Just Seven Things

Exploring why and how we do what we do, and how we can do it better

The Change Planning Toolbox: 10 Initial Steps

This is intended as a checklist to start any personal or corporate change project. Just take a blank sheet/ screen and start answering the following:

Initial planning questions:
1. What are you trying to change?

2. Who is involved in the change?
2.1. Do they want to change?
2.2. What do they need to change?

3. What does the changed future look like?

4. What are the top 3 blockers to change that require specific strategies to overcome them?

Detailed Planning Steps:
5. Clearly articulate objective: what does the changed vision/ goal/ future look like?:
5.1. Write down in technicolour detail.
5.2. Use this as an initial engagement step with those involved in the change (i.e. facilitated brainstorm/ meeting away day)
5.3. Create a clear list of benefits that will be enjoyed when change is achieved

6. Go public with the change vision: be clear on how those affected by the change will be kept engaged and informed

7. Create a clear and detailed timebound plan with detailed sub-projects, tasks and next actions needed to achieve the vision in 5. above, whilst ensuring the blockers in 4. above are addressed:
7.1. The actions all need to be concrete and measurable.
7.2. They must include clear accountabilities and ‘sprint’ milestones that effectively breakdown the overall change project into manageable chunks capable of completion and celebration (see 8.)
7.3. You must also create specific sub-projects for overcoming blockers and resistance to change as well as communication and engagement steps included in this list

8. Communicate and celebrate successful achievement of change chunks.
8.1. Ensure these are timed to maximise the positive internal (and any relevant external) PR impact: you’re aiming to create change momentum here.
8.2. Ensure that real small rewards are earned/ enjoyed – even if it’s just a round of drinks with the people involved in achieving the sub-goal or giving yourself a small treat

9. Keep on reminding all involved (those identified in 2, 5.2 and 7.2 above) about the clear list of benefits that will be enjoyed when change is achieved (you created this list in 5.3. above). You need to treat this step as a communication sub-project in its own right

Starting:
10. Take a planned action
10.1. Repeat 10.

Rework – Change the Way you Work Forever: Review

People say you need to sell to the Fortune 500. 37signals say ‘screw that. We sell to the Fortune 5,000,000.’

Jason Fried and David Heinemeier Hansson pull together a series of ideas on the new non-rules of business.

Snippets (direct quotes) include:

The timing of long range planning is screwed up too. You have the most information when you’re doing something, not before you’ve done it.

Lock in lots of expenses and you force yourself into building a complex business – one that’s a lot more difficult and stressful to run.

Make a dent in the universe…. Your efforts need to feel valuable. You want your customers to say ‘this makes my life better’… You should feel an urgency about this too. You don’t have forever. This is your life’s work….. What you do is your legacy. Don’t sit around and wait for someone else to make the change you want to see.

Kubrick knew that when you’re new at something, you need to start creating. The most important thing is to begin.

No time is no excuse: squeeze out a few extra hours of every week. When you want something bad enough, you make the time – regardless of your other obligations. The truth is most people just don’t want it bad enough. Then they protect their ego with the excuse of time. Don’t let yourself off the hook with excuses. It’s entirely your responsibility to make your dreams come true. Besides, the perfect time never arrives. You’re always too young or old or busy or broke or something else. If you constantly fret about timing things perfectly, they’ll never happen.

Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. A strong stand is how you attract superfans. For everyone who loves you, there will be others that hate you. If no one’s upset by what you’re saying, you’re probably not pushing hard enough. (And you’re probably boring, too.)

Outside money is Plan Z. Customers move down the totem pole. You wind up building what investors want instead of what customers want.

Cut your ambition in half. You’re better off with a kick-ass half than a half-assed whole…. Getting to great starts by cutting out stuff that’s merely good.

Ignore the details – for a while. Nail the basics first and worry about the specifics later. It doesn’t matter how much you plan, you’ll still get some stuff wrong anyway. Don’t make things worse by overanalyzing and delaying before you even get going.

What is Consciousness?

Is consciousness capable of definition by anything other than pulling together a list of its potential functions? And keeping ‘in mind’ that the tool ‘we’ are using to compile the list is the subject of the list, does this call into question mankind’s definitive ability to define itself as a conscious entity in any sophisticated way?

In The Ego Tunnel, Metzinger considers current prime candidate functions of consciousness:

The emergence of intrinsically motivating states, the enhancement of social coordination, a strategy for improving the internal selection and resource allocation in brains that got too complex to regulate themselves, the modification and interrogation of goal hierarchies and long-term plans, retrieval of episodes from long-term memory, construction of storable representations, flexibility and sophistiation of behavioural control, mind reading and behavioural prediction in social interaction, conflict resolution and troubleshooting, creating a densely integrated representation of reality as a whole, setting a context, learning in a single step and making information “globally available” to an organism.

For me, I look to my own experience of my consciousness to start to sort through and prioritize this list.

My ‘brain chatter’ – the near constant commentary/ questioning/ planning/ worrying little me that feels like it’s in my head – seems to be busy in two main areas, with an increasingly important third area.

The first area is a lot about modelling, planning, trouble-shooting and conflict resolution. The conceptualisation of future scenarios and the plotting of courses to enable their achievement to my own set objectives or goals. These things at both mundane (‘when am I going to be able to pick up a present for my wife? What would she love?’) and more sophisticated levels (‘how am I going to achieve my life vision?’)

This area automatically seeps into the second area: the social interaction/ co-ordination/ people-response modelling piece. The present for my wife example above reflects this: my choice of present is heavily influenced by me going through a process of imagining what she’d love. From the psychometric profiles I undertake, I know I am heavily biased to this area in my ‘operating systems’. In a goal-driven context I constantly think about the impact actions will have on others. Their responses. Counter-responses. Different outcomes and planned scenarios. I endeavour to influence as many of the semi-controllable variables in the pursuit of my stated goal as possible.

The third, and increasingly important, area for me is a space I’m carving out from the energy dedicated to the other two functions. The pursuit of, and dedication to, attention. The presenteeism in the passing moments of my life. Whatever I can do to enhance this area at the (prioritized) expense of the other two areas is currently a very valid overriding objective.

The fascinating, and in some ways disconcerting, aspect of this latter area for us sophisticated, conscious human animals is how little ‘we’ are actually needed in being present and attentive. The absence of chatter and modelling and worrying and second-guessing is notable. In fact, the organ at the culmination of a very sophisticated nervous system becomes a far more dominant view of ‘me’ vs. a constructed self with intrinsic wants, desires and flavours.

Metzinger again puts everything into context: ‘let’s not forget that evolution is driven by chance, does not pursue a goal, and achieved what we now consider to be the continuous optimization of nervous systems in a blind process of hereditary variation and selection. It is incorrect to assume that evolution had to invent consciousness – in principle it could have been a useless by-product.’

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