24 November 2014

The best place to hide something is ...

Right in front of our noses :) This is how life works when it comes to hiding happiness. It is not that we always fail to recognize it for what it is. Heck, at times we are even grateful - sincerely at that - for what we have. But eventually, we move on in search of greener pastures, a better me, a better them, a different overall. We refuse to believe that the solution to life's puzzle could be this straightforward, the answer to our questions as simple, and that which we have been seeking with endless restlessness this obvious. The mind continues to crave complexity and that which is obvious remains comfortably hidden and inconspicuous from our questing gaze. 

I love stories. Stories that speak of Truth, which bring us closer to who we are, and help us see things the way they are. In this vain I started a book yesterday - Beggar king and the secret of happiness. This is the story of a storyteller, who happens to lose his voice, and his journey from self-defeat to discovering something within that is unconquerable, not defeat-able. Along the way, through trials and inquisitiveness, he author stumbles upon the meaning of life. His quest, like a wise ancient map, is there for any who may be drawn by such an impulse. 

His story reminds me of days and associations in my own life, which I have found to be most profound, which I cherish most deeply. They are all, invariably, rooted in coming upon the truth of my life at that instance and in my taking the courage to stand next to it unabashed. 

Truth offers us many lies so we are not afraid in approaching her. Such is a sum of our lives. Those days are special when we show the courage to show up next to our Truth. The truth of a sense of vulnerability and discontentment in face of outer calm; sitting next to our frustration and anger in abeyance of a false outer acceptance; holding hands of the strong inner desire to relate to another, letting the surrogate support of "I am not really emotional" drop away. 

I found this little book delightful in its rendering of insightful stories that inspire, make us smile, laugh, may be even tear up a little. But above all, it is about coming upon Truth, our Truth. For there is nothing more frightening or more healing than the light of the truth, especially when we have, as we all have, become accustomed to the diluted filtered streaks of Truth pouring through the thick heavy curtains of the lies we tell ourselves, of the lies we believe of what others tell us about ourselves, just so we can keep up the outward appearances of "having it all together". 

May we all embrace Light.

09 November 2014

The Commercialized Citizen

“Almost half of American states have taken steps to legalize cannabis. The federal government should follow”, reads the opening line of an article in the Nov 8th,2014 issue of The Economist. The article comes in light of the latest polls where more states have chosen to allow for free trade in cannabis. Alaska and Oregon chose to expand cannabis use beyond medical to recreational purposes, just like Washington and Colorado already have. Florida came very close to legalizing cannabis.
Cannabis is used to manage pain in medical situations as well as for recreational purposes. It is purported to be less harmful that some other drugs such as cocaine, heroine, etc but is quite harmful nonetheless leading to disorders such as psychosis, panic attacks, hallucinations, depression, aggressiveness. Even in short term use the drug impairs judgement,  memory, and learning. Mental disorders associated with marijuana use have their own category in the Diagnostic and Statistical Manual of Mental Disorders (DSM) IV, published by the American Psychiatric Association. These include Cannabis Intoxication (consisting of impaired motor coordination, anxiety, impaired judgment, sensation of slowed time, social withdrawal, and often includes perceptual disturbances; Cannabis Intoxication Delirium (memory deficit, disorientation); Cannabis Induced Psychotic Disorder, Delusions; Cannabis Induced Psychotic Disorder, Hallucinations; and Cannabis Induced Anxiety Disorder.
What is prompting such a rush to legalize this harmful drug? From the users’s point of view this is yet another mad rush toward nirvana – finding that next silver bullet that will dull the pain of loneliness, hardship, and the alienated face that  life can present from time to time. It would be a great escape from needing to face up to reality.
On the seller side, the interest in cannabis business is quite an obvious one. The overall weed business is already around $40B by some estimates and expected to be much larger (closer to $100B/year) if fully legalized [The Economist].
The Government, expected (by some) to watch out for the society’s greater good have much to gain (or lose, by not legalizing) as well. Colorado, where cannabis was legalized in Jan 2014, already raked in $1B this year alone. Given the significant budget shortfalls faced by most of the US states, this would be a lucrative option (as is gambling to many states).
Some cannabis legalization advocates argue a reduction in criminal activity from drug legalization. Perhaps we would also be safer if we legalized cocaine, heroine, people trafficking, prostitution, child pornography, and ivory trading? This argument fails to recognize that these acts were deemed illegal not because of who carried them out (“criminals”) but because of what they meant for the overall well being our society.  Criminals become “criminals” not because they are so born but because they blindly pursue their personal gains in severe conflict to the overall social well being. Legalizing what has been rightly illegal does not reduce crime, it legitimizes it.
What is the future of a society in which the buyers, the sellers, the regulators all collude in trading a false sense of freedom? The buyer buys an escape from reality, while the sellers and regulators happily forgo social responsibility in view of commercial gains.
Several months ago, a friend, unhappy with some cultural aspects of the US, wondered aloud how life was probably better in other countries and asked for my opinion on the same. Being an immigrant to the US and having lived and worked in many different continents across the globe, her question forced me to really think through my experiences. “In my experience, US is by far the best country to live in terms of economic opportunity and personal freedom. Here, more than anywhere else, one can choose to build a great life or to wither away into nothingness, unnoticed. Where this country is failing, however, and in a dangerously risky way, is that it has chosen to put its commercial interests ahead of its citizens’ welfare”, I reflected.
In such a world, a wakeful citizen of individual responsibility can come to rescue of the individual and of the society. Alas, it is not an easily cultivated virtue or mental habit. Nonetheless, it exists, is available, and is much needed in face of today’s increasingly conscience-free commercialization.

08 June 2014

Idea Man

This book was a fascinating read into the world of technology, how it came about, and one some of the instrumental players behind bringing it to life, as we know it.

Paul comes across as a candid, fair, and the next door person. His vision has been ahead of time. His company with Bill Gates helped immensely in execution of the  vision. Bill comes across as a shrewd businessman, who is also a good friend who somehow manages to maintain this split personality of being cut throat on the business table, regardless of who you are, and then being caring for you as a person whom he calls his friend.

The book also highlights the importance of good schooling and its far reaching effect on one's life and career. Small things can and do have lasting effects. Curiosity and imagination come across as the founding stones for Paul's genius. His passion to read voraciously, to imagine a world that was not but could be served him well in creating a life he enjoyed. The story also brings home the profound insight, which eludes many, that money is a side effect of engaging in what one is truly passionate about. Moreover, even if one is not super-rich from one's pursuits but carries the passion (Nikola Tesla comes to mind) one would find contentment and fulfillment form one's life. On the other hand, having loads of money but being devoid of passion, is sheer misery.

Some points to ponder:

  1. Pay attention to your passions - what engagements make you come to alive? Where do you spend most of your time? 
  2. Diversify your interests - do not let your life become a ground-hog day.
  3. Tap into your imagination! What can the world be? What can your life be? What can be different - not just on an individual level but on a grand scale? How? What is the human side of this problem?
  4. Keep a daily journal of your thoughts, findings, insights, challenges.
  5. Love what you do. Do not succumb to boredom or monotony.
  6. Be true to your values.
  7. Know that what seems easy in another is result of hard work. Do not shy away from tough diligence.
  8. Anything you build - no matter how great - can disappear overnight.
  9. No mater what you lose, know that great things will follow suit. What is often has to go so what needs to be can come about. Stay positive and open minded. 
  10. Even when you are doing things that you love to do, it will have parts and periods that you would make you cringe. Stick to it. 
  11. No good idea survives a flawed business plan; it is hard to compete with "free".
  12. Know and operate form your strengths.
  13. Develop stamina, conserve energy, enhance concentration.
  14. Be obstinate in adversity. 
  15. "Once you are no longer a decision maker at work, people don't look at you the same way (your advice does not count for much)."  
  16. To avoid mediocrity, you need to be rigorous about weeding out non-performers.
  17. Too many efforts can distract form the unwavering focus you need to for your core products and strategic initiatives.
  18. Don't go alone. Secure commitment from all sides, especially from people who are or claim to be stakeholders. Make sure they have a skin in the game (Paul did not give all the money for building the new stadium, even though he could, unless the city matched half the amount).
  19. Give your children the love for learning and imagination.
  20. "I am disinclined to invest in completely open ended research. I've learned that creativity needs tangible goals and hard choices to have a chance to flourish."
  21. Don't try to get too big, too fast, in too many markets all at once. Stay organic.
  22. Know the key financial variables for any Industry in which you operate or in which you invest.
  23. Talent is essential but seasoning and maturity are not to be underestimated.
  24. "I have learned the pitfalls of getting so locked up in looking ahead that you miss the pothole that makes you stumble, or the iceberg that sinks you. Still, any crusade requires optimism and the ambition to aim high."
  25. "I have come to realize that many things happen at their own pace, beyond your control" 

The upside of irrationality

This beautiful book speaks about how the expectation of extracting rational behavior from our irrational selves is flawed. If we were completely rational, we would easily make choices which were in our long term interest and just as easily let go of short term pleasures and gains which did not serve us in the long run. But the fact that this is not how we are is illustrious of our irrational self. However, in spite of the seeming malignant nature of this dilemma there is a benign upside to this phenomenon, which is what this book is about.

The book also behooves readers to think of oneself as the subject of an experiment whose aim is to discover the truths about one's own self and behaviors. The author shares some fascinating experiments with revealing insights. There is much available for us to learn about ourselves should we so desire and go about it meticulously.

While we figure out what experiments we may want to conduct on ourselves, we may think through the following findings and lessons from the book and think of how they may apply to our day to day behavior, what could be learned from them, how could we grow as a person of greater self awareness and discipline:

Incentives and Performance 
Incentives up to a certain point motivate us to learn and to perform well. But beyond that point, motivational pressure can be so high that it actually distracts an individual from concentrating on and carrying out a task (an Inverse-U relationship between Incentives and performance - Yerke's and Dodson's experiment).
  • This is why very high bonuses can actually adversely impact performance. This is especially true of knowledge based tasks. For mechanical efforts, high incentives may work.  
  • This is also where the teaching from Gita comes into play where it is taught that one should do one's duty with diligence, focusing on the effort, remaining unattached to any rewards. 
  • This result also points to the importance of effective relaxation and stress management techniques which allow one to take on more, focusing more on the effort and being less scared or anxious at the hands of the possible outcome. Here, meditation and spirituality have significant bearing on improving performance. 
  • The other very important implication of this outcome is the impact on creativity. Since creativity requires a mind free of fear and pressure, high incentives in knowledge field can get long hours from workers but not sufficient quality of creative output.  
  • Keeping bonuses frequent and/or low (or simply adequate salary amounts) can be a good way to reduce performance anxiety and foster creativity. 
Work and Meaning
As a society we often see work as a means to an end, an unavoidable obstacle to life's pleasures and sense of freedom. Yet, work is not disjointed from happiness. For most of us work is a critical piece of our identity, without which we feel lost and misplaced. Why we work has serious implications for how we work or how our work environments either engage us or turn us off and away. If work is tied to meaning, which it is, then one should be able to connect the dots between what one does and what one holds meaningful in life . For someone who values being of immediate and tangible service, working in a back office, shuffling papers around without much human contact, would be quite meaningless even though it probably does serve some some people in an indirect but meaningful manner.

Even without such individual specific sense of meaning, we all have innate needs for appreciation and acknowledgement. These needs get thwarted , and consequently motivation, when our efforts go unacknowledged or feel wasted ("Sisyphean's mythology story"). The greater the effort one puts in, the more the pride one takes in the quality and quantity of one's output, the more it may hurt and be demoralizing to see one's effort go unacknowledged. Here then lies a key for good management - understand individuals, align their efforts with their value system, acknowledge their efforts, and create clear, tangible, and meaningful goals and outcomes for individuals to achieve/deliver - if one is to create, foster, and preserve motivation and engagement that is. We tend to seek and to find meaning at the intersection of our efforts and resulting outcomes.

Another great insight into the matter is provided by the teachings of Frederick W Taylor and that of Karl Marx. Taylor was a proponent of the idea of division of labor to achieve local efficiencies (productivity gains), while Marx questioned the loss of meaning for the individual (the human cost) if the worker could not connect his efforts to the big picture due to such divisional breakdown. Any of us who work in large corporations can attest to the truth of Marx's sentiment.

Although the author touches upon the need for acknowledgement and sense of completion as necessary ingredients for creating meaning at work, I believe there are few additional critical factors involved, namely: a sense of growth/learning, a sense of belonging (co-worker/team dynamics or relationship quality), and a sense of one's ability to influence change (feeling of autonomy and empowerment).

A few important lessons:
  • As long as we are doing something that is somewhat connected to our self-image, it can fuel our motivation and get us to work much harder.
  • Even for an activity that one is passionate about, meaningless working conditions can very easily kill any internal joy one may derive form the activity. 
  • The translation of joy into willingness to work seems to depend to a large degree on how much meaning we can attribute to our own labor. 
  • Sucking the meaning out of work is very easy - simply destroy a person's work in front of their eyes. Or, if you want to be little more subtle, just ignore them and their efforts. 
  • Two critical components for meaningful work - giving employees a sense of completion and an active and timely acknowledgement for a job well done.
  • Division of labor is one of the dangers of modern work-based technology, which allows projects to be broken into very small tasks and assign to each person only one of the many parts. Doing so, risks taking away an employee's sense of big picture, purpose, and completion. In the absence of meaning employees may have little desire to put their heart and soul into their labor.
The IKEA Effect
We all take pride in things we create whether as parents, inventors, or as employees. Our investment of effort increases our affinity and attachment toward the output of that effort, provided the challenge keeps pace with our effort (if the challenge is too great it is unlikely to result in affinity for lack of progress). This attachment causes us to overvalue our creation as well as leads us to (mistakenly) believe that others would value our creation just as much. The author refers to this as the IKEA effect, for obvious reasons. However, to enjoy IKEA effect, it is necessary for our efforts to result in success, even if that success simply means that the project was finished. If effort does not lead to completion (or is unfruitful), affection for one's work plummets. This could be one of the reasons why "finish what you start" is a sage advice. That which we leave incomplete, makes us feel bad about ourselves. Since we do not like to feel bad about ourselves we start believing that it is the task or the subject at hand that is the problem and hence we develop an aversion to the subject, thereby losing our affinity toward it and closing the door on it in our life. This can stymie our progress in many ways and on many fronts. Nikola Tesla was adamant about finishing what he started. He once started a 20 volume book series on a particular subject. Halfway through the first book he lost his interest but so great was his discipline of "finish what you start" that he did not give up and finished all volumes. Bill Gates too is known for not giving up until he has finished what he started. 

Another important aspect of this effect is that since (the right amount of) effort creates affinity toward what it is expended on, in our laziness or shortsightedness, when we forego effort and seek claim only to the results, we lose a depth of enjoyment, which would otherwise have been our to enjoy since it is often the effort that creates the long term satisfaction.

This also ties into the Not-Invented-Here (NIH) syndrome, as per which we do not give much worth to what we did not create. Consequently, in order to build a sense of ownership, put effort into it (IKEA effect); to get another's buy-in, help them believe it is their idea. For essentially, IKEA effect is people love what they put an effort into, while NIH is people reject what they did not create.

The author complied the following four take aways:
1. The effort that we put into something does not just change the object. It changes us and the way we evaluate that object.
2. Greater labor leads to great love (or hate/frustration if left incomplete?)
3. Our overvaluation of the things we make runs so deep that we assume that others share our biased perspective.
4. When we cannot complete something into which we have put great effort, we don't feel so attached to it.

Hedonic Adaptation (Happiness Effect) 
This is the emotional leveling out when positive and negative perceptions fade. One important aspect that hedonic adaptation has toward effective decision making is that we can be influenced by the initial appeal of an outcome and forget that we will eventually adapt - in general we are not good at predicting our own happiness. The thing to remember is that even if we feel strongly about something in the beginning, in the long run things will even out and will not be as ecstatic or miserable as you expect.

Some keys to changing the adaptation process by interrupting them:
  • People will suffer less when they do not disrupt annoying experiences, and enjoy pleasurable experiences more when they break them up. Any interruption would keep people from adapting to the experience. 
  • To increase the duration of the happiness experience slow down pleasure and not indulge in everything all at once (don't do all your pleasure shopping in one instance!). Similarly we can maximize overall satisfaction in life by shifting our investments away from products/services that give a constant stream of experiences toward those that are more temporary and fleeting (purchase experience, not product). 
  • Purposefully add randomness to your daily routine/day to disrupt adaptation. 
  • Our happiness is influenced by how we compare to those around us. Choosing an environment where we feel good about ourselves (because we have more, are more etc) can make us much happier. 
Empathy & Emotion
"One man's death is a tragedy, but a million deaths is a statistic." - Stalin
"If I look at the mass, I will never act. If I look at one, I will." - Mother Teresa
"Whoever saves one life
Our decision to jump in an help someone spontaneously in driven by three psychological factors:
1. Our proximity to the victim - either physical or a sense of kinship.
2. Vividness of description or perception
3. Drop-in-the-bucket effect - your faith in your ability to single-handedly and completely help the victims of a tragedy (one can counteract this effect by reframing the magnitude in one's mind - instead of thinking about the problem of massive poverty, think about feeding five people).

It is almost impossible to think of number/calculations and feel emotions at the same time. Hence, once one starts computing the cost of helping, the compassion level goes down. This might also indicate to an effective way to deal with surge of high emotions - start counting or calculating in your head. The only effective way to get people to respond to suffering is through an emotional appeal, rather through an objective read of massive need. Once we attach an individual face to suffering, we are much more willing to help, and we go far beyond what economists would expect from rational, selfish, maximizing agents.

Long term effects of short term emotions
It is important that we do not act on our negative feelings since all emotions seem to disappear without a trace! We take our past actions (driven by a certain emotion) as indication of what we should do next, even when that original emotion no longer exists. If we see ourselves having once made a certain decision, we immediately assume that it must have been a reasonable one (Self-Herding). That way, the effects of the initial emotion end up influencing a long string of your decisions.

Your DECISION (one driven by emotional component) has set a precedent for your future behavior since self-herding kind of animal and look to our past decisions as a guide. It hence becomes critical to be very mindful of our decisions and actions we take driven by the emotional states. We have a very poor memory of our emotional states but we do remember the actions we took. In essence, once we choose to act on our emotions, we make short-term DECISIONS that can change our long term ones:

The emotional cascade:
decisions --> emotions --> DECISIONS (short term) --> DECISIONS (long term)

This means that when we face new situations and are about to make decisions that can later be used for self-herding, we should be very careful to make the best possible choices. Our immediate decisions don't just affect what's happening at the moment; they can also affect a long sequence of related decisions far into our future.

Practical lessons:
  • If we do nothing while we are feeling a emotion, there is no short- or long-term harm that can come to us. We must give ourselves time to cool off before we DECIDE to take act action under the emotion's influence. If we don't our DECISION might just crash into our future. 
  • However, if we react to the emotion by making a DECISION, we may not only regret the immediate outcome, but we may also create a long-lasting pattern of DECISIONS that will continue to misguide us for a long time. 
  • Finally, our tendency for self-herding kicks into gear not only when we make the same kinds of DECISIONS but also when we make "neighboring" ones (we not only remember our past decision but we also interpret it more broadly instead of automatically repeating what we did before; it becomes a general indication of our character and preferences and our actions follow suit - "I gave money to a beggar, so I must be a caring guy; I should start volunteering at the soup kitchen" - In this type of self-herding we look at our past actions to inform ourselves of who we are more generally, and then we act in compatible ways). 
Miscellaneous Lessons
The book also covers other important themes such as:

  • Our innate desire for vengeance and the healing effect of an apology
  • Our ability to adapt to almost anything with time, and the role that hope and our ability to assign meaning to that pain play in alleviating or at least in reducing suffering
  • How we adapt more easily to gain (pay increase) but it is much harder for us to put up with a loss of same amount (pay cut)
  • While our level of attractiveness does not change our aesthetics tastes, it does have a large effect on our priorities (less attractive people view non-physical attributes as more important);

Following are some of the irrational influences that one needs to be mindful of:
  1. Endowment Effect: We tend to overvalue what we have.
  2. Loss Aversion: The misery produced by losing something we feel is ours outweighs the happiness of gaining the same amount. Loss aversion makes it difficult for us to give up something even when doing so may make sense. 
  3. Status Quo bias: Generally we tend to want to keep things as they are. 
  4. Irreversibility of decision bias: Making choices is hard enough, but making irreversible decisions is especially hard. 
  5. Sunk cost fallacy: Looking back at all our efforts, we are very reluctant to write them off and change our decision.
  6. People are fantastic rationalizing machines. 
In summary, then we all have biases; we must learn to doubt, question and test our underlying assumptions by running experiments and reviewing the results and applying the lessons learned. 

Other Pointers
  1. "It is difficult to get a man to understand something when his salary depends on his not understanding it" - Upton Sinclair.
  2. Glossophobia: Fear of public speaking.
  3. Contrafreeloading: Aterm coined by animal psychologist Glen Jensen, refers to the finding that many animals prefer to earn food rather than simply eating identical but freely available food.
  4. Not-Invented-Here (NIH) Bias: If I(we) didn't invent it, then its not worth much.
  5. Hedonic Adaptation: The emotional leveling out when positive and negative perceptions fade.
  6. Hedonic Treadmill: We look forward to the things that will make us happy, but we don't realize how short-lived this happiness will be, and when adaptation hits we look for the next new thing.
  7. "It is a capital mistake to theorize before one has data." - Sherlock Holmes

26 May 2014

Career Choices when Life is Short

In a recent issue of HBR a case study was showcased. The subject of case study was a co-founder of a startup who is diagnosed with a terminal illness that gives him about 5 years to live at best. He is also the brain behind the venture and enjoys his work. He has before him the opportunity to continue working, to retire to his hometown and spend time with his family, and/or to work with an upcoming research that seeks to raise funds and find a cure for the illness he is facing. The Case Study asks the readers what may be the best choice for this person - continue working, retire with family, or help with the cure. Following is my response:

Dear Editor,

A more apt title may have been "Choices when life is shorter", for life is already short. Most people's first response in face of terminal illness (of theirs or another) is that it is a ticket to do whatever, live however, become happy by any and all means. However, life does not function that way. 

For most human beings there is no joy devoid of meaning and of meaningful effort, regardless of whether they have to die today or in fifty years. In many ways when one is in position of responsibility such as a CEO or the head of a family, such adversity brings additional responsibility the recognition and delivering of which is key to passing away peacefully. Steve Jobs is an example in case. Such was also the case with my father. He was the CEO of a multi-national power corporation when he was diagnosed with non-treatable Leukemia. For the next two and a half years he continued to execute his duties with full responsibility. Besides his two close friends the only other people who knew about his illness were the Managing Director and the Board of Directors, that too because he considered that they needed to know to be ready with a succession plan in case he couldn't make it until his retirement. No one saw what he was facing. As family I got a glimpse here and there of how much it scared him, how much he wanted for it to not be true, and of how much he wanted to make sure that he left things in a way that we (his wife and kids) will have an easy time with his passing away, at least from financial and logistical standpoint. 

My father survived for six years after his retirement. During those years he tried his best to beat the disease or to delay the inevitable. He was scared and angry but he did not let it stand in the way of how he would have lived his life even if he were not sick. Till his very last days he continued his morning and evening walk, he consulted for companies that sought him for advice, he helped his friends as and when needed, and he continued to be a responsible and giving parent to me and my sister and a good husband to his wife, my mother. 

In his final days, chained to seven different tubes in a hospital bed, his only regret was that death was coming too soon for him. On all other fronts he was peaceful and content with having done his best, given his best, and lived a life he loved to the eleventh hour. 

For this case study, Gil should continue with that which brings meaning to his life. He should, in addition, pay special attention to new responsibilities that are now required of him - not just managing his emotions but being mindful of the fear, pain, insecurity and hurt that his wife and other family members would be going through; to be cognizant of the concern and fear that his co-workers would carry not just for him but for the future of the organization and what it may mean for their own career. He should also recognize that having an opportunity to fight for this cause is a god-given gift for him and he should make the best of it for there is no greater satisfaction than to have an opportunity to right a seeming wrong. 

In the US we idolize the idea of family even though we have among the highest divorce rates. We carry this notion that career somehow happens at the expense of family and hence when faced with such drastic situations our first instinct is that one should quit work and spend more time with family. However, this would be the case for people for whom work is meaningless (and there are many). It is not for those who derive great meaning from their work, as was the case with my father. For those who truly respect and understand the value of work in their life, quitting work is not an option while they are still capable of carrying it out effectively. 

I was able to be with my father during the last few weeks of his life. Those were not happy times for me. In fact, those moments were some of the most challenging and full of desperation as I helplessly witnessed him slipping away while still wanting to hold on. Yet, there are no moments, no matter how happy, for which I would trade those days. Our satisfaction in life, of which joy is a side-effect, is derived from meaning, which comes from being useful. 

Thank you

25 March 2014

Zen and the art of motorcycle maintenance

I have always been fascinated by the subject of spirituality, of seeking. I remember I tried reading this book many years ago and could not make much head or tail of it or perhaps I was too rushed then to appreciate its stillness. I could lament on how long it has taken me to come around to reading this book. I instead choose to be appreciative of the fact that I did come back and had the opportunity to delight in its intricacies and philosophy. The book is very deep in its discourse and warrants multiple reads. It is unlikely though that I will read it again anytime soon for even though I may have learned to slow down a little I still am far from the wisdom that lets us appreciate the existence without feeling rushed towards a future of more knowledge and more experiences. There is lust buried in our human soil.

From the very start this book got me hooked with its descriptions of life in various settings - the din, the reckless pace, and the isolation of the city life compared against the back drop of a slow paced rural dwelling where people can still converse without trying to achieve anything.

"The whole pace of life and the personality of the people who live along them are different. They are not going anywhere. They are not too busy to be courteous. The hereness and nowness of things is something they know all about. It's the others, the ones who moved to the cities years ago and their lost offspring, who have all but forgotten it.... I've wondered why it took us so long to catch on. We saw it and yet we didn't see it. Conned perhaps into thinking that the real action was metropolitan and all this was just boring hinterland. It was a puzzling thing. The truth knocks on the door and you say, "Go away, I'm looking for truth," and so it goes away. Puzzling."
I loved the perspective that the author brings to the subject of excellence, of care, of quality, of unity, of oneness. He has managed to capture the essence of all religions in a very technical fashion for our top heavy society of today. The idea that we rush through things because we no longer care for what is in front of us, as we lust for what can be, is so obvious, so in your face, and yet so illusive to our generation that is always looking for more, for better, and is convinced that this more is to be found anywhere but in the here and now.

The writing style is also very engaging. The author has managed to bring to table this very complicated subject piece by piece with the dexterity of a master jigsaw puzzle solver. At each step the reader is invited to invent the full picture based on the pieces presented thus far only to discover the picture and its potential have changed again with the addition of new pieces. Even without the appeal of the subject the writing style by itself is gripping.

There are some ideas in this book that can be life transforming if truly understood and made part of one's life and living. One such idea is that of the difference between what one sees and what it means. It sounds simple, perhaps even simplistic and may be even a little confusing at first. I grappled with it for sometime before I fully understood not just the meaning but the greater underlying import. It was a great aha! moment. "He isn't as interested in what things mean as in what they are." When I reflected on this in greater detail I found this to apply to almost every aspect of our life. The famous dictum - things are rarely what they seem to be - comes to mind. It plays an important role in our relationships. For instance, what I see is that my girlfriend is upset about my leaving on a trip. It is easy to let this bog me down if I do not pay attention to what it means - that she misses my not being there, that she values my presence in her life. So it applies to most instances of our life whether in a marketplace or sitting at home alone - it is very meaningful to investigate beyond the obvious (the seen) into the unseen (the root cause).

The other aspect of this puzzle is that we increase our ability to be effective when we address or speak to the underlying (what it means) versus to what is seen (the superficial). To extend the previous example, addressing my girlfriend's sense of loneliness by expressing my love as I part is far more meaningful gesture than asking her to not make a scene about my leaving. Simple, profound, powerful, and considerate - an act rooted in love and understanding rather than in reacting.

The other beautiful aspect brought out in the work is the distinction between the "classical" and the "romantic" way of approaching things, which in some ways is another form of the above concept. The Romantic style concerns itself only with the superficial (the feeling derived from immediate encounter) while the classical dives deeper to extract and reveal the underlying complexity that may be belied by a simple or an ugly facade. To dive deep is to be in a long term relationship versus a touch and go kind of superficial phenomenon.
"The romantic mode is primarily inspirational, imaginative, creative, intuitive. Feelings rather than facts predominate. "Art" when it is opposed to "Science" is often romantic. It does not proceed by reason or by laws. It proceeds by feeling, intuition, and esthetic conscience.... The classic mode, by contrast, proceeds by reasons and by laws - which are themselves underlying forms of thought and behavior... although motorcycle riding is romantic, motorcycle maintenance is purely classic.
...and so in recent times we have seen a huge split develop between a classic culture and a romantic counterculture - two worlds growingly alienated and hateful toward each other with everyone wondering if it will always be this way, a house divided against itself."
This, as the author deftly portrays, has led to a great divide in todays society as people tend to approach things through one view point or the other when both are needed to fully comprehend the truth of things as they are.

Next the author touches on the distinction between consciousness and awareness and the application of discrimination to understand reality, the very effort of which tends to move us farther away from the understanding that we seek - ironic and paradoxical but true.
"All the time we are aware of millions of things around us... aware of these things but not really conscious of them.... From all this awareness we must select, and what we select and call consciousness is never the same as the awareness because the process of selection mutates it. We take a handful of sand from the endless landscape of awareness around us and call that handful of sand the world. 
Once we have the handful of sand, the world of which we are conscious, a process of discrimination goes to work on it. This is the knife.... The handful of sand looks uniform at first, but the longer we look at it the more diverse we find it to be. Each grain of sand is different. No two are alike....the process of subdivision and classification...just goes on and on. Classical understanding is concerned with the piles and the basis for sorting and interrelating them. Romantic understanding is directed toward the handful of sand before the sorting begins. Both are valid ways of looking at the world although irreconcilable with each other.
What has become an urgent necessity is a way of looking at the world that does violence to neither of these two kinds of understanding and unites them into one. Such an understanding will not reject sand-sorting or contemplation of unsorted sand for its on sake. Such an understanding will instead seek to direct attention to the endless landscape from which the sand is taken."
The one other profound observation worth highlighting is about the religious wars and how the doctrinal differences between Christianity and Islam are so much more pronounced than they are for Taoism, buddhism, or hinduism. Primarily because "holy wars are not fought over them because verbalized statements of reality are never presumed to be reality itself." 

Another gem of an observation is about confidence in something versus fanatical pursuit of it - "You are never dedicated to something you have complete confidence in. No one is fanatically shouting that the sun is going to rise tomorrow. They know it's going to rise tomorrow. When people are fanatically dedicated to political or religious faiths or any other kinds of dogmas or goals, it's always because these dogmas or goals are in doubt." This has applications beyond mass activities, it is great insight into individual behaviors as well. We would rather be right than be awakened. The hunger to be right supersedes the desire for truth. If we were driven half as much by the desire for truth as we are driven by the hunger to be right we would have created a whole new world for ourselves. Being right at the expense of truth is a lazy and easy way out of the hard work involved in making a good life. The former can help us make a living but it is the latter that truly makes us come alive.

How we learn and what really helps us learn are also critical aspects of living and touched upon. Learning is not by rote, although that has its place in learning. It really comes about when we struggle with the problem, with the solution, with our existing ideas about it and the conflict we have to overcome when faced with contradictions in form of new knowledge. "...the only real learning results from hangups, where instead of expanding the branches of what you already know, you have to stop and drift laterally for a while until you come across something that allows you to expand the roots of what you already know." To this end, the author also observed how the bright students were intrinsically driven by the joy of learning regardless of the external measures (grades etc) while the not to bright ones were more focused one external symbols of knowledge (degree and grades). "Grades really cover up failure to teach."

I can relate to this quite well. Although none of my teachers or classmates would ever qualify me as a dull student, I personally recognize that I have struggled through school out of a sense of obligation. Few subjects that are of any real interest to me (what does it mean to be virtuous, how to live a good life, why do we hurt each other, etc) are ever taught in schools. Consequently, I was there to get grades and even though I did well in school, I cannot say that I found myself more learned in the process. It only made me realize how much I left at the table because I wasn't really interested in the subject being taught.

Another inspirational quote from the book on achievement and glory:
"Any effort that has self-glorification as its final endpoint is bound to end in disaster...When you climb a mountain to prove how big you are, you almost never make it. And even if you do, it's a hollow victory. In order to sustain the victory you have to prove yourself again and again in some other way, and again and again and again, driven forever to fill a false image, haunted by the fear that the image is not true and someone will find out. That's never the way."
Another great point that makes us wary of regarding a fool as a wise man based on what he says:
"It's an old rule of logic that the competence of the speaker has no relevance to the truth of what he says"
The other powerful facet that the book touches upon is the power of "doing what one likes". This is a very profound notion. What makes it so powerful is that "doing what one likes" is revolutionary to social setup, while suppressing it lies at the root of social "stability". We have a conditioned society which loves us for not doing what we like; conformance is the rule of the game. This is why we witness so many long drawn faces, bereft of life, in our day to day living, each conforming to the demands at the expense of full living. There does exist a happy medium and there is room for revolutionary "do what you like". However, a conforming society with dull faces, reflection of a subdued life, is not a world we should aspire to create or to foster.

I was also impressed and inspired by the author's instructions on writing, which are strewn across the book. I could relate to the fact that when writing is taught, it is taught based on certain rules, distilled from writings from famous authors. However, these authors were not following these rules. These rules were identified post-fact. And this rule-following puts limitations on creativity of the followers, who find it difficult, if not impossible, to give voice to their own expression because it does not exactly fit with the laid down norms of writing. I have struggled with this myself as I tried to follow the rules of details, drama, and dialogue. It made my writing artificial and suppressed the flow of thought. Perhaps they become second nature with practice and then one can become apt at writing "popular" prose but does it steal one's ability to convey one's truth? I have read authors who write books on writing and talk about their own experience of becoming an author. Almost all of them (with the exception of Stephen King) come across as fake in their writing. This may go unnoticed to the novice reader but for any who has studied these so called rules of writing, it is easy to spot that the author is making special effort to add details, analogies, etc to make the writing more appealing. The packaging has eaten up he message. "In the process of examining the train and subdividing it into parts we've inadvertently stopped it, so that it really isn't a train we are examining. That's why we get stuck... classical, structured dualistic subject-object knowledge, although necessary, isn't enough. You have to have some feeling for the quality of the work. You have to have a sense of what's good. That is what caries you forward. This sense ins't just something you are born with. Although you are born with it. It's also something you can develop. It's not just "intuition," not just unexplainable "skill" or "talent". It's the direct result of contact with basic reality, Quality, which dualistic reason in the past has tended to conceal."

"If your mind is truly, profoundly stuck, then you may be much better off than when it is loaded with ideas...Stuckness shouldn't be avoided. It is the psychic predecessor to all real understanding."

Also, the author's experimentation with writing about very small things - a brink in the church wall, one side of a coin, etc - is remarkably brilliant and worth experimenting with for any person who wants to write but feels at a loss for a subject of adulation.

Throughout the book the author touches upon the various aspects of technology and people's love and/or hate relationship to it. This was very meaningful to me because I work in this field and I carry a love-hate relationship myself, to technology. The extent to which technology has extended the length and the quality of our lives is truly amazing. It is a harder pill to swallow, however, when one sees the destruction of society and the environment that it has precipitated. "Technology is simply the making of things and the making of things can't by its own nature be ugly or there would be no possibility for beauty in the arts, which also include the making of things...The real ugliness is not the result of any objects [or subjects] of technology, the people who produce it or the people who use it. Quality, or its absence, doesn't reside either in the subject or in the object. The real ugliness lies in the relationship between the people who produce the technology and the things they produce, which results in a similar relationship between the people who use technology and the things they use." This reminds me of Steve Jobs and his contributions to technology, which stem from his intimate relationship with it.
"When one isn't dominated by feelings of separateness from what one is working on, then one can be said to "care" about what he's doing... So the thing to do when working [on any task] is to cultivate the peace of mind which does not separate one's self from one's surroundings. When that is done successfully then everything else follows naturally. Peace of mind produces right values, right values produce right thoughts. Right thoughts produce right actions and right actions produce work which will be a material reflection for others to see of the serenity at the center of it all."
The next very critical area that the author ventures into are what he calls the "Gumption traps". These are essentially circumstances -  both external ("setbacks") and intrinsic ("hangups") - that surface in the Quality relationship between the machine and the mechanic and drain-off gumption, destroy enthusiasm, and leave you so discouraged you want to forget the whole business. The author goes on to describe techniques to overcome these Gumption traps. The treatment for Setbacks (external raps) is not all that impressive or detailed and speaks of things like planing, debugging, research, and building. The hangups or the intrinsic traps are paid more attention and with good outcome categorized under three types of gumption traps: Value traps, Truth traps, and Muscle traps:

1. Value Rigidity Trap is an inability to revalue what one sees because of commitment to previous values...to overcome this trap you need to slow down deliberately and ... see if the things you thought were important were really important. A great example used here is that of a monkey trap in India. A monkey reaches for a morsel of rice in a short mouth container and his filled fist gets caught. Monkey is unable to let go of the rice in his hand - because of his Value Rigidity that does not allow him to see the trade off between having rice and having freedom and make the right choice. We all have such tendencies from time to time where we hold on to something rigidly while losing sight of the bigger picture. This is most common in relationships where often winning an immediate argument can take precedence over the  long term joy that the relationship promises.

2. Ego trap: If you have a high valuation of yourself then your ability to recognize new facts is weakened. I think this ties to the previous Value Rigidity trap in certain ways since ego is the root of rigidity. One holds on inflexibly to certain values since one derives a sense of 'who I am' from the identification with these values, which serve to build the individual sense of personality, which is a manifestation of the ego.

3. Anxiety is the next Gumption trap. It is sort of opposite of ego. you are so sure you'll do everything wrong you're afraid to do anything at all. Often this, rather than "laziness" is the real reason you find it hard to get started. This gumption trap of anxiety, which results form over-motivation, can lead to all kinds of errors of excessive fussiness...The best way to break through this cycle, I think, is to work out your anxieties on paper... You should remember that it is peace of mind you are after.... It is indeed quite remarkable how anxiety makes us restless and keeps us constantly busy and engaged without accomplishing much, leading to further anxiety. I have witnessed it at work and in general. Anxiety makes us busy but not necessarily productive. Anxiety zaps life of meaning.

4. Boredom is the next Gumption trap. This is the opposite of anxiety and commonly goes with ego problems. Boredom means.. you are not seeing things freshly, you've lost your "beginner's mind"...when you are bored, STOP! Go to a show, turn on the TV, call it a day. If you don't stop, the next thing that happens is the Big Mistake [which can really knock the gumption out]. My favorite cure for boredom is sleep... one solution to boredom on certain kinds of jobs... is t turn them in to a kind of ritual... Zen has something to say about boredom. It's main activity of "just sitting" has got to be the world's most boring activity...yet in the center of all this boredom is the very thing Zen Buddhism seeks to teach. What is it? What is it at the very center of boredom that you are not seeing? 

5. Impatience is close to boredom but always results form one cause: an underestimation of the amount of time the job will take...Impatience is the first reaction against a setback and can soon turn to anger if you're not careful... Impatience is best handled by allowing an indefinite time for the job, particularly new [unfamiliar] jobs; doubling the time allocated; or by scaling down the scope of what you want to do.  

The author then talks of some other traps such as the tendency to see things as Yes/No, black/white, versus being able to see the indeterminate reality (Japanese term mu). The other things that can impact gumption are inadequate tools and bad surroundings/environment. Anyone working in a office setting can speak to the frustration caused by bad tooling and bad culture.

But the most important thing that the author highlights is not until after he has covered in detail these various gumption traps. The essence of which is that having addressed these gumption traps effectively is not enough, one must also live right. Perfection within is perfection without and the quality of our work is not disjoint from the quality of the person that we are, in fact it is a reflection of it.

6. Finally the author closes the gumption traps by citing the most important one of them all - the Funeral Procession! We are all familiar with it. I see it daily at work and often wonder at the zombie like presence of several individuals as they walk through the corridor with blank looks or stare through meetings with no engagement in them. One can witness this when driving down a highway as well: the cars seems to be moving at a steady maximum speed...as though they want to get somewhere, as though what's here right now is just something to get through. 

Finally, I will like to end this entry with another very beautiful quote from the book:
"Phaedrus remembered a line from Thoreau: "You never gain something but that you lose something. And now he began to see for the first time the unbelievable magnitude of what man, when he gained power to understand and rule the world  in terms of dialectic truths, had lost. He had built empires of scientific capability to manipulate the phenomena of nature into enormous manifestations of his own dreams of power and wealth - but for this he had exchanged an empire of understanding of equal magnitude: an understanding of what it is to be part of the world, and not an enemy of it."

10 March 2014

Leadership and the quest for integrity

Joseph L. Badaracco Jr's other - Defining Moments, Leading Quietly, and Questions of Character, are insightful, illuminating, and well researched, just as is this one, which is one of his early works.

The author lays the imperative for consistency and coherence between organizational aims, personal values, and individual actions as the founding ground for integrity. The book not only stimulates thinking on very real conflicting issues that have no clear answers but also presents new frameworks against which one can hone one's ability to decipher organizational complications. Especially, when one is striving to make effective and meaningful progress on multiple dimensions.

The work shares incredible insight into the components of each of the three spokes of integrity:
A) Organizational Aims
    1. Meritocracy:
        - High Calibre talent
        - High IQ
        - High EQ (Interpersonal skills)
        - Desire to excel
    2. People have deeply shared sense of company's goals and purpose
        - Economic goals
        - Strategic reason behind them
        - How individual roles contribute to these goals
        - Sense of community/family
    3. Open & Candid communication even to point of heated emotional debate
        - Good information flow
        - Not tainted by politics
    4. Environment in which subordinates have substantial autonomy
        - Ownership builds commitment
        - Make decisions closer to problems
        - Reduces bureaucracy
    5. A desire that high ethical standards pervade the company
        - Base of all other above points
        - Are personal and reflect leader's attitude, judgement, experience, values
        - Honesty, fairness, mutual respect & trust, compassion & sensitivity in exercise of power

B) Personal Values & Believes
    1. Strong personal ethics:
        - Honesty
        - Fairness
        - Builds trust and loyalty
    2. Positive belief in others:
        - In goodwill
        - Latent ability
        - Enables delegation, culture of learning & listening, reduces bureaucracy
    3. Compelling vision for organization:
        - Personal, imaginative
        - Builds Competitive Advantage
        - Determines 'what' type of organization it will become and 'how'
        - Guiding compass for decisions (efficient prioritization; Evaluate action consequences)

C) Individual Behavior
    1. Direction & Consistency:
        - Actions reflect initiative, risk taking, and unswerving commitment to vision's achievement
        - (A) & (B) must be translated into action through behavior that will move the company toward the ideal organization, one that is consistent with the leader's personal values in a dilemma dominated world.

The work offers other actionable insights toward effective leadership:
1. Differentiate between internally generated uncertainty (leads to erosion of trust & credibility) and that generated due to external market factors.
2. Clarity about goals and assumptions leads to understanding which builds commitment, which is fundamentally an issue of integrity of purpose, goals, and action.
3. Intellectual strength of a strategy cannot by itself ensure outstanding results. It is execution of the strategy that separates top performers, and better execution follows from demanding performance standards.
4. Managers must understand the market trends and the in-out of their business.
5. Understand the distinction and relation between Process (means) and Substance (desirable end). Process begets process and substance becomes increasingly imperiled. The tendency of a process to dominate substance imperils everything that makes a first class company. When substance and process collide, set example by focusing on clear direct issues of substance. To keep others focused on substance:
    a) Reluctance to reorganize
    b) Clear responsibilities & goals (when all are responsible, no one really is)
    c) Keeping formal systems and structures simple (hierarchy corrupts info flow)
    d) More autonomy to line staff (with clear decision guiding values)
    e) Elimination of marginal efforts (all meetings, reports, activities, staff that don't contribute to company's strategy and basic values).
6. Know that healthy conflict is about what is right and not about who is right.
7. It's a mistake to think that negotiation and compromise build consensus. Commitment to shared goals and values is the fundamental source of consensus in an organization.
8. Recognize the conflicts between tangible and the intangible (managers must make the intangibles as real as possible to prevent the tyranny of the tangibles):
    a) Short term versus long term factors
    b) Ethical standards versus corporate performance
    c) Corporate values versus competitive pressures
    d) Company's social obligation versus financial performance
9. Stand for consistency in purpose and values rather than being rigid in process and rituals. 

08 March 2014

In Search of Excellence

For any who delights and is confounded by the structure and functions (or lack of) of large organizations this book is a delightful read, the first two thirds of it anyway. The authors have done extensive research to come up with their eight points that according to them are indicative of an organization's long term success and health (some of them sound repetitive and start to tire toward the end).

It is interesting to note that many of the great companies of the time of the first publication for this book in the mid eighties - HP, IBM, Digital, TI, etc - are either struggling to remain relevant or are not to be found anywhere anymore. This is not to say that the recommendations in the book are not meaningful but it does point out the complexity and the unpredictability of the world in which organizations operate. It does, however, is indicative of the book's failure at noting and addressing the requisites for sustaining a culture of excellence through the market demands, changing leadership, large expanse of time, and disappearing founders, which often leads to value corrosion - the root of all cultural sickness.

One of the most critical aspects of good leadership is the passing of the baton, developing other leaders who can take the torch forward while deeply understanding and upholding the values on which an organization succeeds. Both HP and IBM have severely suffered since the loss of their founding fathers. In spite of having good leaders come and go they no longer carry the glean with which they once used to shine.

One other area where I found this work lacking was that it never touched upon in detail on what it considers as "excellence". One could construe from the writings that to the authors excellence is about a work culture where people naturally feel empowered and motivated, organization's output is innovative and ever fresh, and financial results are strong. To me these are results of excellence but not excellence itself.

I have often asked myself about excellence, it's presence and its absence, and how do we know when we are in presence of excellence and how to tell when we are witness to sloppiness. Excellence shines of its own accord. It is hard to put a definition around excellence. It is almost a spiritual quality, which is hard to confine in a definition but easier to express in what it is not or how it expresses itself. To me excellence is beauty, it is the bringer of delight, desirable yet unexpected, it exudes a pride of craftsmanship, it is skill in action, it is the WoW! factor, it makes the ordinary seem extraordinary, it is love, passion, pride, quality, and competence manifested. Excellence above all is an expression of genuine care.

Interestingly, all of the above attributes of excellence are an outer expression of an inner experience. These cannot really be forced by external means. Excellence requires a certain level of willingness to excel coupled with the skill to do so and a challenge that engages that skill adequately. It reminds me of Mihaly Csikszentmihalyi's work on Flow.

The organizational structure then has to address this indirectly by creating an environment in which the workers can experience such inspiration and intrinsic desire to do great things with utmost care. Most cultures today fail miserably at inspiring their workers. This has partially to do with our acceptance of defects, sub par results, and being more focused on money than on quality.

I think Antoine de Saint-Exupery captured it most sublimely when he said, "If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea." I cannot think of anything more succinct, more beautiful, or more powerful to communicate what is at stake here and where we are going wrong.

Some of the good quotes and insights from the book:

1. The primary role of a CEO is to manage values for the organization.

2. Leadership should have the courage to acknowledge a great product and pursue it even if the numbers at the outset do not favor its launch. Corollary, almost no big invention (so labeled after the fact) is ever used as originally intended: computers were seen to have only a handful of applications, transistors were developed for a tiny set of military uses, diesel locomotives originally were perceived as useful only in freight yard switching, Xerography was aimed at a small existing part of the lithography market (mass copies were not at all a driving force in either the invention or the early marketing).

3. People are the greatest asset to an organization and this needs to be given more than lip service. 

4. "The majority of business are incapable of original thought because they are unable to escape from the tyranny of reason" - David Ogilvy

5. "...the numerative, analytical component has an in-built conservative bias. Cost reduction becomes priority number one and revenue enhancement takes a back seat".

6. "If quantitative precision is demanded, it is gained in the current state of things, only by so reducing the scope of what is analyzed that most of the important problems remain external to the analysis" - John Steinbruner (Harvard)

7. "...the only way to count the spines of the sierra... is to sit in a laboratory, open an evil-smelling jar, remove a stiff colorless fish from the formalin solution, count the spines and write the truth.... There you have recorded a reality which cannot be assailed - probably the least important reality concerning either the fish or yourself.... It is good to know what you are doing. The man with this pickled fish has set down one truth and recorded in his experience many lies. The fish is not that color, that texture, that dead, nor does he smell that way."

8. "Professional management today sees itself often in he role of a judge who says 'yes' or 'no' to ideas as they come up.... A top management that believes its job is to sit in judgement will inevitably veto the new idea. It is always 'impractical'." - Peter Drucker

9. (Faith and) not logic is the true engine of scientific progress.

10. We are more influence by stories than by data.

11. We all like to think of ourselves as winners. 

12. "Punishment does not suppress the desire to "do bad". The person who has been punished is not thereby simply less inclined to behave in a given way; at best he learns how to avoid punishment." - B F Skinner

13. The management's most significant output is getting others to shift attention in desirable direction (through positive reinforcement - specific, immediate, reward small wins, reward with intangibles (such as attention, small rewards), unpredictable and intermittent reinforcement works better).

14. "You are more likely to act yourself into feeling than to feel yourself into action". - Jerome Bruner (Harvard Psychologist)

15. Some basic needs in an organization:
      a) People's need for meaning
      b) People's need for modicum of control
      c) People's need for positive reinforcement (to think of themselves as winners in some way)
      d) The degree to which actions and behaviors shape attitudes and beliefs rather than vice versa.

16. "Profit is like health. You need it, and the more the better. But it's not why you exist."

17. Gordon Siu´s bees versus flies trying to escape from a bottle:
"If you place in a bottle half a dozen bees and the same number of flies, and lay the bottle horizontally, with its base to the window, you will find the that bees persist, till they die of exhaustion or hunger, in their endeavor to discover an opening through (the base) while the flies, in less than two minutes, will all have sallied forth through the neck on the opposite side. . . It is the bees´ . . . intelligence, that is their undoing in this experiment. They evidently imagine that the issue from every prison must be where the light shines clearest; and they act in accordance, and persist in too-logical action. . . and the greater their intelligence, the more inadmissible, more incomprehensible, will the strange obstacle appear. Whereas the featherbrained flies, careless of logic . . . flutter wildly hither and thither, and meeting here with the good fortune that often waits on the simple. . . end up by discovering the friendly opening that restores their liberty to them"

18. One of the great advantages of being new in a company is that you are thoroughly unaware of what cannot be done. 

19. "I lean more to being a believer of low cunning and expediency.... How do you go about starting a job? You have the people who read everything; they don't get anywhere; and the people who don't read anything - they don't get anywhere either. The people who go around asking everybody and people who ask nobody. I say to my own people, "I don't know how to start a project. Why don't you step out and do an experiment?" - By the man who invented the transistor

20. Make cost of experimentation less than the cost of fail-proofing the idea (it usually already is).

21. Results-first approach. Focus immediately on tangible results. 

22. Big town halls with decked up presentations are merely distractions away from real conversations. 

23. Innovation is a numbers game - No matter how small the odds are of any one thing's working, the probability of something's succeeding is very high if you try lots of things.

24. "The way you stay fresh is that you never stop traveling, you never stop listening, and you never stop asking people what they think." Rene McPherson

25 "Substituting rules for judgement starts a self-defeating cycle, since judgement can only be developed by using it" - Dee Hock, Visa

26. "Set and demand standards of excellence. Anybody who accepts mediocrity - in school, in job, in life - is a guy who compromises. And when the leader compromises, the whole damn organization compromises." - Charles Knight, Emerson

27. "You cannot accomplish anything unless you have some fun.... Encourage exuberance. Get rid of sad dogs that spread gloom" - David Ogilvy

28. The most critical problem is that in the name of "balance" everything is somehow hooked to everything else. The organization gets paralyzed because the structure not only does not make priorities clear, it automatically dilutes priorities. In effect, it says to the people down the line: "Everything is important; pay equal attention to everything." The message is paralyzing.

24 January 2014

Swimming Across: A Memoir

The book is an interesting walk down the memory corridors of the horrific WW II, which Andrew Grove happened to walk as a child.

Given Andrew's celebrity status, as one of Intel's star CEOs, many readers might come to this book looking for deep insights and life lessons that make for fruitful rags-to-influence story. This book does not deliver on this promise. It is more informative than instructive; more history than personality. It reads like a typical fiction novel, except that it is based on a true story. The book lacks personality. It could have been recorded from the eyes of another kid who went through the same times and hardships as Andrew did and would have read about the same. It also does not speak anything of Andy's path to success and comes to an abrupt end shortly after Andy's arrival in America and change of name.

This book would be a good read for members of Andrew's family, especially the younger generation, to understand their roots and heritage. However, for the casual reader who knows Andrew and Andy Grove and seeks to learn more from his life to deliver on one's own success, there is little content.

Now that we understand what the book really covers, it is worth mentioning that it is a great read (if you can set aside your desire to learn and grow from Andrew grove's life). The story is a delightful experience of what it means to have a strong mother and a wise father as parents. One can also read into how one's future is often reflected during one's growing up years - the diamond shines even through dust. This was evident in prophetic comments by some of Andy's teachers where they could see distant lights of impending greatness.

What I could relate to the most was the flight of a child's fancy. Illustrations of how passion in another can be contagious; how success and progress can really build momentum for a journey, putting it on auto-pilot of sorts. The story also captures beautifully how being a witness to excellence can be a great turn on as great as being subject to unfair treatment can be a turn off. Andy's ride into journalistic fame and his ensuing fallout clearly speak of this. his life story also illustrates how seeming lack of progress can kill enthusiasm even when supplanted with great passion.

A few personality traits that do happen to come across regarding Andy show him to be a person of above average intelligence, persistent and capable of arduous practice in pursuit of things that spoke to his heart, and courageous.

Last but not the least topic of interest and insight touched upon in the book was about inter-religious tolerance, specifically as it relates to the Jews. The book helped me understand the alienation that the Jews were subject to at the hands of non-Jews in their day to day ordinary lives. Even though the society has come a long way since such scars take many generations to heal. It helped me understand why some of the Jews that I did come across in my life remained aloof in our time together or in our seemingly one-sided (from my end) friendship and eventually dropped off from the scene altogether. The book also highlighted how the Jews watched out for each other by pulling their friends and families into their success at educational and other institutions. Such nepotism can be a turn off and may be seen by some as a justification for their antisemitic views. However, that would be a shortsighted way of looking at it. It is the nature of human beings to be helpful to those whom they see in need and we see most clearly the needs of those who are either oppressed or of those whom we dearly love, and both were the case here.