The ability to examine biases is the key to opening up new solution spaces.
All too often, we may jump to old so-called truths and conclusions that provide a false sense of comfort. Openness and being able to challenge our own long-held principles will help with opening up paths and new solutions.
I’ve admired R. Buckminster Fuller’s work for quite some time. He was an American architect who developed many ideas, designs and inventions. Most particularly, I know him as the patent owner of the structure of a geodesic dome.
This Buckminster Fuller quote is the key to successful radical innovative change in business:
You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. – R. Buckminster Fuller
I recently attended a Vivaldi concert that made me think about different styles of leadership and teamwork.
In a classical concert, the orchestra is led by the conductor, the musicians are following ‘the script’, reading and playing the scores, abiding all the rules. There’s little room for spontaneity and improvisation … though the conductor’s interpretation of the piece may create something different, something unique.
In a jazz act, there’s room for improvisation, a player can jump in or quit at some point. This sense of freedom may create something totally unexpected and unique – for both the musicians and the audience.
One is not better than the other, though the latter is certainly closer to my liking when it comes to music – and business.
Working alone, there’s only so much we can accomplish. Working in a team, the results can be exponentially increased.
Cooperation is key to effective teamwork.
1 + 1 = 3 when two people realise that they can complement each others’ skills when working together. That’s when creative ideas start to flow and become implemented, that’s when real development starts to kick in.
When it comes to artificial intelligence, 1 + 1 will only ever equal 2. Only the productive collaboration of two humans can produce something that exceeds expectations.
My grandfather said this once, and only now I come to realise how true it is:
1 plus 1 can equal 3.
Artificial intelligence is now making its way into the workforce – as this The Economist article reports. And no doubt, it will transform the workplace.
“… firms of all types are harnessing AI to forecast demand, hire workers and deal with customers”
The goal is clearly to improve efficiency and productivity and to help make decisions without prejudice and biases:
“Using AI, managers can gain extraordinary control over their employees. Amazon has patented a wristband that tracks the hand movements of warehouse workers and uses vibrations to nudge them into being more efficient. Workday, a software firm, crunches around 60 factors to predict which employees will leave. Humanyze, a startup, sells smart ID badges that can track employees around the office and reveal how well they interact with colleagues.”
It’s a challenge to be aware of our potential biases and to control them, but algorithms, if designed correctly, can be more impartial – the article claims.
On one hand, this pisses me off and feels like it’s going completely against what I’m promoting at my businesses: independent thinking, meaningful relationships, creative cooperation. It feels a bit like modern day slavery where we dehumanise people and allow them to think less.
On the other hand, I find it fascinating.
Are we humans becoming humanity’s slaves?
What are your thoughts?
Knowing without knowing how you know: Intuition. Our own sixth sense is hugely valuable for helping us to make better decisions about everything we do in life and business.
The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honours the servant and has forgotten the gift.
– Albert Einstein
Question: What’s more important? Urgent tasks or important tasks? Recently, I had a thought provoking discussion with a business leader who shared with me her thoughts on this. And it made me think.
Everyone wants things instantly and a lot of us confuse urgent with important.
But actually, ‘urgent’ is important in the short run, ‘important’ is important in the long run. A leader needs to keep the long-term vision in front of their eyes all the time when making business decisions.
If you keep focusing on urgent tasks, you’ll be constantly firefighting. Instead, why not take the lighter out of the hands of those who light those fires?
In business, delegating urgent tasks and focusing on the important ones is the responsibility of a good leader.