Category Archives: organizational development

The Digital Paradox: How Digitalization Beckons Human Development

Digital Paradox
Photo by Andy Kelly on Unsplash

The Digital Paradox

A group of teens is huddled behind their smartphones instead of engaging with one another. An emotional email-rant is sent to a colleague instead of a face-to-face discussion. The more technology ostensibly appears to disconnect us from one other the more it beckons us to confront our own humanity.  This is the digital paradox. I briefly identify digital buzzwords and attribute to each the respective human developmental challenge we face.

Emerging Technology   Respective Human Equivalent
Augmented Reality (AR) = Individual Perception
Mixed Reality (MR) = Diversity of Perceptions
Blockchain = Trust / Transparency
Big Data = Collective Consciousness
Artificial Intelligence (AI) = Emotional Intelligence (Sensing)
Internet of Things (IoT) = The Interconnectedness of All Living Things (IoLT)
Bots and Algorithms = Ethical Intention / Posterity

Human Augmented Reality Makes Us Unique

Augmented Reality is a technology that superimposes a computer-generated image on a user’s view of the real world, thus providing a composite view. We augment reality daily using our own biological computer–the brain–to enhance sensory-based experiences based upon our programmed perceptions. Are we at risk of losing our sense of self-perception in a predetermined digitally enhanced augmented reality? What impact does sharing the same augmented sensory experience have on our human development? This leads us to the next emerging technology and its human-related counterpart.

Managing Mixed Reality Requires Leadership

Digital mixed reality refers to any real-time combination between reality, virtual reality, and augmented reality.  In human terms, mixed reality is the intricate interplay of “augmented realities” of over 7.5 billion people. Globalization is the unstoppable convergence of human beings. Nevertheless, the rise of nationalism, xenophobia, and religious intolerance shows a struggle to accept this natural process. Why? Managing diversity requires leaders who can hold the space for multiple mixed realities. Managing conformity only requires top-down authority. Leading diversity is achieved on a more horizontal plane by fostering knowledge sharing to promote common human interests. Dictating uniformity is achieved on a more vertical axis by restricting information sharing to satisfy self-interest based on hierarchy. What does this struggle to integrate mixed realities say about the quality and intention of current global leadership? This leads us to the next emerging technology.

Blockchain is About Trust and Transparency

According to a World Economic Forum report, corruption costs the global economy $3.6 Trillion each year.  Blockchain in its basic form is an electronic ledger (chain) of individual data transactions (blocks). In comparison to current financial transaction methods, Blockchain is more secure and unalterable, fostering trust and transparency in a VUCA world. Data is the new oil in the digital era. The importance of trust and transparency will increase as the importance and scope of information expand. The era of “Fake News” is hardly a surprise as financial scandals surface. To remain in power, those who profit from deceit slander and discredit the sources revealing the deception. Blockchain mitigates this issue by allowing one to transparently “follow the money” and brings us to the next tech buzzwords.

Big Data & Artifical Intelligence = Collective Consciousness & Emotional Intelligence

In an emerging digital age tech gurus like Jack Ma are advising us to focus more on what humans do best. Computers are best at collecting raw data (Big Data) and using Artificial Intelligence (AI) to analyze this surplus of data as desired. This relationship between Big Data and AI humanly translates to our collective consciousness and emotional intelligence respectively. Trust and transparency awaken our collective consciousness and stimulate our emotional intelligence. Like computers, humans gather exorbitant amounts of data through augmented and mixed human realities. Being in tune with our emotional state and those of others leads us to be more aware and compassionate. This is being human. Collective consciousness and emotional intelligence make us whole and connected with nature. This is what computers cannot do and leads us to the next tech wonder.

The Internet of Things (IoT) Represents the Interconnectedness of Living Things (IoLT)

The Internet of things (IoT) is a system of interconnected computing sensors able to transfer data over an integrated network. As our collective consciousness grows and emotional intelligence develops, we will better understand the interconnectedness of all living things (IoLT). IoT reflects the intricate food web and symbiotic relationships naturally keeping life on Earth in a delicate balance. Somehow this chain of digital events sounds a bit like the famous British nursery rhyme, This is the House that Jack Built! This children’s story is not about Jack’s house per se. Rather it is about the stories of people and animals in his house. The same is true of digitalization. Technology ultimately comes full circle back to our human development and its impact on the 8.7 million species inhabiting Earth. And so our digital intention needs to be clear. Let’s look at the next two tech buzzwords for some insights.

The Use of Bots and Algorithms Show Intention

Humans create technology. We determine its use and intention. Bots are programs created to automate repetitive tasks. There are Good Bots and Bad Bots.  Good bots can improve your website’s SEO and bad bots can steal content from your website. An algorithm is a set of steps to accomplish a task. Algorithms, like bots, are not free of corruptive influence and human prejudices. Algorithm bias already exists. Like all technology, bots and algorithms are a means to an end. The collective use of bots and algorithms shows our overall human intention and future direction. Digitalization is a reflection of our human development. Is it to serve the interests of the few or benefit the common good of all? What is needed to ensure that posterity supersedes the lucrative lure of special interest to exploit advancements in technology?

The Digital Paradox Can Be Our Saving Grace

The digital paradox is technology enlightening humanity. It is putting the proverbial cart before the horse. This is not only the best outcome; it is achievable. The digital paradox casts a bright light onto what is needed for us to further develop as the top species responsible for this planet and all other species inhabiting it. Advancements in deep learning bring algorithms and computers closer to mimicking human thought and behavior. At this stage of our human development is the objective of making machines in the image of humans advisable? We routinely and sadly witness the enduring physical and emotional harm a group of people or even a single human being with malicious intent can have on a community. Imagine what devastation a global network of ill-intentioned algorithms could do? What is needed to minimize this risk?

The Digital Paradox Demands Ethical Dialog

We must proceed with mindful ethical oversight. Ethical dialog about technology and its use and intention requires as much attention and resources as that which go into R&D itself. However, careful and serious attention is needed when assembling ethics committees. A recent Guardian article highlighted the risks of having biased and nondiverse members on ethics committees in charge of ensuring that algorithms are not biased and prejudiced. Lo and behold another paradox! Humans stand at the center of all technology. No matter which reality lens you use, the digital paradox becomes clearly evident the more digital processes mirror the likeness of their human creators. Even in a technologically advanced world, all roads still lead to Rome.

About the Author

Jean-Pierre is a Human Systems Expert, Conflict Resolution Specialist, Change Facilitator, and Youth Coach. He optimizes employee engagement and leadership potential by enhancing group dynamics. Jean-Pierre is the creator of the EPIC Model of development and the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

996 Work Culture: A Pseudo-Scientific Misrepresentation

996 Work Culture

996 Work Culture

Jack Ma, co-founder and executive chairman of the Alibaba Group (a Chinese multinational conglomerate) recently defended the 996 Work Culture at Alibaba. What is it? A 996 Work Culture means working 9 a.m. to 9 p.m., six days a week, or a 72-hour workweek! He says working a 996 is a huge blessing. Talking about success, Ma asked his employees, “If you don’t put out more time and energy than others, how can you achieve the success you want?” Does success only have a linear relationship with time and energy?

Pythagoras – The Person and Legend

Most of us learned about Pythagoras in Geometry class. In addition to Pythagorean Theory,  this ancient Greek philosopher (c. 570 BC to c. 495 BC) is credited with mathematical and scientific discoveries. He was also an astrologer, musician, and spiritual Guru. By all accounts, Pythagoras’ life teeters on fact and fiction, along with the claim that he is the father of Western Numerology.

Numerology Can Provide Insight

Our reliance on figures, data, valuations, quantities, statistics, and percentages grows daily. Our interpretation of numbers can be misleading. Is success only possible by expending more time and energy? This blog uses numerology as a pseudo-scientific attempt to draw contradictory numerical inferences about the 996 Work Culture.  It is meant to have fun while addressing important organizational issues such as abuse of workers, work-life imbalance, burnout, and in extreme cases self-harm due to work-related stress.

Jack Ma on Education

Human development arises from both reason and creative expression. Even Jack Ma agrees. In his 2018 video on education, Ma says that workplaces should have a good environment to make employees more positive. And education should teach us things that make us different from machines, amongst other things: art, sports, music, painting, and caring for others.

Ma’s Discrepancy Between Education and 996

When does one living a 996 find the time and energy to be successful in developing the “human” skills he deems imperative for the future? Aren’t machines designed to work 996 and longer so humans can spend more time and energy on being human? Coincidentally, 996 in numerology refers to material attachment. It advises to detach oneself from possessions needed to boost one’s self-esteem and/or ego. The result will be an improvement in your spiritual health as well as your devotion to your loved ones. Altruism, kindheartedness, and light work are also associated with 996. How ironic!

Number 9 – Worldly Sophistication

What do the individual numbers have to say? The number 9 in 996 has a double influence since it is repeated. Number 9 represents humanity and global consciousness, offering sympathy and compassion to everyone. Does a 996 Work Culture show compassion?

Number 6 – Loving and Caring

Properly nicknamed the motherhood number, the number 6 is associated with sacrificing, healing, caring, protecting, and teaching others. 6 is the glue that keeps families and communities together by living a balanced and harmonious life. How are families living in balance when a parent works 72 hours a week? The 996 Work Culture threatens the basic social fabric of society: families and communities. So what’s the numerical solution?

A Solution: The 954 Work Culture

A 954 Work Culture means working 9 a.m. to 5 p.m. 4 days a week. A 32-hour workweek makes a clear distinction between work and family/social life. This balanced separation results in improved time management and energy efficiency. Some companies, like one in New Zealand, are experimenting with a 32-hour workweek. A recent blog by David Heinemeier Hansson titled “Work harder or the communists will win” also discusses the absurdity of working employees to exhaustion.

954 Makes Numerological & Rational Sense

A 32-hour workweek truly shows compassion. 9 = 5 + 4. The number 5 represents adventure-seeking and risk-taking. 5 also represents flexibility and adaptability. These qualities are needed in today’s VUCA world. 4 represents dependability and productivity, two highly sought after qualities in prospective hires. 9 + 5 + 4 = 18. The numerology meaning of 18  is keen on building something of lasting benefit. It is future-oriented. 18 turns vision into reality.

The Pseudo-Scientific Skinny on 966 Work Cultures

The 996 Work Culture numerologically and logically do not add up even when promoted by a reliable source. Numbers can be misleading. Have a closer look at what they really mean. Have some fun with numbers. It may help you find creative solutions to complex organizational problems!

About the Author

Jean-Pierre is a Human Systems Facilitator and Executive Coach. He optimizes HR and leadership potential by enhancing group dynamics, team interdependence, and individual performance. He is the creator of the EPIC Model of development and the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

VUCA: How companies can reap the rewards

VUCA

Rediscovering VUCA

VUCA is an acronym that most in the business world have become familiar with. It is the result of an ever-increasing flow of data and information in conjunction with increasing distrust of data and information.  This duality not only impacts economies and politics. It fundamentally affects how we interact and treat each other. I recently learned of the VUCA acronym at a presentation by Google’s Country Manager Adriatic Region, Joško Mrndže.  Here is the irony. The acronym was unfamiliar to me, however, as Mrndže continued talking about VUCA, the hairs on my arms straightened. As he spoke I was transported back to the almost two decades I had dedicated transforming extreme manifestations of VUCA.

Clarifying VUCA

vuca
(source: knowledgehut.com)

Volatility – the quality or state of being like to change suddenly, especially by becoming worse.

Uncertainty – a situation in which something is not known, or something that is not known or certain.

Complexity – the state of having many parts and being difficult to understand or find an answer to.

Ambiguity – the quality of being open to more than one interpretation; inexactness.

What the VUCA is going on

Left unchecked VUCA can wreak havoc on any community, organization, team, or individual. For most of my years in social work, I was responsible for managing volatility, uncertainty, complexity, and ambiguity in the lives of hundreds of young men in conflict with the law. Our job was to transform VUCA into positive energy and outcomes. We were tasked with ensuring that its devastating impact did not harm anyone, overrun the program’s culture, or spill into the neighboring community. One can imagine how the life of a young person coming from a home of domestic violence, abuse, and/or neglect can result in VUCA. Add to that any of the following pre-existing conditions: trauma, alcohol/drug addiction, gangs, learning disabilities, truancy, emotional dysregulation, poverty, and psychiatric illness.

Psychological safety transforms VUCA

The importance of psychological safety in companies is a coping mechanism for VUCA. This is a top priority for leaders.  Work environments are psychologically safe when:

A code of conduct exists and is practiced
Physical/Environmental safety is assured
Employees are entrusted to do their job
Systems and procedures  promote fair treatment
A mentoring culture exists
Employees are supported in times of need
Good work is recognized
An open feedback culture exists
Personal and professional development is encouraged
Employees feel a sense of belonging

As the director of a group home, I could not control what was happening outside the walls of my program. My energy went to influencing the staff and residents inside by fostering a trusting and caring environment. A safe haven in a sea of uncertainty allows people to harness VUCA’s creative and innovative potential.

Living la Vida VUCA

Vulnerability, uncertainty, complexity, and ambiguity are not always unwanted conditions. Moreover, they can never be fully eradicated, nor should they be. When a safe haven to deal with such incalculable conditions exists, VUCA promotes creativity and innovation. Some of the most out of the box thinkers I have met were the young men under my care.  Living a VUCA life creates an agile mind. People comfortable with instability are flexible and adaptable. As VUCA increases in a digital world so does the need for societies and organizations to create conditions for humans to effectively and efficiently deal with it. Ensuring psychological safety permits people to have the peace of mind to learn and grow from incalculable and unknown variables.

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

Creating An Observer-Actor Culture

Observer-actor
Courtesy Prawney @ Morguefile

Leaders Need More Than Observers

In a world of information overload, a leader’s ability to be the sole key observer in keeping an organization abreast of trends, innovations, and market changes is diminishing. There is an ever-increasing multiplicity of social, economic, technological, environmental, and political factors impacting the business cycle. Leaders depend on the keen observation of others, but observation alone without action falls short. Observation without the ability to act is not only a missed opportunity, it is a step backward. Because standing still is as good as going in reverse. It is like staying afloat in the ocean. In today’s world, there are strong currents adrift. Knowing a current is taking you out to sea and doing nothing about it will still result in you being swept out to sea. How can leaders create an observer-actor culture to maximize the benefits of what is being observed?

The Observer Obsession

According to the Oxford Living Dictionary, the verb observe is to notice or perceive (something) and register it as being significant. Do what employees deem significant match what management deems to be? Collective opinions matter. To add some perspective, on just one day there are on average 500 million tweets and 95 million pictures and videos shared on Instagram. Every 60 seconds on Facebook: 510,000 comments are posted, 293,000 statuses are updated, and 136,000 photos are uploaded. (Source: The Social Skinny).  What do these mindblowing numbers mean for leaders? Alone, not much. The Cambridge Dictionary defines an observer as a person who watches what happens but has no active part in it. This is why the observer-actor is crucial to corporate vitality.

From Water Cooler Chat to Accountability

According to a two-year-old Pew Research poll, 86% of US adults aged 18-29 are social media users. What does that mean for companies? Every new young hire brings to the company someone who is used to regularly sharing observations on various social platforms.  But it doesn’t just stop there. Employees want to do more than simply share their observations. They not only want their voices to be heard, but they also want to have the ability to act. They want their behaviors to have a noticeable impact. And organizations can profit from this desire. This too, however, requires a shift in leadership to have the courage to channel this untapped potential. How can leaders improve the quality of employee observation and ability to respond by fostering an observer-actor culture?

 The Idle Mind is the Devil’s Playground

As we go about the world with a high-powered computer strapped to our body and vibrating with every notification we have a lot to see and with that a lot to say. What is the point of observing if not to share with your followers? The problem is this. Unfocused observers can go rogue, using information sharing for selfish gain and harming others, undermining team cohesiveness, and creating a toxic gossip-filled work environment. Cliques form. Sides are taken. People start feeling excluded. In worse-case scenarios harassment and bullying result. The company’s mission takes a back seat while personal emotions and ego-driven attitudes overshadow purpose. Organizations need to understand this basic human need to be heard and to belong. Once this is understood, then action can be taken. The key is to focus the errant mind. How can a company reel in the idle mind with a pro-social focus instead of reprimanding anti-social behaviors all-the-while losing your competitive edge?

Focus the Observer-Actor

Give your employees something you want them to observe and tell them how it is important it is for the company! This also tests their mindset to see if they are in line with the organization’s mission and purpose. When employee attention is focused observations become more targeted. Their ability to respond also improves as they are encouraged to take more responsibility. Organizations creating a human-edge inspired observer-actor culture reap the rewards from an ever-growing observer workforce. Focus the observer’s attention on a specific goal, service, or product. Always have employee attention clearly directed toward developing the organization and enhancing its performance and purpose.

Focused Observer-Actors Create an Open Feedback Culture

When management seeks clear observations from its employees, deleterious chitchat wanes. Innate pro-social behaviors kick in. Believe it or not, people want to work together. Everyone benefits from a culture that promotes pro-social interactions. A group of focused observers creates a peer culture that derives constructive feedback and not harbor toxic rumors. Safety to verbally contribute increases. Speaking up is now associated with sharing an innovative idea or an improvement of some kind. Making your voice heard now brings the organization forward and not for the purpose of degrading a colleague or undermining a project. Feedback becomes solution-oriented. Possibilities become the focus and not what is not possible. An observer-actor culture entrusted to respond creates an atmosphere of collaboration and collective wisdom sharing. Which organization doesn’t want that?

About the Author

Jean-Pierre Kallanian is a Human Systems Expert specializing in conflict resolution,  intergenerational dialogue, and psychological safety. He is also a Youth Coach, Author, and Speaker. As the creator of the EPIC Model, Jean-Pierre brings out the expertise in groups by revealing patterns and refining human systems in real-time!

Intergenerational learning ensures viability & innovation

Intergenerational Learning
Intergenerational learning is optimized when all generations are acknowledged and valued for their contributions.

Intergenerational learning is a top priority

Intergenerational learning is needed more now than ever before. Labor markets are struggling to meet rising human resource demands and simultaneously remain innovative. In a blog titled, Leveraging Europe’s Ageing Workforce, the author reports on how a declining pool of potential EU workers in a growing job market is resulting in the frenetic search for qualified and engaged young workers. In the US, the economic situation does not fair better.

A perfect storm is brewing. The combination of a decreasing labor force participation rate, baby boomers retiring, an expanding wage gap between high school and college graduates, and the skyrocketing costs of higher education are well documented. This harsh reality is set against the backdrop of a spiraling national debt that has surpassed $21,000,000,000,000. Let us not forget the ominous and bitter consequences of the 2008 global financial crisis. A corrective course of action is needed to avert a similar or worse fate.

What can we learn from older generations?

Companies need older workers! That is potentially good news for older workers seeking employment, as long as employers see the value in hiring them. By 2024, one in four U.S. workers will be 55 or older, according to the U.S. Department of Labor. How should older workers be regarded in a digital age? How can the labor market incorporate their experience and wisdom? Older employees are typically seen as expensive and replaceable by younger and less expensive counterparts. But is this entirely true? 

Older employees have established networks. They have experience overcoming organizational challenges and achieving lofty goals. Their know-how and connections optimally position them to offer guidance and support. Their trained soft skills can help younger colleagues refine theirs. By sharing their stories and listening to younger generations, senior employees are a source of inspiration. Solely viewing them as a financial burden is not only short-sighted but also detrimental to an organization’s future in today’s market. Regarding them as a vital asset inspires new purpose and fresh meaning in their work-life, boosting their morale and productivity.

What can we learn from younger generations?

“Age shows wisdom, but wisdom shows no age” – Unknown author

As digital natives, young employees today may lack work experience and social competencies, but their ability to navigate in a digital world is unprecedented. In my parenting book What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth, I outline the EPIC Model, a learning framework embodied by those most adept at learning: young people. The Model consists of four components: exploration, play, inspiration, and connection. Using this framework optimizes intergenerational learning.

Regardless of age, we all have the capacity to learn. Young people can help older ones reignite the innate ability to explore, play, inspire, and connect. Subscribing to such a philosophy allows one to remain open to new possibilities. Organizations adopting such a philosophy remain viable and innovative. Creating an open learning culture improves both employee and organizational performance.

Generational labels impede intergenerational learning

Once GenX, GenY, and GenZ are mentioned, a debate ensues to determine the beginning and end years of each. As if a birth year reveals everything you need to know about a person. A heated discussion then follows to agree upon several descriptors applicable to hundreds of millions of people. Anyone who can memorize some random dates and a few adjectives becomes an immediate generation expert. If it were only so simple!

Labeling people usually leads to stereotypes. Stereotypes usually lead to some form of discrimination. Here are some warning signs of age discrimination. How does this domino effect ameliorate an aging and shrinking workforce? It doesn’t. It does the opposite. It perpetuates the current situation. What happens when organizations place more emphasis on reciprocal intergenerational learning?  How would intergenerational learning impact workplace culture, productivity, and creativity in your organization?

Intergenerational learning in action

Intergenerational learning requires commitment and time. Who has time for that? Time taken now to create new possibilities, improve collaboration, and ignite productivity saves time in the long-run. Processes, where information and conversations that matter most can be discussed from all perspectives, are vital. When all stakeholders participate then all members can take ownership and responsibility for the outcome. 

For technical learning, apprenticeship programs and continuous training keep all stakeholders up-to-date with current trends. Mentoring and reverse mentoring also help young employees with onboarding. Storytelling or various circle methods can be extremely helpful in creating space for reciprocal know-how sharing and open feedback.  Excursions and celebrations build social bonds and create a sense of achievement and belonging. A neutral facilitator may also be preferable when starting out or dealing with more serious issues.  There are numerous ways organizations can fully embrace the benefits of intergenerational learning other than simply creating multigenerational teams and hoping for the best.

About the author

Jean-Pierre is a Process Facilitator, Human Systems Expert, and Youth Specialist. He is the author of “What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth”. Jean-Pierre accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. All stakeholders benefit in a culture that supports exploration, play, inspiration, and connection.

How IoT reflects IoLT: the interconnectedness of living things

IoT
The symbiotic relationship between a crocodile and plover for the benefit of both species (smallscience.hbcse.tief.res.in)

IoT – What is the internet of things?

The Internet of things (IoT) is a system of interconnected computing sensors able to transfer data over a network. IoT does not require direct human involvement to function. Chips implanted in devices or machinery combine operational technology (OT) with information systems (IT). Real-time data exchange through IoT allows for interoperability, enhancing efficiency and performance of a device,  product, or service.

IoT in the workplace and beyond

In 2016, the top three industries in IoT spending were manufacturing, transportation, and utilities. Global spending on IoT is projected to reach $1.3 Trillion in 2020 (IDC). According to Statista.com, a leading provider of market and consumer data,  the number of connected devices will increase six-fold from 15 billion devices in 2015 to 75 billion in 2025.

Not only will IoT be the standard in the workplace, but it will also be pervasive in our private lives, from personal belongings to inside our bodies. According to a 2018 article from Business Insider, thousands of Swedes are having microchips implanted in their bodies, no longer requiring them to carry keys or IDs. A simple wave of the hand unlocks the house door or identifies who you are.

IoLT – The interconnectedness of living things

The interconnectedness of living things is the interdependence of all organisms. For millions of years, the animal and plant kingdom has been developing and evolving a complex and intricate system of interdependency that benefits all species. Humans are becoming more cognizant of the need to care for the natural resources that all living organisms, humans included, are dependent upon.

Nature’s interconnectedness is as astonishing and complex of a system as there is. Nonetheless, it works rather effectively and efficiently through the use of six varying symbiotic relationships. Interdependence requires each stakeholder to uphold a degree of responsibility regardless of status or position. A system overcomes challenges and effectively deals with setbacks when all stakeholders fulfill their role. A breakdown at any point impacts the entire system. It is not a coincidence that the IoLT and IoT diagrams share similar patterns. What can we learn from nature as human interconnectedness and complexity increases as a result of IoT?

IoT
The interconnectedness of living things (Science Bob)

IoT
Internet of Things

The importance of IoLT

Just as industry and technology sectors see the value of the internet of things, so too are we becoming more aware of the importance of the interconnectedness of all things living. IoLT has the answers to cope with the potential threats of IoT. It is imperative we look after nature. How we care for nature will reflect how we cope with digitalization. Maintaining the quality of air, soil, and water, and minimizing our ecological footprint is more noticeable with the increase in air pollution, water contamination, deforestation, and global warming. What societal changes are we noticing from digitalization?

Nature not only ensures our survival, but it also helps us solve complex human problems. Studying photosynthesis to improve solar energy. Using snake venom to help find cures for cancer and diabetes. Kingfisher bird anatomy inspiring the design of bullet trains. These are but a few examples of biomimetics or biomimicry. Naturally occurring elements and structures greatly help us in taking the next evolutionary step. We still have more to learn.

Remaining human for the sake of posterity

As IoT results in the continued digitalization of work and home, interactions with technological devices are on the rise. Practicing pro-social skills and maintaining human connectedness will be paramount in adhering to a moral and ethical framework as digitalization becomes more predominant in everyday life. It should come to no surprise that political, economic, and social divisiveness becomes even more hazardous to our overall safety and security in a digitalized world. The use of IoT for ill intention or for the sake of taking advantage of certain stakeholders is a real and existing threat.

Empathy, compassion, listening, and understanding are all vital human traits that require continuous practice. A machine needs only to be programmed once to learn a task. In contrast, humans need to continuously train skills in order to maintain proficiency. If we don’t, we risk losing the ability to remain human in a world that becomes more capable of widespread harm with each passing day.

 Trust and transparency in a digital world

The breadth of challenges posed by IoT seems to span as wide as the potential benefits. What data is being collected? For what purpose is it being collected? Who has access to the data?  What impact does IoT have on security and personal privacy? These are just a few of the crucial and complex moral questions arising from data collection and use arising from the internet of things.

Creative cooperation and information sharing lead to survival and prosperity for all. IoT must be used with the common good of all in mind to reap large-scale rewards and avoid large-scale catastrophe. Similar to the delicate relationship between the plover enjoying a free meal and the crocodile a dental cleaning, trust, intention, collaboration, and transparency are paramount when dealing with complexity.  In a millisecond, a quick snap of the jaws is all that is needed to end the mutual benefits of this symbiotic relationship. The 200 million-year-old wise crocodile knows better. Do we?

About the author

Jean-Pierre Kallanian is an Executive Coach, Youth Expert, Human Systems Facilitator, Author, and Speaker. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom.

The mistrust of leadership, the rise of self organization, and the need for facilitation

Facilitation

The mistrust of leadership

In a time of increasing mistrust in leadership, the need to use facilitation is on the rise. Corruption comes in many shapes and colors. Nepotism, deceit, secrecy, abuse of power, finger-pointing, data manipulation, bribery, blackmail, lack of transparency, intimidation, bullying, and all forms of discrimination are many of the behaviors used to artificially control a system. These self-serving tactics cause undo harm and distracts individuals, groups, departments, organizations, or even a country from fulfilling its mission, achieving its goals, and developing. The result is a squandering of valuable resources to plan, implement, monitor, and sustain a culture of chaos and deceit.

Prolonged and unchecked abusive behaviors are destructive in many ways. First, they erode trust in the leader. Second, people begin to lose faith in systems and institutions afflicted with leaders who act with apparent impunity. Third, unethical tactics used to perpetuate an unjust system are usually illegal and/or violate human rights. Fourth, a culture of abuse becomes the norm. Finally, on-going dysfunction takes an enormous physical, emotional, financial, and psychological toll on human resources.

Look at the news headlines. Be it in the financial, government, industry, or social sector, the unmasking of criminal and scandalous behaviors at high levels of organization is rising as is the mistrust of leaders promising to champion constituent interests. In today’s world of technology and visibility, it is easier to manipulate information and take advantage of others. It is also easier to be revealed as a fraud or perpetrator. Leaders are being called to show their authenticity, be transparent about their intention, and be accountable to the collective. And so it should be.

The rise of self-organization

As faith in leadership diminishes, self-organization is taking hold of management structures. Although processes and tools of flat and decentralized forms of management are useful, they are not the panacea to all management and leadership woes. Hierarchy alone is not inherently unhealthy. Incompetence and abuse in hierarchical structures are.

Human interactions and processes determine outcomes. Abandoning structures without examining root causes of its failure and adopting self-organization can lead to similar problems. Self-organization naturally results even in hierarchical settings when trust, clear intention, and transparency are apparent and space is given for people to be authentic. Although self-organization can be triggered by poor leadership, it is not the only reason.

People use their profession to fully realize their potential. More popularly referred to as self-actualization, I refer to this need as power or feeling worthwhile to self and others. Authenticity, purpose, and posterity are becoming more important with each subsequent generation.  Collectively we are realizing there is more to life than working to survive and counting down the days to retirement. People are actively taking steps to fulfill the need for power in professional settings and proper facilitation in self-organized structures is a sustainable means to that end. 

The need for facilitation

Human systems include both hierarchical and flat structures. Both usually occur simultaneously and both include the human element. We are social animals. Our first introduction to human systems and the most influential is our family of origin. We are literally born into it, no voting, no interview, no choice. Your relationship with your parents and elders is one of hierarchy. Your relationship with your siblings and cousins is flat. Another important system in the formative years is the educational system. There too exists the dual organizational structures. A student’s relationship with her teachers and administration is hierarchical and that to her peers is flat.

Self-organization is what should occur under true leadership. True leaders create environments of exchange and learning where departments and teams can make decisions and act interdependently with other counterparts. Facilitation is successful when individuals feel safe and can share their ideas. Facilitators create a culture where disagreements are not seen as personal attacks and feedback is not taken as negative criticism.

Facilitation is more than creating an agenda and keeping time. Group facilitation requires an advanced set of social skills. True facilitation lies in the facilitator’s ability to ensure the group’s psychological well-being. They create space for all to participate and feel appreciated. Facilitators can mediate differences and help the group find common ground to move forward. Facilitators have the ability to listen to the real message. They assess group dynamics, knowing when to check-in, slow down, suggest a break, or move the conversation along. Learn more about facilitation in a recent blog by Susan M. Heathfield.

One person doesn’t need to have all the answers. There are plenty of well educated and experienced people looking to join others in fulfilling their shared need for power. There needs, however, to be at least one person who can hold the space for intention, authenticity, and the collective to manifest. Facilitation skills are workplace competencies of the future. Organizations emphasizing process facilitation are wise as they will naturally produce highly functioning and innovative self-organized teams.

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

The dangers of phony leaders and why authentic leaders are desperately needed

Quotes from leaders
Source: www.leanleader.org

Phony leadership and its consequences

Phony leadership arises when those feeling neglected are used for the sake of the leader’s need to be in a position of power for self-serving reasons. Tricksters in leadership roles play on fears and focus their attention on emotionally charging their fanbase. This creates a level of fanaticism, jeopardizing the cohesiveness of all compatriots. Authentic leaders play down fears and focus their attention on emotionally discharging all stakeholders. This creates a level of security and fosters cohesiveness.

Authentic leadership seeks common ground amid differences. They view differences as opportunities for creation and innovation. For the authentic leader, new possibilities abound. Phony leadership, in contrast, views diversity as something to contend with, a threat to be defeated. A phony leader uses divisive tactics that create an “us versus them” mentality. Primitive methods using conflict and chaos are used to rule, not to serve.

The longer an unfit leader remains in power, the more likely respect for the position itself diminishes. Worse is the loss of faith in the institution for which the position is responsible. A group of people losing faith in a person is sad. A group of people losing faith in an institution vital to their livelihood is tragic and catastrophic. Therein lies the true danger of phony leadership.

When egos lead, phony leaders follow

Phony leadership is cowardly leadership disguised as brave leadership mainly to protect the leader’s fragile ego. Poor leadership is visible to all, except usually to the phony leader. The ostensible reason one assumes a position of leadership is for the sake of serving others. It quickly becomes evident that the phony leader is in the role to sustain his ego and self-interest.

As long as phony leaders maintain a loyal and demonstrative fanbase–even if through falsehoods and rhetoric–a cult-like following results. A phony leader creates a self-centered culture by making only a certain group believe someone is listening to just them. It is the equivalent of a parent showing extreme favoritism to one child while completely neglecting the others.

Such manipulative tactics create a “me first” mentality, mirroring the ego-driven persona of the phony leader. This dynamic creates a classic codependent relationship between the phony leader and his followers. All the while the neglected rest become disenchanted. This is the paradox of phony leadership. A phony leader rises to power by taking advantage of the unmet needs of those who feel neglected, only to use them again to sustain his control of power.

The courage to step down

When transparency and truth reveal a leader’s incompetence, it is not time to denounce, deflect, and counterattack. It is time to face the truth and step down. Leaders serve all, not just their most loyal fanbase. If stepping down is how to best serve everyone, then that is the decision to make. Not doing so only confirms how unfit the person truly is to unite all. Those being led will appreciate the leader’s respect for the position’s duties, the title itself, and the institution he represents.

An ineffective leader who steps down shows moral intention. The leader wanted to lead a group and not let her ego lead her. It didn’t work out. Yes, this can happen to leaders too.

Authentic leaders understand the importance of having the right person in the job. Fake it until you become it may have its place in the world, however, not in positions of leadership where the livelihoods of a community, organization, or nation are at stake. In a world that operates and responds in real-time, fabrication of information, impulsive reactions, and emotional instability (just to name a few) can have a significant impact, up to and including global implications. It is in everyone’s best interest that a leader not fit for the position step down rather than continue and put others at risk.

Authentic leadership in action

Authentic leadership is without pretense. Their role is to invite, not exclude. Given the multitude of information transmitted each minute from various sources around the globe, it becomes even more critical for leaders to be able to hold the space for all truths. Authentic leaders are not only containers but also colanders. Taking in information is just the first step. The second step is sifting through it all to find common ground amidst the multiple voices.

Finally, it is the leader’s role to create a culture where the themes that matter most can be addressed by those most affected. This is once again holding space for differing opinions and conversations to safely take place. It is like hosting a party whereby all guests feel welcomed, are focused on a purpose, and can speak openly and listen carefully.

With a focus on the prestige of being a leader and the benefits associated with it, many are interested in playing the part. How many are actually fit to fully embrace the role? Authentic leaders take pride in their title, but this is not why they assume leadership roles. Serving others and responsibly fulfilling their duties keeps the authentic leader’s ego in check. Phony leaders create a platform for themselves to be the top performer. Authentic leaders create platforms for others to be top performers.

About the author

Jean-Pierre Kallanian is a Process Facilitator and Human Systems Expert. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

A warning about the use of labels on people

labeling
Image by John Hain from Pixabay

Product labels have their place

Product labels have become increasingly important the more conscious we become about what we consume and purchase. A healthier lifestyle, environmental concerns, and social responsibility are a few reasons we search for and read labels. One ingredient, one raw material, or even a product’s origin is enough for a consumer to disregard an otherwise appealing product. This use of labeling is for both the benefit of the individual and the community. This is, however, where the benefits of labels stop.

Labeling allows us to discern information, however…

In an age of overwhelming access to information, the desire to share knowledge increases, as does skepticism around accuracy and its source. Everyone can’t be right, so who is telling the truth? There is some truth on all sides when we listen without judgment to find common ground and seek understanding.

Humans instinctually discern the goodness and value of the information we gather from our senses. From an evolutionary standpoint, a slip in judgment could have been a matter of life or death. The problem is, too often we make rash one-sided judgments of people and therein lies the danger of labels.

Labeling people leads to dehumanization

labelsOpposing views, as displayed in the political arena, are usually not resolved through inquisitive processes to further understand the other(s). Rather, people with differing viewpoints are labeled in dismissive and demeaning ways. The goal is to diminish their worth and tarnish their reputation. Dialogue under these conditions cannot take place.

Name-calling is unpresidential

Small leadership gestures have a big follower impact. On a larger scale, leadership under an umbrella of fear, threats, and verbal aggression slips into dictatorship. Such a manner of conduct breeds animosity and divisiveness. The contentiousness that results has the propensity to lead to violent behavior and clashes.

Believe it or not, Wikipedia has a “nickname” page for Donald Trump. The list is surprisingly (or not) extensive. This a dangerous political method of dealing with opposition. Labeling systemically condones an “us versus them” mentality, allowing it to become the accepted way of dealing with differences. We are witnessing the damage this divisive behavior brings to our diverse communities.

Labeling places people at risk

Once labeled, a person is reduced to several unflattering stereotypes. Once dehumanized that person is perceived as less than human. Their needs, voice, and value are diminished. Susceptibility to discrimination, mockery, oppression, neglect, and abuse (physical, verbal, and emotional) increases.

In extreme cases, significant harm and even death can result. One needs not to look too far in the distant past to see how hateful and dehumanizing language can lead to an act of genocide. The Rwandan Genocide of 1994 is a stark reminder of how the Tutsi minority for decades prior was verbally degraded and labeled as cockroaches and snakes. What does one do with cockroaches and snakes?

Read product labels, stop labeling people

Continue reading labels on products on shelves and on racks. They hopefully make you a more informed consumer.  A label on a bag of organic apples grown from a local farm helps the consumer determine the value and worthiness of the purchase.

Degrading labels on people are not accurate and only decrease a person’s value. This can become a slippery slope leading to oppression and the likelihood of injustice to arise. Use great caution before consuming a demeaning and dehumanizing label placed on a person. Rather than labeling people seek to understand and find common ground. Take the time to look into what is not on the label.

About the author

Jean-Pierre Kallanian is a Human Systems Expert, Process Facilitator, Youth Specialist, and Speaker. He accompanies organizations in fully integrating their human resource potential by facilitating group processes that foster authenticity, intention, and collective wisdom. He is also the author of What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.

Possessive Adjectives and Pronouns: We are possessed

Possessive adjectives and pronouns

People are disturbed not by things, but by the view they take of them.” -Epictetus

How often do you use either a possessive adjective or pronoun in your daily communication at home or at work? Does their pervasive use bring about happiness by showing true possession of something or someone? Or do they harbor seeds of unhappiness and disappointment by having us irrationally believe that we possessive objects or people when we, in fact, do not?

Material possessions

We commonly use possessive adjectives and pronouns to show ownership of things. “This is my car.” Is it? You pay for it, you insure it and drive it, but is it really yours? What if it is stolen. Whose is it now? More importantly, how does your perceived possession help you deal with the loss? “I can’t believe my car was stolen! Who would steal my car?” This an extreme example but even a scratch on your car can trigger strong emotions due to your perceived possession.

Think of all the hurt and conflict that results from things done to people’s perceived possessions. Possessions end up possessing us. At any time, any object you possess can be damaged, destroyed, stolen, or lost.  Your belief about the possession ails you, not what happens to it. The stolen car itself does not cause your grief, rather it is your perception of the car you once used! Having a less possessive attachment to an object results in a less reactive response when something goes awry. Your happiness also benefits when you truly see objects for what they are–things.

Personal relationships

We often use possessive adjectives and pronouns to show possession in relationships. “This is my son.” “My spouse is waiting for me.” Showing possession in relationships is equally misleading. You cannot possess a person. Rationally we know this, however, deceptive possessive language clouds our ability to make this distinction clear. “There is no way my son would ever steal, but some other thirteen-year-old would!” My spouse would never leave me!”

In both cases, the idea of possession blurs the ability to see the son or spouse as individuals. The misconception of possessiveness in relationships leads to hurt and pain when expectations in the relationship are not satisfied. Parents, partners, and coworkers personalize behaviors that belong to the other person when they fail to see the child, partner, or colleague as a person who also exists outside of the relationship.

What do we really possess?

Feelings and thoughts may not always be in our immediate control, but we are always responsible for our words and actions. Use possessive adjectives and pronouns when talking about your verbal and physical actions.  No one can make you say anything or behave in a certain way. All that we utter and do are truly all that we possess.

Everything else we claim to possess is just an illusion. Using possessive adjectives and pronouns in any other context can easily mislead someone into believing he or she actually possesses an object or person. Believing these untruths can bring more unhappiness to a person when suddenly there is something wrong with the object or person or if the object or person is no longer with you.

The solution

Be mindful when using possessive adjectives and pronouns and find other ways to express yourself when describing objects or people in your life. For example, instead of saying, “This is Anne, she is my wife” say, “This is Anne, we are  married/partners/a couple.” If someone asks, “Can I borrow your car?” answer with, “Yes, you can use the car.” and not “Yes, you can use my car.”

Happiness is not about the objects and people you believe are in your possession. Happiness is about how you treat them with your words and actions. It is about taking ownership and being mindful when you speak and act. No one can take that away from you—unlike your car—nor can you blame others. The world would benefit tremendously if we all spent more time and energy taking responsibility for our words and behaviors instead of trying to possess objects and people that truly do not belong to us or anyone.

The benefit

Managing family, relationships, and work is about how well you interact with others and  respond to life events. Understanding and accepting what is in your control—namely your thoughts, words, and behaviors—is paramount in improving your ability to cope. Knowing that you only have control over your response empowers you to focus your energy on that.

Minimize the use of possessive adjectives and pronouns to describe objects and people. Focus and internalize the use of possessive adjectives and pronouns when referring to your thoughts and feelings, and most importantly to your words and behaviors. Doing so will improve your well-being. Family, friends, colleagues, as well as strangers, will benefit from your efforts as well!

About the author
Jean-Pierre is a Process Facilitator and Human Systems Specialist. He accompanies organizations in fully integrating their human resource potential by facilitating processes that foster authenticity, intention, and collective wisdom. Jean-Pierre has dedicated 18 years of work to youth and families in both the United States and Austria. He is the author of “What You Can Learn from Your Teenager: Lessons in Parenting and Personal Growth.”