, not the whole of it. For me, possibility and new ideas are as essential as food and water (and chocolate).

Again this morning I had a different sort of conversation with CTSC colleague Linda Yaven about turning possibilities into some form of documented reality i.e an idea for a product or service. She even came up with an attractive metaphor for how to start – mapping out the landscape – yes, I can see the high peaks and murky valleys and twisty windy roads in my mind already.

Now I’m reading her latest article – Innovation as Community Conversation – which really resonates because it describes the effect on me of these different conversations – excitement that we are building new creative futures through the possibility conversations we are having together.
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To be influential – be influenceable

I’ve been running a number of workshops recently that revolve around enhancing participant’s influencing skills – for those in matrix management situations and those in technical or professional advice roles. I’ve been struck by the difference between what I call ‘service oriented’ people and ‘professionally / technically oriented’ people. The professionally / technically oriented participants value and are rewarded for being “right” while the service people are valued and rewarded for establishing relationships.

What seems to happen is that technically oriented people, confuse being “influenceable” with giving in and so resist the message that they can become more influential by being prepared to be influenced by others.

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Good, Better, Best – what are good enough goals?

I’ve worked with two separate management groups recently, both of whom had the words, better or best in their goal statements, e.g. we want to be the best in market X. When I challenged the groups to explain what better or best would look like, there were different views that had to be talked through. The intention to drive achievement seemed to have the opposite effect and there were at least a couple of people in each group who expressed a view that sounded more like “good enough” when pressed to explain how best would be measurable.

It reminded me of Barry Schwartz’ book The Paradox of Choice. Here for the first time I fully understood the implications of being a “maximiser” (aka perfectionist) – someone who is constantly looking for the best solution, option or performance. The trouble is that we can never know for sure that we’ve become the best and in today’s world of expanding choices, better or best may only last a moment.

Schwartz’s hypothesis is that it is easier to be a “satisficer” – setting a standard or level that you will be satisfied with.

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