Category Archives: psychology

Resilience: Overcoming adversity to further one’s development

resilienceResilience: Raspberry plant growing out of isolation and darkness

Resilience in nature

Recently, I stepped into the backyard and noticed a raspberry seedling had grown through the drainage hole of an overturned pot. Occasionally, some plants manage to sprout outside the bed–seen in the background. This one had bad luck. It escaped alright, but into an enclosed container. No worries. This plant did more than escape. It did what most plants do when faced with inhospitable conditions.

Resilience according to Merriam Webster has two definitions. The latter one being, “an ability to recover from or adjust easily to misfortune or change.” For the sake of this post, this definition will be used as it best fits how humans describe overcoming hardship.

We only need the basics

Similar to the unlucky rogue raspberry shoot, we too had no idea how quickly we would find ourselves trapped in our homes and apartments, alone and isolated. However, like the seedling, COVID-19 showed us that life continues to exist even when reduced to the basics. Nature constantly reminds us of what is needed to live. In spite of darkness and isolation, the plant had enough nourishment to continue on with its purpose. This is precisely what the world should be positively taking away from the pandemic. Namely, like plants, we truly do not need as much as we think to live a fulfilling life. Besides having sufficient food, light, and water, the plant showed three key elements of resilience in overcoming hardship and challenges.

Resilience is accepting the situation for what it is

Aside from humans, no plant or animal takes umbrage to misfortune. When did complaining ever change an undesirable situation? In the book, “Deep Survival: Who Lives, Who Dies, and Why”, Lawrence Gonzalez writes about the differences between someone dying or surviving in life or death situations. Along with Viktor Frankl’s, “Man’s Search for Meaning”, both authors discuss the importance of purpose. Both also learned of another survivor trait.  Well before Gonzalez and Frankl, the Stoic philosopher, Epictetus, born almost 2,000 years prior even observed:

“For good or for ill, life and nature are governed by laws that we can’t change. The quicker we accept this, the more tranquil we can be.”

Once the survivors accepted they could succumb in the next hours, an overwhelming feeling of relief came over them. Accepting their mortality released them from their own torment of death. Now, with a clear conscience, they were able to refocus their energy on making sure this outcome did not become their fate. And in most cases, they literally did it one step at a time.

Resilience requires going deep within to find purpose

Darkness can surround us in difficult times. Support systems may not be easily accessible. Like with the coronavirus,  reaching outward in times of need can be hampered by government measures and/or personal limitations. When such conditions exist to whom and where do you turn? You go within. Raspberry roots grow deep underground, seeking water and nutrients to sustain life. The basis of resilience lies also deep within humans too. What is deep within us? Purpose. The will to live. Resilience requires a “why.” What makes you want to dig down deep within yourself in times of hardship? Why should you persist when faced with insurmountable obstacles and overwhelming feelings of adversity? Purpose makes you want to endure. And that you find within you.

Resilience requires looking above to set a goal

Normally, the flower pot is a container that sustains and supports plant development. When inverted, however, it does the opposite. The little amount of sunshine entering through the tiny drainage hole not only provided enough nourishment, but it also provided a goal to reach. For plants the why is clear; it is the “how” that sometimes poses the challenge. In this case, the seedling overcame the hurdle. The hole whose sole purpose is normally to drain excess water now became the goal to reach. Talk about a paradigm shift! We go deep within to find our “why.” Purpose alone, however, is not enough. Purpose requires a goal to show the achievement of the mission. Otherwise, it only remains an unfulfilled dream.

Resilience is short-term survival in order to live again

Until the plant breached the confinement of the overturned pot it was surviving. Once it cleared the hole and grew new leaves outside it went back to living. Humans too can be resilient and survive in the short-term. However, the long-term goal is to live. Remaining in survival mode for too long can be hazardous. Gonzalez wrote a follow-up book, Surviving Survival: The Art and Science of Resilience. Survivors survive with the hope of living again. Unfortunately for some, the trauma that may result from the ordeal of surviving makes it difficult for some to continue on living. They remain in survival mode with deleterious results.

A vaccine is needed but insufficient

Too many humans were surviving and showing resiliency prior to the outbreak. I would like to have history portray the COVID-19 pandemic as having saved more lives than it had taken by having us–like the raspberry plant–see the light. In our case, this means seeing the bigger picture for humanity. We cannot change COVID-19. We can, however, rethink our attitude, alter our behaviors, revise our policies, and update our structures. Like the raspberry plant, we will break through the hole and come out. Humankind must benefit from the multitude of awe-inspiring acts of human resiliency now on display worldwide. Let us not allow this global resiliency to be in vain. Worse than the current impact of the pandemic would be to squander this opportunity to achieve an equitable standard of living for all. This is fully in our control. Now is our chance to strive for that ray of light!

About the author

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

COVID-19: The outer and inner leadership test

COVID-19
Image by Vektor Kunst from Pixabay

COVID-19 knows no socio-economic boundaries and is not intimidated by legal action, social media, political antics, economic sanctions, and military force

COVID-19 has no regard for titles or authority as officials, Hollywood actors, and sports stars test positive. You cannot take legal action against it.  Stonewalling will not make COVID-19 disappear. Name-calling will not shame it. Social media smear campaigns only increase its ability to mislead potential victims. Neither bribery, blackmail, nor hush money will make COVID-19 go away. You cannot levy a tax against it or block it by building a wall. So what is left in the bag of tricks of so-called leaders faced with a humanitarian crisis of epic proportions? COVID-19 can not even be eradicated with the combined use of all the world’s military might ($2 Trillion dollars global yearly spending). Imagine how $2,000,000,000,000 could help R&D find a cure. Imagine how this unfathomable amount of money could help SMEs, vulnerable populations, and families all over the world affected by the economic impact of COVID-19.

COVID-19 is the World’s Mid-Life Crisis

It usually takes a significant medical issue or some personal crisis for a person to stop and reflect on life. Your health and well-being is number one as is that of Earth. What price do you put on your health and environmental well-being? COVID-19 is shining a bright spotlight on our collective welfare. It calls into question the equality of current global economic systems. It makes evident the gaps in social welfare systems. COVID-19 makes us ask questions like what is it all for? What is really important in life? Who truly benefits from my time, talents, and energy?

COVID-19 calls into question our human existence

This is a rapidly changing situation requiring millions of people to continuously adapt, refocus, and remain calm, while not forgetting about the simple human kindness and consideration that will help us all get through this. Millions more are sacrificing their safety to ensure others remain healthy. Are we doing all this just to get back to business as usual as we did after the 2008 financial crisis? What did we learn from that economic collapse? Do you remember who was responsible for creating a volatile and fragile system? As you hunker down in your abode with family and loved ones, there is no shortage of time to reflect on what really is important in your life.  What realizations have you since come to recognize? What changes have you already made to your lifestyle that you would like to keep going forward even after the impact of COVID-19 diminishes?

COVID-19 calls upon true leadership

COVID-19’s greatest ally is leadership incompetency. It has an uncanny ability to show a leader’s true ability to lead in a time of crisis. COVID-19 separates leaders who pretend they know how to lead from those who actually can. COVID-19 relentlessly spreads each time a leader fails to transmit the social gravity of isolation for the sake of personal, political, or economic gain. Taiwan has been a beacon of the leadership needed in such a crisis due to an educated vice-president. Those responsibly leading nations, however, do not need to be epidemiologists as is the case with Chen Chien-jen. They do need to consult closely with experts in the field who know how best to respond to such situations. Leaders in times of crisis know how to deliver clear and concise directives. They know how to instinctively inspire people to act calmly, rationally, and collectively.

COVID-19 ultimately demands inner leadership

COVID-19 is a top priority for all country, state, and local leaders. The real leader, however, in combating the spread of COVID-19 is you! COVID-19 is a serious example of why competent inner leadership is as crucial in such times as outer leadership. It is the epitome of VUCA (Volatility, Uncertainty, Complexity, and Ambiguity). The #staythefuckhome movement is a prime example for the emphatic call to lead from within. We all have the wherewithal to choose our part in either spreading or containing the virus. A simple individual decision like self-isolating and reducing social contact taken by masses of people helps reduce the risk of furthering the spread of this contagious and life-threatening virus. As the world becomes more complex individual decisions and actions–inner leadership–will become more necessary in overcoming global challenges to achieve shared human goals that impact us all.

About the author

Jean-Pierre Kallanian is a Human Systems Facilitator, Executive Coach, Youth Expert, 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 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.

For more information on how companies can better cope with VUCA by encouraging employee empowerment read my blog on Human Edge Cultures

Running Barefoot: Life & Leadership Philosophy in Motion

Barefoot running

10k Herbstlauf 2019

Running Barefoot: Life & leadership philosophy in motion

In addition to the physical and mental benefits of running barefoot, running barefoot has evolved into a life and leadership philosophy. Here are many lessons I am still learning!

  1. You always have a choice. No matter how difficult the terrain looks ahead while running or in life, there is always a next step you can make, even if it isn’t the direction you expected to go in.
  2. Trust your instincts in a difficult situation. Running barefoot is instinctive running. Humans have been running much longer without shoes than with shoes. When in doubt, trust your gut.
  3. Listen to your body. Valuable information is not always transmitted through words, nor through your shoes.
  4. You can handle more than you think. I run barefoot on gravel, snow and in temperatures just below freezing. Overcome your fears through practice.
  5. Be mindful. Barefoot running requires your full attention most of the time. Be present. Act with intention. Be mindful of your form and your conduct.
  6. Silence is golden. When running bare I am silent and can listen to the environment. I have startled shod runners and animals alike. Learn to listen with all of your senses.
  7. Take responsibility for your actions. If I step on a stone I cannot blame it. We choose how we respond to life. No one or no thing makes us do anything or react in a certain way. 
  8. Transform hurtful energy. When I step on an object I allow the unpleasant energy to run through my body and transfer it to briefly run faster. Convert as much energy into self-improvement.
  9. You need less than you think. Rid yourself of clutter. Become a minimalist with how you conceptualize and interact with the world. The less you have the more you can take in.
  10. Be light in temperament. You are physically lighter barefoot. Holding grudges leaves no space to hold something that gives you power and energy. Forgive. Let go and move on.
  11. Be non-judgmental. I received looks and was made fun of when I started. Now people are curious and ask questions. Be open to new possibilities. Ask questions if you don’t understand.
  12. Use both body and mind simultaneously. Running barefoot incorporates both. We tend to use one at a time. A more holistic experience results when engaging both simultaneously. 
  13. Have fun. There is a playful quality to running barefoot. Try something new. Laugh with others and at yourself! Life is too short to take yourself too seriously!
  14. Be adaptable. Running barefoot requires you to adapt your approach and movement according to changing conditions. Train your mind and body to be flexible. 
  15. Live in the moment. Running barefoot demands that you be present in the here and now. Scan ahead but know your next step.
  16. Stay alert. Running barefoot doesn’t allow you to be inattentive for too long. Stay on your toes and don’t get caught flat-footed!
  17. Connect with nature and discharge negative energy. When running barefoot I reap the health benefits of grounding. You benefit when interacting and connecting with nature.
  18. Be true to yourself. No matter what you do, say, or if you wear shoes or not, there will always be critics. Do what is in your best interest as long as it doesn’t prevent others from doing so as well.

About the Author

Jean-Pierre is a Human Systems Facilitator, Executive Coach, and Youth Expert. 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.

Siddhartha: a model for leaders

leaders
Image by pixabay.com

Leaders live an examined life

Those who lead for the sake of serving others embrace continuous learning and reflection as fundamentals in improving themselves and their leadership abilities. As Socrates stated, “The unexamined life is not worth living.” I prefer the statement, “The examined life is worth living.”

Classic literature on leadership

My wife recently came across a 2015 Business Insider article titled 8 classic novels that will make you a better leader. She then asked me, “Didn’t you use Siddhartha as a model for leadership for a course you took?” I responded, “Yes, but that was long ago.” The Business Insider article by Rachel Sugar highlights literature identified by Scotty McLennan, a lecturer at the Graduate School of Stanford Business, as fictional sources for learning about leadership. According to McLennan, classical literature allows one to see the moral development of protagonists, thus gaining an understanding and appreciation of transformation processes leaders undergo.

Siddhartha on leadership

In 2003, I was in my second year of managing a 25-bed group home for delinquent youth in the Commonwealth of Massachusetts. Seeking to gain knowledge on leadership I enrolled in a Master’s of Public Administration program at Clark University and eagerly signed up for a class on Organizational Behavior and Leadership. I was ready for enlightenment! We had to present a historical person who in our opinion embodied leadership. The go-to figures like Martin Luther King, Georg Washington, Gandhi, and Mother Teresa were at the top of most people’s list. Having recently read Siddhartha by Herman Hesse, I immediately knew who I would pick.

The search for Siddhartha

After seeing Siddhartha second on McLennan’s list, I fervently scurraged through old computer files. To my surprise, I discovered the leadership PowerPoint presentation on Siddhartha Gautama from 2003. After having had reviewed the file I had realized that I had broken every rule there is on PowerPoint presentations! Nonetheless, I was happy to have found it. I present in this article my key takeaways on leadership from Hesse’s classic, Siddhartha.  I encourage anyone in a leadership role or aspiring to someday be in one to read this story more than once.

Part I: The Brahmin’s Son

Leaders must at times choose a path not desired by supporters but still should have their support through the trust they have gained.

With the Samanas

Regardless of their avoidant practices, leaders cannot dodge the self in reality and must appropriately learn to cope with themselves.

Gotama

Leaders radiate distinctive energy and have a presence that can be felt by others.

A leader’s wisdom cannot be learned by others, nor is one’s acquired wisdom better or worse than another’s; it is only different due to one’s individual experiences.

Awakening

Leaders at some point act independently of what they have learned and of what others think; this can be a lonely but necessary process.

Part II: Kamala

Leaders must not only rely on logic; they must learn to use their senses as well.

Leaders do not make decisions hastily; they listen to their inner voice.

Leaders are drawn to their goal; they do not allow anything to enter their mind which opposes their goal.

Amongst the People

Leaders accept all people and treat them all the same.

Leaders can still be successful if they know a little about business as long as they are calm, can listen, and make good impressions on people.

Samsara

Leaders becoming too engrossed and consumed by their material rewards can lose their effectiveness and original purpose.

By the River

Leaders need both knowledge and experience.

Leaders are not defined by titles, clothing, or possessions since these are all transitory; they are defined by their character and beliefs.

Leaders are human and therefore fallible; they learn from their mistakes.

The Ferryman

Leaders do not see nature as a hindrance or something to be conquered; they gain knowledge by learning from nature.

Leaders listen with an open soul, without desire, judgment, or opinions.

Leaders do not quantify their success in relation to time nor are they bound by it; they exist for the moment.

The Son

Leaders need to show compassion towards those they lead.

Om

Leaders have nothing to fear, conquer, or be saddened by since they are aware, understand, respect, and except all that consists of life.

Govinda

Leaders find rather than seek; the former allows you to be free and receptive. 

Leaders do not consider themselves greater or less than anyone else; they find and learn from all experiences in living things and through this process acquire both knowledge and wisdom.

About the author

Jean-Pierre is a Human Systems Expert, Process Facilitator, Youth Specialist, and Speaker. He optimizes employee engagement and leadership potential by counseling leaders and enhancing group dynamics. 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.

How to effectively navigate difficult conversations at work

difficult conversation
Photo by Thomas Kinto on Unsplash

What are difficult conversations?

Difficult conversations are those where a real or imagined fear of addressing a serious matter is equal to or supersedes the issue itself. In the workplace, this could be mediating a conflict between colleagues, confronting allegations of misconduct, placing an employee on leave as a result of an investigation, and involuntary termination. Difficult conversations tremendously impact one or more of a person’s basic needs and can result in shame, embarrassment, feelings of incompetence, or anger. Although these immediate outcomes are all possible, they can be alleviated.

Address difficult conversations as soon as possible

Issues at work grow in scope and scale the longer they go unaddressed. They can even take on a life of their own. Coworkers and even customers and clients can feel rising tensions. This was of particular concern in the group home for youth I oversaw where clients were around 24/7. Residents overheard quarrels and took sides, making matters worse. This created a toxic work environment and derailed the program’s purpose. Immediately addressing issues minimizes this risk. It also builds employee trust. A quick and prudent intervention shows that management is both confident and competent in maintaining a harmonious, safe, and ethical workplace. It supports and validates those who live and breath your mission.

Document, document, document

Difficult conversations are usually preceded by one or more notable events worthy of documentation. Hindsight is 20/20. The trick is to have 20/20 foresight. The way to facilitate difficult conversations is to sense potential personnel issues before they reach critical mass. Address and document precursors. Take the warning signs seriously. It is imperative to document supervisions and warnings. Documentation provides evidence to support an impending difficult conversation. All parties should sign all documented conversations. Signatures acknowledge that a conversation took place.

Have a policy on staff conduct

Explicit rules and expectations on employee conduct and how personnel issues are addressed send a clear message that attitude and behavior matter to the organization and are enforced. My management and leadership experience was with unionized staff. Most managers shudder at the mention of a union. HR and the union helped me resolve personnel matters in accordance with a set of rules. Yes, I sometimes could not terminate unfit employees sooner than desired. At the same time, all employees felt safe knowing that there were clear procedures.

Be fair

There is nothing more important than when employees feel that they have been fairly treated. It reached the point where even my union steward felt I was sometimes too lenient. This was to my advantage. I have had the unfortunate task of involuntarily terminating staff and not one resulted in a grievance. On the contrary, most resulted in a parting handshake with no hard feelings. Some even thanked me for the opportunity as they walked out the door. Staff knew that if they were being let go–except in cases of gross misconduct where termination was immediate–that any of the following had previously occurred: supervision, previous warnings, EAP referral, corrective action, and collaboration between the union steward and management. In other words, there were no surprises and therefore little for management to fear.

Bring in a 3rd party

Include a 3rd party or observer when conducting difficult conversations. In my case, it was the union steward and my assistant director. As a manager I was not in the union, however, the union steward protected me as much as the employee. He became a trusted advisor in handling personnel issues. A 3rd party is recommended for several reasons. First, there is a witness in case of future litigation. Second is professionalism. The meeting can be debriefed and reviewed. The third is safety. If one is having difficulty advancing the conversation the other can take the lead role. In the event of a complete communication breakdown, the 3rd party can mediate or stop the meeting. In general, we are more likely to be on good behavior when we know there are witnesses.

It isn’t personal, it’s about the company

Leaders or managers who stand behind a clear purpose or mission have an easier time addressing difficult conversations because it is not personal. It’s about the company’s purpose. Having an overarching focus on something greater than the individual parties involved puts the matter at hand into perspective. It depersonalizes the situation. In my case, the program I led was responsible for the care and welfare of 20 at-risk youth. The program was situated in the middle of a residential area with friendly but wary neighbors. Trust was everything. All staff knew that any safety or security breach or conduct violation warranted a potentially difficult discussion. Employees were dedicated and passionate about helping young people. The program was well respected by the funding source, the company, and competing NGOs. Employees enjoyed working there as was evidenced by a staff retention rate 3 times higher than the national average.

More tips on handling difficult conversations

For additional practical tips on handling difficult conversations check out articles from Psychology Today and Forbes.

About the author

Jean-Pierre is a Human Systems Expert, Process Facilitator, Youth Specialist, and Speaker. He optimizes employee engagement and leadership potential by counseling leaders and enhancing group dynamics. 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.

 

Edge Computing Inspires Human Edge Cultures

edge computing
Image by Sasin Tipchai from Pixabay

Edge computing acquires accurate data quickly

Edge computing consists of IoT devices gathering data closer to the edge of the network. The advantage here is two-fold. First, the accuracy and quality of the data improve the closer it is collected to the source. Second, data is processed more quickly as it need not be transmitted to a central hub for processing. According to an edge computing article by Brandon Butler, doing computing closer to the edge of the network streamlines the flow of traffic from IoT devices, allowing organizations to analyze important data in near real-time.

Scientia Potentia est!

Knowledge is power. Edge computing like digitalization is about increasing the speed of data attainment and processing, i.e.,  knowledge acquisition. The strategy is quite simple. Gather relevant information as quickly as possible to expedite the response to fluctuating markets and shifting customer needs. Efficiently responding to changing market and client needs is valuable. The ability to foresee changes and already have systems, services, and products at the ready is priceless. Market prediction is the difference between industry leaders and followers.

The human obsession with speed

I attended an inspiring impulse talk on edge computing by Igor Grdic, Country Manager, Central Southern Europe, Vertiv. In his presentation, Grdic mentioned the basic physics equation: Time = Distance / Speed.  In the physical world, distance cannot be shortened. Physics proves that if you want to decrease time, increase speed. In western culture, speed is often praised and rewarded. “Time is money!” “Can’t waste time!” Humans know this formula solution all too well.  Late for a meeting? Drive more quickly. Need a coffee fix? Go through the drive-through instead of parking and going inside. I am guilty too. Even as a barefoot runner, I too want to reduce my time by becoming faster.

Human efficiency = Shortening the human distance

Need something from another department and don’t know anybody who works there? After filling out a few forms and sending multiple emails, you may get what you need in a few days or weeks. Know someone who works in that department? Within a day or even hours, you will have what you need. Efficiency between humans is not about increasing speed. It is about shortening the human distance. Digitalization is revolutionizing the way we conceptualize the equation: Time = Distance / Speed. And it is about time! Edge computing shows us that by shortening the distance at which data has to travel, more information can be acquired, processed, and utilized. More importantly, information gathered at the edge is more reliable and relevant. Edge computing decentralizes processes.

What can leaders learn from edge computing?

Companies outfitted with the latest in technology and utilizing edge technology will become more efficient to a certain extent. As the access to technology becomes more accessible, processes used to improve human relationships between co-workers and customers or players in your supply chain will become the game-changer in competitive markets. Trust and relationships improve the quality and transfer of knowledge and goods. The closer information is to the source, the more reliable and valid it is. Vital information is usually known by those at the edge of your organization and by those within your supply chain. Employees and partners at the edge are close to the pulse of how your materials, products and/or services are utilized and valued. They are most knowledgable about what works and what doesn’t. How valuable is their knowledge?

The human/time paradox

Increasing the speed at which people work together results when the social and psychological distance between them is shortened and not by extending work hours and shortening deadlines. Using the right processes can shorten this time. All things digital being equal, the socially and psychologically connected team/supply chain will outperform those that are not. The former is more flexible, adaptable, resilient, engaged, and innovative.  Highly bureaucratic and rigid hierarchical organizational structures and “one-up” work environments harbor jealousy, deceit, and undermining behaviors such as the withholding of information and dehumanizing rumors. All negatively impact efficiency. To increase speed, how much time and money do companies invest in technology in comparison to shortening the distance between employees and partners?

Leaders need to go within in order to go to the edge

Competitive companies and industry forerunners create and foster workplace cultures that trust and rely on those employees and partners living at the edge. What does it take for an organization to capitalize on the wealth of information at the edge? Creating a human edge funnel requires a culture of trust, transparency, collaboration, empowerment, and freedom just to name a few. Leaders best able to let their companies thrive and innovate at the edge require a solid sense of self and a clear and realizable vision that all employees, regardless of position or seniority can manifest and evolve. Hence another paradox. Leaders with the most inner security and certainty can more easily allow and foster a culture that thrives and grows on the outer edges.

About the Author

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

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 dictators. 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 Billion 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 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 conscious 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). Please click the subtitle to read more about how IoT reflects the intricate food web and symbiotic relationships naturally keeping life on Earth in a delicate balance. Somehow this chain of digital events is starting to sound 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 we have to be clear about our intention. Let’s look at the next two tech buzzwords for some insights.

The Use of Bots and Algorithms Show Intention

Technology is created by humans. 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 digitalization?

The Digital Paradox Can Be Our Saving Grace

The digital paradox is technology enlightening humanity. 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 require 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, Process Facilitator, and Youth Specialist. He optimizes employee engagement and leadership potential by counseling leaders and enhancing group dynamics. 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.

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.

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.