Navigating the Interplay of Self-Agency and Complexity: A Nine-Box Exploration

Unveiling the Relationship between Self-Agency and Complexity

Life is a dynamic interplay of various factors, with complexity and self-agency being two fundamental elements shaping our experiences. Understanding their relationship can be pivotal in managing our thoughts, feelings, and actions effectively. To illustrate this, imagine a grid with Self-Agency (Low, Medium, High) on the x-axis and Complexity (Low, Medium, High) on the y-axis. Each combination creates a unique scenario, as explored below.

High Complexity & High Self-Agency

In this scenario, individuals face a highly complex environment but also possess a strong sense of control over their actions. The likely thoughts could be strategic and adaptive, focusing on how to navigate the complexity effectively. Feelings might be a mix of excitement due to the challenge and confidence owing to the high self-agency. Actions are likely to be proactive and agile, with a readiness to learn and adapt.

High Complexity & Medium Self-Agency

Here, while the environment is complex, individuals have a moderate sense of control. Thoughts could oscillate between problem-solving strategies and self-doubt. Feelings may vary between optimism and apprehension. Actions are likely to be cautious and measured, with a focus on improving self-efficacy.

High Complexity & Low Self-Agency

In this challenging situation, high complexity combines with a low sense of personal control. Thoughts may be dominated by feelings of overwhelm and confusion. Emotionally, there could be heightened anxiety or stress. Actions may be reactive, with possible avoidance or withdrawal tendencies.

Medium Complexity & High Self-Agency

In a moderately complex environment with high self-agency, thoughts are likely to be constructive, focusing on managing the situation effectively. Feelings of assurance and calm might prevail, and actions will be proactive, taking advantage of the individual's strong sense of control.

Medium Complexity & Medium Self-Agency

Here, individuals face a moderate level of complexity and have an average sense of control. Thoughts may revolve around balancing challenges and capabilities. Feelings of equilibrium and steadiness could be prevalent, and actions would likely be calculated and balanced, aligning with the individual's perceived self-agency.

Medium Complexity & Low Self-Agency

Facing medium complexity with low self-agency, thoughts might veer towards worry or concern about handling the situation. Feelings of inadequacy or insecurity could dominate, leading to hesitant or tentative actions, with a possible reliance on external assistance.

Low Complexity & High Self-Agency

In this scenario, even though the situation is not very complex, the high self-agency drives active engagement. Thoughts could be confident and decisive, feelings of mastery and control might prevail, and actions will be assertive and self-assured.

Low Complexity & Medium Self-Agency

Here, individuals experience low complexity and have a medium level of self-agency. Thoughts could be relatively straightforward, with feelings of comfort and ease. Actions are likely to be routine and executed with a reasonable level of confidence.

Low Complexity & Low Self-Agency

Despite the low complexity, the low sense of self-agency might generate thoughts of self-doubt. Feelings could range from apathy to frustration, leading to passive or reluctant actions.

Conclusion

This nine-box exploration serves as a simplified guide to understand how self-agency and complexity interact, shaping our thoughts, feelings, and actions. Navigating this relationship effectively can lead to more informed decision-making and improved handling of varying situations.

NAVIGATING COMPLEXITY AND VUCA: The Reality of Complex Adaptive Systems

NAVIGATING COMPLEXITY AND VUCA: The Reality of Complex Adaptive Systems

INTRODUCTION

This post is drafted as a by-product of research into Nash Rogers Equanimity - A new model for EQ and IQ. (examining Agency and Complexity) We are examining People, Perception, Place, Process, Purpose, Performance. Subject to research for publication soon.

UNDERSTANDING COMPLEXITY, VUCA, AND COMPLEX ADAPTIVE SYSTEMS

The world today is characterized by its increasing complexity. This complexity is more than just a complication or an aggregation of many intricate parts. It's about the interplay and interactions among these parts, creating a system whose behavior can't be fully predicted or controlled, often leading to unexpected outcomes.

In this context, we often come across the term VUCA - an acronym for Volatility, Uncertainty, Complexity, and Ambiguity. Originally coined by the U.S. military, VUCA has become a useful concept in many fields, including business and leadership, to describe the challenging and unpredictable nature of today's environment 1.

When we consider these complex, unpredictable interactions and their emergent behaviors, we're talking about Complex Adaptive Systems (CAS). A CAS is a system where individual and seemingly independent components interact with each other, adapt, and learn from these interactions, causing the whole system to evolve over time.

COMPONENTS AND CONSIDERATIONS

Key components and considerations for complexity and VUCA include...

INTERACTIONS: Interactions between different elements of a system can give rise to complexity.

EMERGENT BEHAVIORS: These are behaviors that emerge from the interactions of the components of a system, and cannot be predicted just by understanding the individual parts.

ADAPTATION: In a complex adaptive system, elements adapt in response to the changing environment and interactions with other elements.

VOLATILITY: Rapid and significant changes can occur at any time in a complex system.

UNCERTAINTY: Due to the unpredictable interactions, the future state of a complex system can be uncertain.

AMBIGUITY: In a complex system, the lack of clear causality can lead to ambiguity.

MEASURING THE SENSE OF COMPLEXITY

Understanding one's perception of complexity can be crucial in managing and adapting to complex environments. Below is a suggested questionnaire using a Likert scale from -3 (Strongly Disagree) to +3 (Strongly Agree)...

I often find myself in situations where the number of influencing factors is overwhelming.
I frequently encounter unpredictable outcomes in my work or life.
I have to adapt my actions based on changing situations.
Rapid and significant changes are a regular part of my life.
The uncertainty of outcomes makes decision-making difficult for me.
Ambiguity in cause-and-effect relationships often challenges me.

RESEARCH AND MODELS ON COMPLEXITY AND VUCA

Understanding complex systems has been the focus of much research, particularly within the field of complexity science. The Cynefin framework by Dave Snowden provides a lens to understand the complexity and helps leaders determine how to act in different contexts

Similarly, the VUCA concept has been widely researched and applied, especially in strategic leadership studies

Research on complex adaptive systems spans across disciplines like biology, ecology, economics, and social sciences. Studies have been done to understand phenomena such as ecosystems, economic systems, and even the internet as CAS

DISTINGUISHING BETWEEN COMPLEX, COMPLICATED, AND WICKED PROBLEMS

To fully understand complexity, it's helpful to differentiate it from other types of problems – specifically, complicated and wicked problems.

COMPLICATED PROBLEMS: These are problems that, although intricate or involved, can be solved with enough time, resources, and expertise. There is a clear cause-and-effect relationship that can be determined, allowing for potential solutions to be identified. The solutions are often repeatable and predictable. For example, building a rocket is a complicated problem; it requires a high degree of technical knowledge, but with the correct expertise and resources, it can be successfully achieved

COMPLEX PROBLEMS: In contrast to complicated problems, complex problems involve a high degree of interconnectivity and interdependence. The behavior of a complex system is not easily predictable, with small changes potentially leading to significant impacts due to the interplay between the components of the system. For example, managing a pandemic is a complex problem; it involves a myriad of factors such as virus transmission, human behavior, economic systems, healthcare capacity, and many more

WICKED PROBLEMS: Wicked problems are a category unto themselves. They are characterized by extreme complexity, with multiple stakeholders having different perspectives about the nature of the problem and the best solutions. Wicked problems are often tough to clearly define, and their potential solutions are not right or wrong but rather better or worse. Moreover, every solution to a wicked problem is consequential and may lead to unforeseen difficulties. Climate change is a prime example of a wicked problem; it is incredibly complex, difficult to define, and involves diverse stakeholders with different interests

Each type of problem – complicated, complex, and wicked – demands a different approach for resolution, thus emphasizing the need for a robust understanding of their distinct nature.


Conclusion

The understanding of complexity, VUCA, and complex adaptive systems offers a lens through which we can make sense of the increasingly interconnected and unpredictable world around us. By exploring these concepts, we can better navigate and thrive in this complex landscape.

Citations
Footnotes

Bennett, N., & Lemoine, G. J. (2014). What VUCA Really Means for You. Harvard Business Review.

HOLLAND, J. H. (2014). COMPLEXITY: A very short introduction. Oxford University Press.

Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 68-76.

KURTZ, C. F., & SNOWDEN, D. J. (2003). THE NEW DYNAMICS OF STRATEGY: Sense-making in a complex and complicated world. IBM systems journal, 42(3), 462-483.

Rittel, H. W., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy sciences, 4(2), 155-169.

SELF-AGENCY: Think - Act - Event or Event - Act - Think?

INTRODUCTION

This post is drafted as a by-product of research into Nash Rogers Equanimity - A new model for EQ and IQ. (examining Agency and Complexity) We are examining People, Perception, Place, Process, Purpose, Performance. Subject to research for publication soon.

WHAT IS SELF-AGENCY?

Wegner's three conditions—priority, exclusivity, and consistency—are key elements to understanding self-attribution of agency, which is the sense that we control our own actions.

Priority refers to our perception that we planned or thought about an action before it happened. Our sense of agency depends on the perceived timing of our intention and the resulting action. Studies show that when we cause an event, we perceive that our action and the outcome are closer in time than they really are, a phenomenon known as "intentional binding." This can happen even when the likelihood of the action's outcome is low.

Exclusivity implies we attribute actions to ourselves more strongly when there are no other potential causes. For instance, being subconsciously primed with words that suggest other causes can decrease our sense of self-agency.

Consistency means that our sense of self-agency is stronger when the result matches our intention. Even if we only thought about an action just before someone else does it, we may feel like we caused it. This sense of agency can apply to others' actions, influence our own actions, and even change when we're not aware of our thoughts or if we're subtly influenced by outside factors.

However, these aspects of self-agency may not exclusively come after the fact. Computational models of motor control propose that our sense of agency comes from our brain's ability to predict the sensory outcome of our actions and compare it with the actual outcome. When they match, we feel a sense of self-agency. If there's a high likelihood of an outcome given an action, leaving out the outcome can eliminate intentional binding.

Yet, there are ongoing debates to reconcile these predictive (motor control models) and postdictive (Wegner's conditions) accounts of agency. Some researchers argue that neither approach fully explains our sense of agency, while others suggest both factors play a role. This suggests our sense of agency may result from a complex interaction of our motor control predictions, conscious thought, and how well our actions match the expected outcomes, especially under uncertainty. In summary, our sense of self-agency depends on many factors, and scientists are still working to understand how these factors interact.

The order of thought, action, and event in the context of the sense of agency has been a topic of ongoing debate in psychology and cognitive neuroscience. Here are the two main views:

PREDICTIVE (OR FORWARD MODEL) VIEW: In this view, the order is typically "thought - action - event." That is, we first form an intention or plan to act. This creates an internal representation or "prediction" of the sensory feedback we expect from the action (a process called an "efference copy"). We then perform the action, and an event occurs as a result. If the sensory feedback from this event matches our prediction, we attribute the action to ourselves and feel a sense of agency.

POSTDICTIVE (OR INFERENTIAL) VIEW: This view proposes an order more like "action - event - thought." In other words, we perform an action, an event occurs, and then we form a belief or judgement about the cause of that event. This belief forms based on how closely the event matches our intention (consistency), how unique the action was in causing the event (exclusivity), and whether we had formed an intention before the action occurred (priority). Based on these conditions, proposed by Daniel Wegner, we then attribute the action to ourselves (or not) and feel a sense of agency (or not).

It's important to note that these views aren't mutually exclusive. Many researchers now believe that both predictive and postdictive processes likely contribute to our sense of agency, potentially at different times and under different circumstances. It's also possible that the actual sequence of thought, action, and event can vary depending on the situation, with our brains constantly updating our sense of agency based on incoming information.


#SelfAgency #PersonalControl #Psychology #MentalHealth #Empowerment #PersonalDevelopment #MindfulLiving #SelfImprovement #SelfAwareness #MindBrainConnection

Unveiling the Power of Self-Agency: A Shallow Dive into our Sense of Personal Control

 

INTRODUCTION

This post is drafted as a by-product of research into Nash Rogers Equanimity - A new model for EQ and IQ. (examining Agency and Complexity) We are examining People, Perception, Place, Process, Purpose, Performance. Subject to research for publication soon.


WHAT IS SELF-AGENCY?

At its core, self-agency is the belief that we are in control of our own actions and, by extension, the outcomes of those actions. It is the sense of personal control or influence over one's own thoughts, actions, and behaviors - the understanding that we are the authors of our lives.

Notably, Benjamin Libet was the pioneer in this area of research. His studies indicated that brain activity predicts an action before one even has conscious awareness of their intention to act upon that action, suggesting that the sense of self-agency may emerge from subconscious processes 1.

COMPONENTS OF SELF-AGENCY

According to Daniel Wegner, there are three key criteria of self-agency: priority, exclusivity, and consistency 2.

Priority: It implies that the thought or intention precedes the action. It means the idea to perform a particular action must come before the action itself.

Exclusivity: This suggests that the thought or intention must be the only apparent cause of the action. There shouldn't be any other noticeable factors influencing the action.

Consistency: The final criterion is consistency between the thought or intention and the action. There should be a coherent match between what we think and what we do.

Additionally, elements such as Mastery, Autonomy, and Challenge from the FLOW and SCARF models seem to be interconnected with self-agency 3.

MEASURING SELF-AGENCY

Given the complexity and subtlety of self-agency, creating a reliable measurement is a complex task. Here is a suggested questionnaire designed to evaluate a person's sense of self-agency, utilizing a Likert scale from -3 (Strongly Disagree) to +3 (Strongly Agree):

I feel I have control over my actions.
My intentions are reflected in my actions.
I take ownership of my actions and their consequences.
I feel that my thoughts lead to my actions.
There is no external influence dictating my actions.
I am confident about my ability to handle challenges.
I feel autonomous in my decisions.
I have the ability to master tasks that I take up.
My actions are consistent with my beliefs and values.

RESEARCH AND MODELS ON SELF-AGENCY

A multitude of studies have delved into the fascinating subject of self-agency. As mentioned, Libet's work is foundational in this area 1. Wegner further developed the concept with his criteria for self-agency 2.

Engbert, Wohlschläger, and Haggard in 2008 conducted research that provides additional data suggesting the complex nature of self-agency 4.

The FLOW model, developed by Mihaly Csikszentmihalyi, and the SCARF model by David Rock, although not directly targeting self-agency, offer significant insights into factors that can influence our sense of personal control 3.

CONCLUSION

Understanding self-agency can empower us to take more effective control of our lives, by aligning our actions more closely with our intentions and beliefs. Research into this area continues, offering increasingly rich insights into this foundational aspect of human psychology.

Citations
Footnotes

Libet, B. (1985). Unconscious cerebral initiative and the role of conscious will in voluntary action. Behavioral and Brain Sciences, 8(4), 529-539.

Wegner, D. M. (2002). The Illusion of Conscious Will. MIT Press.

Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper & Row. Rock, D. (2008). SCARF: a brain-based model for collaborating with and influencing others. NeuroLeadership Journal, (1), 44-52.

Engbert, K., Wohlschläger, A., & Haggard, P. (2008). Who is causing what? The sense of agency is relational and efferent-triggered. Cognition, 107(2), 693-704.

#SelfAgency #PersonalControl #Psychology #MentalHealth #Empowerment #PersonalDevelopment #MindfulLiving #SelfImprovement #SelfAwareness #MindBrainConnection

WHERE AND WHAT IS HOME?

There is the adage “home is where the heart is”, or saying and song lyric “wherever I leave my hat is my home”. Clearly we can have family home, or if separated paternal or maternal home, perhaps childhood and marital home.

For the uniformed services work may be both family and home. For office workers perhaps the 9 to 5 is a retreat and escape from home, and therefore itself a form off sanctuary, refuge or home.

The sheer variety of names suggest the different meanings from the term home: Abode; Residence; Habitat; Haven; Hearth; Homestead; Domicile; Dwelling; Retreat; Safe haven; Household; Nest; Den; Lodge; Living quarters; Roost; Hovel; Hideaway; Shelter; Pad(informal); Crib(informal); Digs(informal); Place of residence; Lodgings; Place of habitation; Habitat; Quarters; Base; Resting place; Castle; Habitation

There is a famous series of experiments known as "learned helplessness" conducted by psychologist Martin Seligman in the 1960s, where dogs were given inescapable shocks and then later, even when the situation was changed to give them an escape, they would not take the opportunity. This experiment is often cited in discussions of depression and perceived control over one's environment.

Arguably the dogs like battered spouses stayed at the familiar albeit dysfunctional home in part because it is familiar and because the certainty of sorrow may better coped than the uncertainty of hope.

Home therefore is not always a happy place. Perhaps the only constant in the definitions and purposes of home is that it is familiar to the psyche, even sleeping on the street has a familiarity if not fixed location.

QUESTIONS FOR SUPPORTING HIGH PERFORMING TEAMS

TEAM CONTRIBUTION

Three ways I currently contribute to Team
Three ways I could contribute more fully to Team
Three ways I receive value from Team
Three ways I could receive greater value from Team

GROUP AIM

Our biggest collective challenges, which requires help from all of you are………
Together we could achieve so much more in………  by………..
To achieve that, the help I need from all of you is…….

PERSONAL AIM

What I value about your contribution is……
What I find difficult about you is……
What the difference I need from you going forward is…..

REFLECTIONS ON A DIGITALLY DEFINED WORLD

There's been a great deal of pondering on my end about the increasing role of AI in our lives, as colleagues, coaches, and even confidants. If our relationships shift from the physical to the digital realm, how will that influence our self-identity, sense of belonging, culture, and community?

As we navigate this digital landscape, will we find ourselves narrowly defined, categorized, and even branded by an AI's perception? It's an intriguing parallel to social media's grip on our attention, serving it up to the highest bidder.

I penned these thoughts in response to the rise of AI-Driven Coaching, which seems to commoditize mental health issues like anxiety and depression. Algorithms now promise to deliver a sense of belonging and purpose - once the role of family, tribe, community, faith, and culture.

But what does it truly say about us, if we choose to outsource and automate even kindness and connection? And if these virtual interactions become chargeable, what new ethical concerns will surface? There's a certain level of dependency that comes with technology, which we've already seen with social media taking over our attention spans and objectivity.

Inspired by the insightful words of Gabor Mate in his book "Hold On To Your Kids," I'm left to ponder how this shift might amplify an existing trend. Today's youth often derive their social cues more from peer groups and social media than from their families. We know this is leading to an epidemic of anxiety, depression, and a general sense of disconnectedness.

I am left questioning - if AI can replace a coach, a friend, a confidant, or even a parental figure, where do we draw the line? Are we opening a Pandora's box, or are we stepping into a future of endless possibilities? Let's discuss!

#ArtificialIntelligence #DigitalTransformation #EthicsInAI #FutureOfWork

Tim@ThinkingFeelingBeing.com
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources  

CROWDSOURCING AND COLLECTIVE INTELLIGENCE - THE POWER OF MANY MINDS

The rise of the internet and digital technologies has unlocked the potential for large groups of individuals to collectively solve problems, make predictions, and produce creative outcomes. Crowdsourcing and Collective Intelligence have emerged as powerful concepts that harness the power of many minds to tackle complex challenges and drive innovation.

Crowdsourcing involves outsourcing tasks or gathering ideas and information from a large group of people, often through online platforms. This approach allows organizations to tap into a vast pool of talent and knowledge, enabling cost-effective and diverse problem-solving. Whether it's seeking innovative ideas, conducting market research, or analyzing vast datasets, crowdsourcing empowers organizations to benefit from collective brainpower.

Collective Intelligence, on the other hand, refers to the phenomenon where the collective knowledge and problem-solving abilities of a group surpass those of any individual member. This concept is exemplified in prediction markets, where groups of people make forecasts on future events. Studies have shown that collective predictions are often more accurate than those of individual experts.

One of the key implications of Crowdsourcing and Collective Intelligence is the democratization of innovation. Ideas and solutions can come from anyone, regardless of their background or expertise, leading to fresh perspectives and disruptive innovations. This opens up opportunities for previously underrepresented individuals to contribute meaningfully to the problem-solving process.

However, effective Crowdsourcing and Collective Intelligence require careful management and facilitation. Ensuring that the crowd is diverse and representative of different viewpoints is crucial to avoid bias and groupthink. Moreover, providing clear instructions and feedback mechanisms is essential for guiding the collective efforts toward desired outcomes.

In conclusion, Crowdsourcing and Collective Intelligence showcase the power of collaboration and diversity in problem-solving and decision-making. By leveraging the wisdom of the crowd, organizations can tackle complex challenges, drive innovation, and make informed predictions. However, success in these endeavors relies on thoughtful management and a supportive platform that empowers the crowd to contribute effectively and meaningfully.

GROUP DYNAMICS - THE INNER WORKINGS OF COLLECTIVE BEHAVIOR

Groups are an essential aspect of human existence, ranging from small teams to large organizations. Group Dynamics is a field of study that seeks to understand how the size and composition of groups influence cooperation, conflict resolution, and decision-making processes. By exploring the inner workings of collective behavior, researchers can draw valuable conclusions to improve team effectiveness and productivity.

One of the fundamental aspects of Group Dynamics is understanding how group size impacts group behavior. Smaller groups often exhibit higher cohesion and a stronger sense of camaraderie. With fewer members, communication tends to be more direct, and decision-making can be quicker. However, smaller groups may face limitations in terms of expertise and resources.

Conversely, larger groups offer access to diverse skill sets and perspectives. However, they may also encounter challenges in coordination, communication, and decision-making. As group size increases, the risk of subgroups forming and potential conflicts arising also rises.

Another crucial element of Group Dynamics is studying the role of leadership within a group. Effective leadership plays a pivotal role in fostering collaboration, resolving conflicts, and directing group efforts towards shared goals. Leaders must strike a balance between asserting authority and encouraging participation, ensuring that every team member feels valued and motivated to contribute.

Furthermore, understanding group norms and roles is vital for maintaining a healthy group dynamic. Group norms represent the unwritten rules and expectations that shape behavior within the group. Positive group norms promote trust, respect, and cooperation, while negative norms can lead to dysfunction and hinder productivity.

In conclusion, Group Dynamics offers valuable insights into the inner workings of collective behavior. By studying the impact of group size, leadership, norms, and roles, researchers can draw conclusions that aid in fostering effective teamwork, conflict resolution, and decision-making processes. Organizations can use these insights to create a supportive and collaborative environment that enhances group performance and achieves shared objectives.

ADDENDUM / POST-SCRIPT

I will need to revise this article with an addendum / post-script following further reflection

Partly because of more thinking about people, partners, confidants potentially being replaced by AI and the idea that we are defined by the relationship with others and if our relationship becomes virtual or digital (with an non-human AI?) how does that affect our self identify, belonging, culture and community.

Will we find ourselves defined by what AI thinks of us, just as social media has been able to seize are attention and redirect it to the highest bidder?

Post written in response to AI Driven Coaching...

Is this the commoditisation of anxiety and depression by using algorithms to offer belonging and purpose that was once the role of family, tribe, community, faith or culture. What does it say about us when we outsource and automate connection and kindness, and what else if that is chargeable. What are the ethical issues that arise when we create dependency on technology, in the wake of having given up our attention and objectivity to social media?

SOCIAL NETWORK ANALYSIS - UNRAVELING THE FABRIC OF CONNECTIONS

 

SOCIAL NETWORK ANALYSIS - UNRAVELING THE FABRIC OF CONNECTIONS

Social networks have become an integral part of our daily lives, shaping the way we communicate, share information, and make decisions. Social Network Analysis (SNA) is a fascinating field that seeks to understand the intricate web of connections between individuals and organizations. By delving into the dynamics of these networks, SNA provides valuable insights into information flow, decision-making, and innovation processes.

At the core of Social Network Analysis lies the examination of relationships. These relationships can be of various types, such as friendship, professional ties, or information-sharing connections. By mapping these relationships, researchers can visualize the structure of the network and identify key players, influencers, and hubs.

One of the significant implications of SNA is its impact on information flow. Information does not spread uniformly across a network; instead, it follows the paths of connections. Individuals who are central in the network, known as "hubs," tend to have more significant influence over information dissemination. This has implications for businesses, organizations, and even the spread of ideas within society.

Moreover, SNA sheds light on decision-making processes within groups. Individuals with high degrees of centrality may have more influence on group decisions, leading to potential biases in the outcome. Understanding these dynamics can help ensure more democratic and inclusive decision-making procedures.

In the realm of innovation, Social Network Analysis is instrumental in identifying knowledge-sharing patterns. Innovative ideas often emerge through collaborative efforts and the exchange of diverse perspectives. By analyzing the flow of information within a network, researchers can pinpoint areas that might benefit from improved collaboration and cross-disciplinary interactions, fostering a culture of innovation.

 

 

In conclusion, Social Network Analysis unravels the fabric of connections that shape our interactions and decision-making. By understanding the dynamics of social networks, we gain valuable insights into how information spreads, decisions are made, and innovation flourishes. Organizations can leverage SNA to optimize their networks, enhance communication, and foster a culture of openness and collaboration. 

ADDENDUM / POST-SCRIPT

I will need to revise this article with an addendum / post-script following further reflection

Partly because of more thinking about people, partners, confidants potentially being replaced by AI and the idea that we are defined by the relationship with others and if our relationship becomes virtual or digital (with an non-human AI?) how does that affect our self identify, belonging, culture and community.

Will we find ourselves defined by what AI thinks of us, just as social media has been able to seize are attention and redirect it to the highest bidder?

Post written in response to AI Driven Coaching...

Is this the commoditisation of anxiety and depression by using algorithms to offer belonging and purpose that was once the role of family, tribe, community, faith or culture. What does it say about us when we outsource and automate connection and kindness, and what else if that is chargeable. What are the ethical issues that arise when we create dependency on technology, in the wake of having given up our attention and objectivity to social media?

THE POWER OF NUMBERS UNDERSTANDING PRICE'S LAW, THE DUNBAR NUMBER, AND THE ALLEN CURVE

THE POWER OF NUMBERS UNDERSTANDING PRICE'S LAW, THE DUNBAR NUMBER, AND THE ALLEN CURVE

In various aspects of life, from academic research to social interactions, the number of people involved plays a pivotal role in shaping outcomes. Three intriguing concepts shed light on the influence of numbers on productivity, social relationships, and communication: Price's Law, The Dunbar Number, and the Allen Curve. Understanding these phenomena can provide valuable insights into how culture and change are affected by the quantity of people involved in different endeavors.

1. PRICE'S LAW: UNVEILING THE DISPARITY OF PRODUCTIVITY

Price's Law, named after Derek J. de Solla Price, is an empirical observation that highlights the disproportionate distribution of productivity in various domains. It states that a small number of individuals contribute the majority of output or work. Mathematically, Price's Law can be expressed as N^(1/2), where N represents the total number of people involved, and the square root of N indicates the approximate number of individuals responsible for the significant portion of productivity.

This phenomenon has been evident in scientific research, where a handful of influential scientists publish a substantial portion of the groundbreaking papers in a given field. Similarly, in creative industries like music, art, and literature, only a few artists achieve significant commercial success while many others struggle to gain recognition.

2. THE DUNBAR NUMBER: COGNITIVE LIMITS TO SOCIAL RELATIONSHIPS

Robin Dunbar, a British anthropologist, proposed the Dunbar Number as an approximation of the cognitive limit to the number of stable social relationships a person can maintain. The commonly cited Dunbar Number is around 150, representing the maximum number of individuals with whom one can have meaningful relationships.

Dunbar's research suggests that the human brain's size and complexity impose constraints on the quantity and depth of social connections one can effectively manage. This concept has profound implications for the organization of communities, businesses, and social networks, as it indicates that close-knit groups and social cohesion are fostered by limiting the size of the community.

3. THE ALLEN CURVE: COMMUNICATION AND DISTANCE

The Allen Curve, formulated by Thomas J. Allen, explores the relationship between communication frequency and physical distance in a workplace setting. The curve suggests that the frequency of communication between individuals declines as the physical distance between them increases.

Allen's research highlights the importance of proximity in fostering effective communication and collaboration. It indicates that individuals who work in close physical proximity are more likely to interact regularly, leading to increased information flow, idea sharing, and innovation.

IMPLICATIONS ON CULTURE AND CHANGE

The influence of the numbers of people involved in various endeavors has significant implications on culture and change:

1. Inequality in Productivity: Price's Law underscores the inherent inequality in productivity, where a select few contribute significantly more than others. This concentration of productivity can lead to disparities in wealth, influence, and recognition within a field, impacting the culture and dynamics of the community.

2. Community Size and Social Relationships: The Dunbar Number provides insight into how the size of a community can affect social relationships. Smaller, close-knit groups tend to foster stronger bonds and a sense of belonging, while larger communities may face challenges in maintaining cohesive social connections.

3. Communication and Collaboration: The Allen Curve emphasizes the importance of physical proximity in promoting effective communication and collaboration. In modern remote work settings, the challenge lies in finding ways to bridge the distance gap to maintain strong working relationships and foster a positive organizational culture.

ADDITIONAL STUDIES AND INSIGHTS

Other studies have explored the impact of the quantity of people on communication and relationships. For instance:

• Social Network Analysis: This field examines how individuals and organizations are connected within networks, influencing information flow, decision-making, and innovation.

• Group Dynamics: Studies on group dynamics delve into how the size and composition of groups influence cooperation, conflict resolution, and decision-making processes.

• Crowdsourcing and Collective Intelligence: Research in this area explores how large groups of individuals can collectively solve problems, make predictions, or produce creative outcomes.

In conclusion, Price's Law, The Dunbar Number, and the Allen Curve provide valuable perspectives on how the number of people affects productivity, social relationships, and communication. Understanding these concepts can help us make informed decisions in various domains, ranging from academic research and creative industries to organizational management and community-building efforts.

IMPLICATIONS AND PRACTICAL MEASURES FOR MANAGING AND FACILITATING COMMUNICATION IN DIFFERENT TEAM SIZES

Effective management and communication are crucial factors for the success of any team, and they become even more critical when dealing with different team sizes. Let's explore the implications and practical measures for managing, facilitating, and communicating in teams of 3 to 8 people, teams of 8 to 16 people, and teams greater than 16 people:

1. TEAMS OF 3 TO 8 PEOPLE:

Implications:

• Smaller teams tend to have higher cohesion, allowing for more effective communication and collaboration.

• Decision-making can be quicker due to fewer individuals involved.

• Individual team members may have broader roles and responsibilities, requiring a diverse skill set.

Practical Measures:

• Foster an open and transparent communication culture where every team member feels comfortable sharing their ideas and concerns.

• Encourage regular team meetings to discuss progress, challenges, and ideas for improvement.

• Utilize collaborative tools and project management software to ensure everyone is informed about project updates and tasks.

• Assign roles and responsibilities that play to each team member's strengths and expertise.

• Emphasize a sense of camaraderie and mutual support to strengthen team bonds.

2. TEAMS OF 8 TO 16 PEOPLE:

Implications:

• The team size allows for more specialized roles, but it may also introduce communication challenges due to increased diversity.

• Decision-making may take longer than in smaller teams, requiring effective coordination.

• Information may not flow as freely as in smaller teams, leading to potential silos.

Practical Measures:

• Implement a clear communication structure to ensure that information is disseminated efficiently across the team.

• Establish smaller sub-teams or working groups for specific projects or tasks, promoting focused collaboration.

• Conduct regular team-building activities to strengthen relationships and foster better communication.

• Utilize project management tools to track progress, deadlines, and responsibilities.

• Encourage feedback and suggestions from team members to improve team dynamics and efficiency.

3. TEAMS GREATER THAN 16 PEOPLE:

Implications:

• Larger teams can lead to increased bureaucracy and slower decision-making processes.

• The potential for communication breakdowns and misunderstandings may rise due to the sheer number of participants.

• Coordination and collaboration become more complex, potentially leading to reduced efficiency.

Practical Measures:

• Divide the larger team into smaller sub-teams or departments, each with its clear objectives and leaders.

• Appoint team leads or coordinators for each sub-team to streamline communication and decision-making.

• Foster a sense of purpose and shared vision to keep team members aligned with organizational goals.

• Conduct regular all-hands meetings or town halls to ensure that all team members are informed about important updates.

• Utilize digital collaboration platforms and video conferencing tools to facilitate communication across geographically dispersed teams.

General Practical Measures for All Team Sizes:

• Active Listening: Encourage active listening within the team, ensuring that everyone's voice is heard and respected.

• Clear Goals and Expectations: Set clear goals and expectations for the team, helping them stay focused and aligned.

• Feedback Mechanisms: Establish regular feedback sessions to identify areas for improvement and address concerns promptly.

• Flexibility: Be open to adjusting communication approaches and management styles based on the team's needs and dynamics.

• Encourage Innovation: Create an environment that fosters creativity and innovation, allowing team members to contribute fresh ideas and solutions.

In conclusion, understanding the implications and employing practical measures tailored to the team size can significantly impact how effectively teams communicate, collaborate, and achieve their goals. By adapting management and communication strategies to suit the specific challenges and dynamics of each team size, organizations can enhance productivity and promote a positive team culture.

References:

1. Price, Derek J. de Solla. "Little Science, Big Science." Columbia University Press, 1963.

2. Dunbar, Robin. "Neocortex size as a constraint on group size in primates." Journal of Human Evolution, vol. 22, no. 6, 1992, pp. 469-493.

3. Allen, Thomas J. "Managing the Flow of Technology." MIT Press, 1977.

ADDENDUM / POST-SCRIPT

I will need to revise this article with an addendum / post-script following further reflection

Partly because of more thinking about people, partners, confidants potentially being replaced by AI and the idea that we are defined by the relationship with others and if our relationship becomes virtual or digital (with an non-human AI?) how does that affect our self identify, belonging, culture and community.

Will we find ourselves defined by what AI thinks of us, just as social media has been able to seize are attention and redirect it to the highest bidder?

Post written in response to AI Driven Coaching...

Is this the commoditisation of anxiety and depression by using algorithms to offer belonging and purpose that was once the role of family, tribe, community, faith or culture. What does it say about us when we outsource and automate connection and kindness, and what else if that is chargeable. What are the ethical issues that arise when we create dependency on technology, in the wake of having given up our attention and objectivity to social media?


 

Vectors of Commitment and Relationship

Vectors of Commitment and Relationship
Inspired by and adapted from AutoBioPhilosophy: An intimate story of what it means to be human by Robert Rowland Smith

Each of these triangles has a different story about relationship and belonging, agency and ownership, action and ambition

ILLUSTRATION A

Here we see Me and You have a relationship (blue line) which may be good, cordial or poor (maybe friends, colleagues or frenemies)
We have a shared goal, and my commitment (green line) is about the same as your commitment (yellow line)
We can have a shared goal without being friends, indeed any relationship that has a goal is utilitarian, if there was no goal it would be a connection between people (which may be good, bad or indifferent)

Example Me (Mark) and  You (Yvonne)
Good story: Mark and Yvonne are friends and decide to build a boat together and want to sail together.
Cordial story: Mark and Yvonne are work colleagues and have a shared team task, maybe to satisfy the boss.
Poor story: Mark and Yvonne may not know, or even like each-other, but have a mutual interest in getting out of a fix, say… climate change!

ILLUSTRATION B

Similar to A, but in this illustration it is my commitment (green line) which may be in question, despite my commitment I may not have a good relationship with the goal (maybe due to coercion, reluctance or fear)
Here the You and Me relationship (blue line) seems more distant (less committed) than Example A
Here the Your commitment (yellow line)  is also less than Example A

Example Me (Mark) and You (Yvonne)
Good commitment: Mark really wants to achieve this goal, it’s a personal dream
Cordial commitment: Mark realizes doing this is good for career, heath, duty, relationship
Poor commitment: Mark doesn't really want to do this, but will if told, or maybe out of loyalty or duty to Yvonne

ILLUSTRATION C

Here we see Me and You have a relationship (blue line) which is good
We have a shared goal, and my commitment (green line) greater than your commitment (yellow line)
Similar to Illustration B, but this time it is your commitment (yellow line) that may be questionable.

Example Me (Mark) and You (Yvonne)
Good commitment: Mark really wants to achieve this goal, it’s a personal dream
Cordial commitment: Mark realizes doing this is good for career, heath, duty, relationship
Poor commitment: Mark doesn't really want to do this, but will if told, or maybe out of loyalty or duty to Yvonne

ILLUSTRATION D

We have a confluence of goals and relationships.
We have some goals in common and others which are personal, collaborative, competitive or distracting.
We may be more or less inclined to help with each-others personal goals as opposed to those with stronger common interest.
We may have a complex  love or hate relationship with the person or their performance of a task (they way they load the dishwasher!)

This is the complex reality of alliances and partnerships, now my enemies enemy might be my friend. It is how both world wars were fought and the basis of plots in Star Wars and Harry Potter. This is life and the complex relationship between people, persona, process, principles, product (goal) and purpose.

TimHJRogers
Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
https://thinkingfeelingbeing.com/about/

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
#careercoaching #changeresources #coach #coaching #communicationcoaching #facilitation #feeling #icfcoach #leadershipcoaching #mediation #mentor #mentoring #philosophy #psychology #purpose #thinking #timemanagement #worklifebalance #workshops

ARE WE HUMAN OR COMPONENTS ?

ARE WE HUMAN OR COMPONENTS ?

I am interested in the continuum from consulting, mentoring, coaching, conversation, counselling to therapy.
I do not believe these are separate and distinct any more than mind and body are separate - we are a whole person.
I do not believe work, home, play are separate and distinct - we have a whole life.
I do not believe persona, shadow, anima or animus are neatly separated - we have complex roles and personalities.
I do believe there is a need to support people properly across all these domains, not to compartmentalise, pathologise, commoditise and monetise between artificial concepts of profession.

Does Philosophy straddle all the above? Based on the above what would support look like across these domains and what would be the benefits to people.

This would be an integrative and holistic concept that aligns with a more comprehensive understanding of individuals. It recognizes the complexity and interconnectedness of human experiences, roles, and identities. Here's what support might look like across these domains...

1. INTEGRATIVE SUPPORT APPROACH:

An integrated approach would entail a fusion of practices from various domains. For instance, a professional providing this type of support may draw from techniques of coaching to help an individual set and work towards personal goals, while also incorporating elements of counselling to provide emotional support, or mentoring to offer guidance and wisdom based on their own experiences. They would be able to respond to an individual's needs in real time, adjusting their approach based on what would be most beneficial at any given moment.

2. WHOLE LIFE SUPPORT:

Rather than compartmentalizing work, home, and play, a professional providing holistic support would help individuals navigate challenges and grow in all areas of their lives. They may work with individuals to manage stress, cultivate work-life balance, improve relationships, and develop personally and professionally. This support could take the form of advice and strategies, emotional support, or simply an empathetic ear.

3. EMBRACING COMPLEXITY:

This approach would recognise and honour the complexity of an individual's roles and identities. A professional offering this support would strive to understand how these different parts of the person interact and influence one another, rather than trying to separate them or focus on one in isolation. They may help individuals explore and reconcile conflicting aspects of their identity or roles, and support them in expressing themselves authentically.

BENEFITS OF THIS APPROACH:

HOLISTIC WELLBEING: This approach understands and nurtures all parts of a person, leading to improved overall well-being. It can support emotional, mental, physical, and spiritual health, leading to a more balanced and fulfilled life.

GREATER SELF-UNDERSTANDING: Working with a professional who acknowledges the complexity of a person's identities and roles can lead to greater self-understanding. This can empower individuals to make decisions and take actions that align with their true selves.

PERSONAL GROWTH: The combination of goal-setting from coaching, wisdom from mentoring, emotional support from counselling, and personal insights from therapy can provide a rich environment for personal growth.

ENHANCED RESILIENCE: This approach builds resilience as individuals are equipped with a variety of tools and strategies to navigate life's challenges. They learn to draw on their inner resources, and are also given external support when needed.

BREAKS DOWN STIGMAS: By rejecting the compartmentalization and pathologization of traditional approaches, this form of support could help to break down the stigmas associated with seeking help, allowing more individuals to benefit from the support they need.

INCREASED SATISFACTION: Individuals are likely to feel more satisfied and content with their lives as they are able to balance their work, home, and personal lives more effectively.

Remember, a person seeking support in this way should ensure they are working with a professional who is suitably qualified, experienced, and ethically responsible in the broad areas they are addressing. This might be a team of professionals working in collaboration, or a single professional with a broad skill set.

Tim HJ Rogers
Thinking Feeling Being
Tim@ThinkingFeelingBeing.com Mob 447797762051

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
https://www.linkedin.com/company/thinkingfeelingbeing

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources  

WINNER OR LUCKY?

Unveiling the Fundamental Attribution Error and the Dunning-Kruger Effect

INTRODUCTION:

In the realm of human psychology, our cognitive biases often cloud our perception and lead to errors in judgment. Two captivating phenomena shedding light on these biases are the Fundamental Attribution Error and the Dunning-Kruger Effect. Understanding these concepts is pivotal in developing self-awareness, fostering better decision-making, and promoting empathy and collaboration in the workplace. Let's delve into each of these phenomena.

THE FUNDAMENTAL ATTRIBUTION ERROR:

The Fundamental Attribution Error refers to our tendency to attribute our own successes to personal traits or abilities (internal factors), while attributing failures to external circumstances or luck (situational factors). In essence, we often overestimate our own agency in achieving positive outcomes and downplay the role of external factors. Conversely, we attribute negative outcomes to external circumstances rather than examining our own contributions.

For example, when we receive praise for completing a project successfully, we tend to attribute it to our own competence and skills. However, if the project encounters obstacles or fails, we may quickly point fingers at external factors such as a lack of resources or unforeseen circumstances, thereby absolving ourselves of responsibility. This biased perception can hinder personal growth, accountability, and effective problem-solving.

Recognizing the Fundamental Attribution Error helps us develop a more balanced view of our successes and failures. By acknowledging the role of luck, timing, and external factors in our achievements, we cultivate humility, accountability, and a greater appreciation for the contributions of others.

THE DUNNING-KRUGER EFFECT:

The Dunning-Kruger Effect describes a cognitive bias in which individuals with limited competence or expertise in a specific domain tend to overestimate their abilities. Conversely, individuals with more knowledge or expertise tend to underestimate their abilities relative to others. This bias arises from a lack of metacognitive skills that impede accurate self-assessment.

For instance, imagine a novice employee who overestimates their skills and knowledge in a particular area due to limited exposure and understanding. They may display unwarranted confidence, dismissing advice or guidance from more experienced colleagues. Conversely, individuals with extensive expertise may underestimate their abilities, assuming that others possess similar knowledge and skills.

Overcoming the Dunning-Kruger Effect requires developing metacognitive skills and embracing a growth mindset. It involves seeking feedback, continuously learning, and critically evaluating one's own capabilities. By acknowledging the gaps in our knowledge, we open ourselves up to learning opportunities and collaboration, ultimately enhancing our overall competence.

CONCLUSION:

Understanding the Fundamental Attribution Error and the Dunning-Kruger Effect sheds light on the biases that influence our perceptions and decision-making. By acknowledging our tendency to attribute successes to personal traits and failures to circumstances, we gain a more balanced perspective on our agency and the role of luck.

To mitigate the Fundamental Attribution Error, we should cultivate self-awareness and recognize the influence of external factors on our achievements and setbacks. This fosters a more accurate understanding of our own capabilities and encourages empathy when evaluating the actions of others.

Overcoming the Dunning-Kruger Effect requires embracing humility, seeking feedback, and continuously striving for personal growth. By recognizing our limitations and being open to learning from others, we create an environment that values expertise, collaboration, and ongoing improvement.

By addressing these biases, we can enhance our decision-making processes, foster stronger relationships, and create a more inclusive and productive work environment. Embracing a balanced view of our abilities and acknowledging the influence of circumstances enables us to navigate challenges with greater empathy, resilience, and success.



Tim HJ Rogers

ICF Trained Coach, IoD Business Mentor, Mediator

MBA Management Consultant + Change Practitioner

HTTPS://www.linkedin.com/company/thinkingfeelingbeing/

#PsychologyInsights #CognitiveBiases #SelfAwareness #EmpathyInAction #DecisionMaking #CollaborationMatters #PersonalGrowth #ContinuousLearning #InclusiveWorkplace #HumilityandAccountability #MetacognitiveSkills #SuccessandFailure #AgencyandLuck #GrowthMindset #EffectiveCommunication #WorkplaceProductivity

TECHNOLOGY / CHANGE RESISTANCE MIGHT BE BECAUSE OF YOUR ROLL-OUT

Sometimes when it come to roll-out, training and adoption of new software we forget to explain the purpose, benefirs and how it should be used. We may also fail to set-up the on-line and off-line support as well as examples, guidance and templates. Moreover if we have not improved upon the legacy systems (perhaps face to face and pen and paper) we will see them retained, reducing the adoption and benefits of the new systems(s).

AN EMPATHY MAP

The empathy map, originally created by dave gray, is a powerful tool to understand users on a deeper level and create a shared understanding of user needs within the team. It can help significantly with the communication of change and adoption of technology in the following ways…

UNDERSTANDING USER’S PERSPECTIVE: An Empathy Map helps in understanding what the users see, hear, think and feel, their pains, and their gains. This insight is critical when communicating the need for change and how the new technology will address these aspects.

IDENTIFYING CONCERNS AND RESERVATIONS: By focusing on the emotional state of the user, Empathy Maps can help identify potential concerns, fears, or reservations users may have about the new technology. This allows you to address these issues proactively in your communication strategy.

TAILORING COMMUNICATION: The insights gained from the Empathy Map allow for a more personalized and targeted communication strategy. You can tailor your message to resonate with the users by speaking directly to their needs, pains, and goals.

BUILDING TRUST AND ENGAGEMENT: Using an Empathy Map demonstrates that you value users’ input and understand their needs, which can increase trust and engagement. This can make users more receptive to the change and more willing to adopt the new technology.

DEVELOPING EFFECTIVE TRAINING: The insights from an Empathy Map can help design a more effective training program. Knowing what the users are thinking and feeling can help tailor the training content and methodology to better suit their needs.

DRIVING ADOPTION: Ultimately, a deeper understanding of users will lead to better strategies for encouraging the adoption of new technology. By addressing their needs and concerns effectively, you can drive more widespread and enthusiastic adoption.

TOP TIPS FOR ROLL-OUT

Here are top tips for roll-out, training and adoption of new software, things to prepare and do before, during and after

BEFORE

IDENTIFY PURPOSE AND BENEFITS: Clearly define the purpose of the new software, its benefits, and how it will improve upon legacy systems. Also, explain how the software should be used in detail. This will help create a sense of ownership among the users and increase the likelihood of successful adoption.

STAKEHOLDER ENGAGEMENT: Involve all relevant stakeholders from the beginning of the process. This includes not only the end-users but also IT, management, and any others who will be impacted by the change. Gathering their feedback and addressing their concerns early on can increase buy-in and support for the rollout.

TRAINING MATERIAL PREPARATION: Prepare comprehensive training material that covers all aspects of the new software, including practical examples, guidance, and templates. Use a variety of formats like videos, slide decks, and step-by-step guides to cater to different learning styles.

TEST RUN: Conduct a pilot test with a small group of users. This allows you to identify any problems, gather feedback, and make necessary adjustments before the full rollout.

DURING

COMPREHENSIVE TRAINING: Organize comprehensive training sessions to familiarize users with the new software. Use real-life scenarios to demonstrate how the software should be used and its benefits.

PROVIDE SUPPORT: Set up both online and offline support to assist users with any difficulties they encounter. This could include a dedicated helpdesk, online forums, and on-site technical support.

REGULAR COMMUNICATION: Keep users informed about the rollout’s progress and any upcoming changes. This helps to alleviate any anxiety or confusion and ensures that users are prepared for each step of the rollout.

AFTER

FOLLOW-UP TRAINING: Schedule follow-up training sessions to address any problems users may be experiencing and to reinforce the training content. This is also an opportunity to introduce more advanced features of the software.

MONITOR USAGE: Monitor usage of the software to ensure it’s being used as intended and that users are taking full advantage of its features. This can be done through software analytics or user surveys.

CONTINUOUS IMPROVEMENT: Gather feedback regularly from users about their experiences and any difficulties they’re encountering. Use this feedback to make continuous improvements to the software and the training materials.

RECOGNIZE AND REWARD: Recognize and reward users who adopt the software quickly and effectively. This could be through public recognition or small incentives. This helps to encourage others to follow suit and accelerates the adoption process.

Remember, patience and persistence are key in this process. Change can be challenging and intimidating for many people, and it’s important to provide plenty of support and encouragement along the way.

TECH-ADOPT-PRO

“TechAdoptPro” is a comprehensive technology roll-out, training, and adoption service designed to support organizations in seamlessly integrating new software into their operations. We specialize in change management and user adoption to ensure your transition is smooth, and your team is ready to hit the ground running.

Our services include stakeholder engagement, training material preparation, test runs, comprehensive hands-on training, online and offline support, regular communication updates, follow-up training, usage monitoring, and continuous improvement based on user feedback. We also provide a reward and recognition system to encourage and accelerate software adoption among users.

BENEFITS FOR THE ORGANISATION

STREAMLINED ROLL-OUT: Our expert team ensures that your software roll-out is seamless and efficient, reducing potential downtime and increasing productivity.

INCREASED ADOPTION RATES: Through our comprehensive training and continuous support, we help increase adoption rates, ensuring your team fully utilizes the software’s capabilities.

REDUCED RESISTANCE: We handle resistance to change proactively through stakeholder engagement and regular communication, ensuring your team is on board with the transition.

CONTINUOUS IMPROVEMENT: We provide continuous feedback and improvement strategies to enhance the software usage and user experience.

SAVE TIME AND RESOURCES: Our turnkey solution saves you the time and resources needed to plan and execute a software roll-out and training, allowing you to focus on your core business.

IMPROVED ROI: With higher adoption rates and efficient use of the software, your organization can realize an improved return on investment.

#TechAdoptPro; #SeamlessTechTransition; #SmoothTechRollout; #ProactiveAdoption; #SoftwareTrainingExperts; #ChangeManagementPros; #UnlockingTechPotential; #BoostYourROI; #UserAdoptionMatters; #TransformWithTechAdoptPro;

Tim HJ Rogers
MBA (Management Consultancy) & Change Practitioner
ICF Accreditation Trained Coach IoD Business Mentor, Mediator
Adapt Consulting Company

There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

THOUGHT PIECE - ETHICAL, SUSTAINABLE, AND ENVIRONMENTAL TOURISM AND HOSPITALITY

Tourism and hospitality industries worldwide are increasingly recognizing the importance of ethical, sustainable, and environmental practices to ensure the long-term success of their business, preserve natural and cultural heritage, and improve the well-being of the host communities. Jersey, an island in the UK Channel Islands, is no exception. However, adopting such an approach does come with its own set of needs, challenges, and opportunities.

NEEDS
1. EDUCATION AND TRAINING: Both tourism employees and visitors need to be educated about the importance of ethical, sustainable, and environmental tourism. This includes understanding the local culture and environment, minimizing waste, respecting local communities, and reducing carbon footprints.
2. INVESTMENT: Sustainable infrastructure, technologies, and practices often require substantial upfront investment. This could be in renewable energy, waste management, or green building.
3. POLICY AND REGULATIONS: Government policies, regulations, and incentives can greatly encourage businesses to adopt ethical and sustainable practices.

CHALLENGES
1. COST IMPLICATIONS: While sustainable practices can save money in the long run, the initial cost of implementing these measures can be high. For small businesses, this may pose a significant challenge.
2. VISITOR EXPECTATIONS: Some tourists may be primarily interested in luxury and convenience rather than sustainability. Adjusting visitor expectations and behaviours can be challenging.
3. BALANCING ECONOMIC GROWTH AND SUSTAINABILITY: While tourism can provide economic growth, it's essential to ensure that this growth doesn't harm the local environment or community. Striking the right balance can be difficult.

OPPORTUNITIES
1. DIFFERENTIATION: Emphasizing ethical, sustainable, and environmental tourism can help Jersey differentiate itself from other tourist destinations.
2. ATTRACTING ECO-CONSCIOUS TOURISTS: There is a growing segment of tourists who are environmentally conscious and prefer to choose destinations and businesses that prioritize sustainability.
3. PRESERVING NATURAL AND CULTURAL HERITAGE: By promoting sustainable tourism, Jersey can help preserve its natural beauty and cultural heritage for future generations.

KEY STEPS
1. DEVELOP A SUSTAINABLE TOURISM STRATEGY: The first step is to develop a comprehensive sustainable tourism strategy. This should involve all relevant stakeholders, including government agencies, tourism businesses, local communities, and NGOs.
2. IMPLEMENT SUSTAINABLE PRACTICES: Next, businesses should start implementing sustainable practices. This could include reducing waste, promoting local products, minimizing water and energy use, and providing education for visitors about the local environment and culture.
3. PROMOTE SUSTAINABLE TOURISM: Once these practices are in place, they need to be actively promoted to attract eco-conscious tourists. This could be through advertising, social media, or partnerships with travel agencies that specialize in sustainable tourism.
4. MONITOR AND EVALUATE: Finally, it's important to continually monitor and evaluate the impact of these practices. This will help identify what's working well and where improvements are needed.

In conclusion, while there are certainly challenges involved, the transition to ethical, sustainable, and environmental tourism could offer many benefits for Jersey. By taking a proactive approach, the island can position itself as a leading sustainable tourism destination.


Tim Rogers
Consultant / Facilitator
Visitor Economy Strategy Group
Retail & Visitor Economy
To be a globally relevant, sustainable and inimitable destination for hospitality that islanders are proud to share

#visitoreconomy #tourism #hospitality #visitjersey #jerseyci #visitjersey #jerseyadventure #jerseytravel #visitjerseyci #jerseyisland #jerseylove #jerseylife #jerseybeach #jerseytourism #jerseyhospitality #jerseyholiday #explorejersey #jerseyvacation #jerseyislandlife #jerseyhistory #jerseyexperience #jerseylifestyle #jerseyfood #jerseysummer #jerseyexplorer #jerseyislands #visitjerseyuk #jerseychannelsislands

WRITING A STRATEGY FOR THE SUCCESS OF 5000 BUSINESSES, AND A WHOLE POPULATION

Imagine creating a strategy that integrated 6 strategies, for 6 organisations, representing 5,000 businesses. You are not simply guiding the fortunes of one organisation, but several industries and a whole economy. How would you do this?

VISITOR ECONOMY STRATEGY GROUP

I’m working with Tourism and Hospitality and feel it may be useful to explain what we are doing, partly for transparency, but mostly because it is useful to appreciate that a government strategy is not solely about government, it affects everyone, as is the case for Tourism and Hospitality. I think it is important to explain it isn’t simple (eg spend more money on marketing or build 20 more hotels) but actually quite complex and having to satisfy different stakeholders with different expectations.

All the minutes of Visitor Economy Strategy Group are published here.
https://business.jersey.com/about-us/plans-reports/visitor-economy-strategy-steering-group/

Let me tell you what we are doing – we welcome your feedback.

A STRATEGY APPROACH TO A CHANGE PROGRAMME

The first step is to listen to the industry and read the current strategies and understand the metrics and plans for each so we understand the issues for each and how they aligned.

This step may be more complex than might be expected because maybe some organisations need volume, for example attractions and events are better with a full audience. Whereas other organisations prefer added value because five people spending £100 might be better than ten people spending £10 – and that’s before you consider the operational and environmental costs of serving a high volume of low value customers.

Moreover, there is debate about people (Europeans, Americans or Brits) and product (Castles, Bunkers, Beaches or Domes, Wheels and Fun Parks). We need alignment and the clearer we can be, in terms of the way in which Jersey positions its Tourism and Hospitality offer, the more successful we will be in aligning the interests of the airlines and ferries requirements to operate profitably, the wider economic and social impact of connectivity and the requirements for a successful visitor economy.

Scenario 1
Boris from Germany sees Jersey’s history on a German TV show and wants to travel from Frankfurt and stay at 4-Star hotel for 7 nights. This demands marketing (German TV) connections (Frankfurt) beds (4-Star hotel) and availability (7 nights)

Scenario 2
Mandy from Glasgow sees Jersey on Instagram / Facebook show and wants to travel from Glasgow and stay in self-catering for a long-weekend. This demands marketing (Instagram / Facebook) connections (Glasgow) beds (self-catering) and availability (long-weekend)

We can extrapolate 100 different scenarios requiring different marketing > connections > beds > availability combinations for each. Everything is OK in the right combinations, which is why a portfolio approach may be best.

The next step is the to consider all the above with Political, Economic, Social, Technological, Legal and Environmental factors 5, 10, 15 years ahead and Government preferences, priorities, and policies.

This step may also be fraught because predicting the future is always difficult. Some will be optimistic, some pessimistic, some factors you can influence others you cannot. This is where we do the gap analysis of where we are to where we want to be in 5, 10, 15 years ahead.

Government preferences, priorities, and policies may be complementary but different from Industry, and Industry as a sector may have a different view to individual businesses. Simplistically Government may want good tax revenues, full employment, manageable population and a balanced economy. Industry will want happy staff, satisfied customers, and sufficient profits for sustainable success.  Some businesses may specialise in family holidays others. business trips, yet others weekend retreats and a significant number in serving the permanent local community.

The overriding challenge is not total consensus on one “solution”, but taking a data-driven approach to a balanced portfolio that works sufficiently for the whole. This may be sub-optimal for some which is why any strategy will have its detractors, but it is better than no strategy or any strategies in opposition to each other.

HIGH-PERFORMANCE SUCCESS

As a rowing coach I know that each member of the team needs to make modest adjustments and compromises to fit-in with the rest of the team. It isn’t just rowing in the wrong direction that can compromise success, sometimes being out of sync has pretty much the same effect. The focus is not the individual but the boat: Does it make the boat go faster?

I was chatting with one of our high-performance rowing pairs and I asked three questions and it later occurred to me how important these are.
 
1.    What happened?
2.    Why did it happen?
3.    What can we learn from this?
 
First thing to note is that I am asking not telling. I am interested in their thoughts, feelings, perceptions and reflections not mine. They are rowing the boat not me. When it comes to strategy we need to listen to the people in the boat.
 
Second, by asking them, I am making them consciously recollect, review, reflect provoking awareness with the first question and curiosity with the second. Mindfulness and Presence demand conscious effort and that effort transforms an incident into an event, a distraction into a decision, something easily overlooked into a catalyst for change.
 
Third is always seeking added practical value which informs “What makes the boat go faster” or how can we make Tourism and Hospitality successful.
 
A CHANGE PROGRAMME

Sport metaphors seldom work for businesses because the effort to win a medal is simply not sustainable 365 days of the year, for the length of a career. However I do believe success comes from asking not telling, review and reflection, guided by data and nurtured by the right environment.

A strategy does not deliver change any more than a rowing session wins medals. It has to be a constant and iterative process of learning and improving, adjustment and alignment.

Importantly it is about partnership, it is not top-down or bottom-up, it is not government or industry, it is not about THEM it is about US.

VISITOR ECONOMY STRATEGY GROUP

If you have any comment, suggestions or feedback please communicate these though any of the following members of the Visitor Economy Strategy Group

Visit Jersey
Jersey Hospitality Association
Luxury Jersey Hotels
Jersey Chamber of Commerce
Jersey Business
Ports of Jersey

 

 

To be a globally relevant, sustainable and inimitable destination for hospitality that islanders are proud to share

USEFUL RESOURCES

Visitor Economy Strategy Minutes
https://business.jersey.com/about-us/plans-reports/visitor-economy-strategy-steering-group/

Visit Jersey Trade and Media
https://business.jersey.com/

Trends and Data
https://business.jersey.com/newsletter-confirmation

Visitor Economy Strategy Group
To be a globally relevant, sustainable and inimitable destination for hospitality that islanders are proud to share

#visitoreconomy #tourism #hospitality #visitjersey #jerseyci #visitjersey #jerseyadventure #jerseytravel #visitjerseyci #jerseyisland #jerseylove #jerseylife #jerseybeach #jerseytourism #jerseyhospitality #jerseyholiday #explorejersey #jerseyvacation #jerseyislandlife #jerseyhistory #jerseyexperience #jerseylifestyle #jerseyfood #jerseysummer #jerseyexplorer #jerseyislands #visitjerseyuk #jerseychannelsislands 

Caring Cooks – Food, Feel good, Focus, Programme for Schools

Had a great workshop today with the team from Caring Cooks and Dave Chalk talking about the opportunities and plans for “Food, Feel good, Focus, Programme for Schools”

Bringing people together from different disciplines can be CREATIVE, but it can also be a CHECK an opportunity to CHALLENGE but ultimately COLLABORATIVE.

Support | Inspire | Educate | Nourish
Our mission is to empower children and young people in Jersey to grow, cook and eat healthy food through childhood and beyond, by educating, inspiring and supporting them and their families in these objectives

If you would benefit from a Thinking Space, Planning Workshop or similar get in touch.

Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
https://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources