T.J. Elliott wrote in LO16991:
>there are situations when planning before action is very useful even
>necessary (e.g., launching a spacecraft, lighting your last match at a
>snowy camp site). How do you know which to use? How do you get yourself to
>follow some sort of practice that will get you on the right track?
I've done both, and have been both right and wrong in my decisions.
Here's a few quotes that come to mind:
An idea that isn't risky is hardly worth calling an idea. (Oscar Wilde)
Unless we change our direction, we are likely to end up where we are
headed. (Old Chinese Proverb)
Nothing is more dangerous than an idea when it is the only one you have.
(Emile Charter)
The last quote could be rephrased to say that "nothing is more dangerous
than an option when it is the only one you have." Besides the meticulous
planning that goes into launching a spacecraft and the serious reflection
that precedes lighting a match, it's good to have choices.
30 years ago, two mentors at NASA told this young kid that engine
components were a lot like people. They were tested in rigs, somewhat
isolated from the rest of the system. And when they were put into action
as a whole system, they behaved in what could be called "strange and
unpredictable ways." One of our jobs was to understand the
interdependency of the system so we could be more intuitive about how the
assembled system would perform -- so we could predict future behavior (or
at least not be surprised but be prepared for what might happen.) One of
the men would constantly say 1) There is no substitute for planning, 2)
Come back when you can show me your requirements, and 3) Never "go in"
with your back-up plan.
Systems thinking is just that -- thinking systemically. Both consciously
and subconsciously. To me, it's learning/recovering the ability to be
systemically intuitive. It give you choices. If nearly 85% of what we do
each day comes from that deep "autopilot" place inside of us, how much
trouble can we keep ourselves out of (fewer unintended consequences) if we
instinctively think and act systemically?
One quick story. About ten or so years ago, a young engineer (not me) was
monitoring the APU's on a shuttle ascent. There were "artificial
intelligence" helper programs in place at mission control to monitor and
recommend action. A power unit hit a redline condition. Who knows -- if
it had been up to the computer, the mission might have aborted. This was
after "Challenger." Since the vehicle was approaching orbit, a return at
that point would have been extremely dangerous. The engineer trusted
instinct and let the power unit run into the red. We don't know where
these flashes of brilliance come from most of the time. I suppose they
come from the deep place of seeing and feeling the system while it's in
motion, and not from holding onto a plan or seeing the system as a
collection of parts.
Regards,
John Dicus
--John Dicus | Cornerstone Consulting Associates Providing Experiences In... Teamwork - Systems - Stewardship jdicus@ourfuture.com | http://www.ourfuture.com 800-773-8017 (in US) | 330-725-2728 (voice/fax) 2761 Stiegler Rd, Valley City OH 44280 (Experiences in Stewardship - April 26-29 & Oct 25-28, 1998)
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