Replying to LO24809 --
At writes:
> Why do I keep up with composing complex contributions when so many members
> clearly express that they want simple, practical contributions? I am
> CATEGORICALLY SURE that humankind is now experiencing one of the most
> profound paradigm shift since the dawn of its history. It is the shift
> from simplicity to complexity.
>
> It is going to change the living of every human dramatically. Since I
> have the deepest love for every fellow learner, whatever their diversity
> of feelings for me, I want to help those willing to get prepared for this
> new way of living. Complexity, now a theory for most of the few who know
> about it, will eventually become the practice from which nobody shall
> escape. Some do actually resist what I am doing while other examine me
At,
I get very frustrated at your writing, and I get frustrated with my
frustration. And I'm glad you contributed this.
Several years ago, I used to read your material eagerly. When you started
into the seven essentialities, I started following but rapidly got behind.
I don't think it was lack of fundamentals (I had enjoyed reading some of
Prigiogine); rather, I had to choose between following this list and
keeping up with my willing commitments to work, family, and (other parts
of) self. Your postings were challenging, both because of their length
and because of the investment they required to internalize the concepts
and to understand their application. I chose to skip your postings,
partially to regain some control on my time, and partially (honestly)
because I couldn't be sure of their benefit.
That decision evolved into skipping all postings that exceeded a couple of
screens. I realized I risked missing important insight, but I felt I had
limits. (Over time, that rule made reading this list _very_ fast.)
Besides, the managers I served wanted concise, usable material, too, and I
was focusing on the smallest possible doses of insight to give them
through the windows they opened.
Yet I agree: managers (I'll pick on them for a second--I've been one--but
I think it applies far more broadly) seem pressured by the pace of
business to devote less time to deep thinking and learning, while the
turbulence in the world seems to demand deeper insight. I can smell
bifurcations and rapid transitions.
Have you read Geoffrey Moore's _Crossing the Chasm_? I see you in the
role of process or idea or concept innovator. I often see myself in that
role, or at least in the role of an early adopter. I see many in business
in the role of pragmatists. (I think, and Moore seems to think, as well,
that we often take on innovator or early adopter roles in part of our
lives and pragmatist or laggard roles in other parts, so I don't find it
helpful to categorize a person as an X, just an X in situation Y.)
My challenge is learning to cross that chasm well. How can we use all
these important ideas with the idea pragmatists of the world? I don't
think I'll be successful persuading them to become innovators, no matter
how attractive that might seem to me. But some of these ideas are hard to
package into elevator speeches. (I think his book has key lessons for
concept innovators, too. I've tried them with some success.)
There's another piece I may express another time, having to do with
balance in the conversation: whether it's possible in a group of (how many
are we, Rick?), and to what extent it's desirable.
Comments welcome, as always.
Bill
[Host's Note: Roughly 1800 readers here. ..Rick]
-- Bill Harris 3217 102nd Place SE Facilitated Systems Everett, WA 98208 USA http://facilitatedsystems.com/ phone: +1 425 337-5541[Host's Note: In assoc with Amazon.com...
Crossing the Chasm : Marketing and Selling High-Tech Products to Mainstream Customers by Geoffrey A. Moore, Regis McKenna (Introduction) http://www.amazon.com/exec/obidos/ASIN/0066620023/learningorg
..Rick]
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