Category Archives: Business

Passion

The way I see it, all human behaviors and interactions are motivated by raw fear.

We are forever bound to it with our lizard brains shaped by millenia of evolution. Our brains are hardwired to constantly scan our environment and seek out threats. Sometimes the threats are real (lion in the grass). Usually they are not (wind in the grass). But however false the threat turns out, we are forever scanning, forever bound by the possibility of the threat. 

This concept—once grasped—can be a useful tool to analyze our world and help us make better decisions.

Consider an artist who claims they would die were they denied their paintbrush, so strong is their need to express their feelings and ideas on the canvas with shapes, colors, and textures.

Would they literally pass away if denied a drawing instrument? Obviously not. Ask yourself then: what could possibly cause such a passion? Nothing more than hyperactive pattern-searching. The artist’s brain is particularly tuned to patterns, contrasts, variations. The artist’s control of their hands and eyes is particularly tuned and trained to produce such patterns.

Ask yourself: why do you seek work? Why do you want to keep working? Why do you try to do your best work, or (inversely) why do you want to blend in and do the bare minimum? What drives you to learn and try convince others around you to learn, or (inversely) what drives you to keep status quo?

We are all driven by whatever fears our brains detect or generate. And the fears are constantly battling each other.

  • Fear of not being recognized by our peers or superiors 
  • (Inversely) Fear of rocking the boat and upsetting our peers/superiors
  • (Alternatively) Fear of your skills stagnating and not being able to acquire employment in the future

Which cascades to:

  • Fear of losing work
  • Fear of losing money
  • Fear of losing possessions
  • Fear of losing leisure and rest
  • Fear of losing loved ones
  • Fear of perishing yourself

I’m of the opinion that we can actually capture our fears and use them to drive our work. I’ve discussed the benefits of constraints previously.

The most potent—and arguably the hardest—thing we can do with a fear is to recognize it, identify it, examine it, and respond with a better understanding.

Fear is good. Fear is right. Fear works. Fear clarifies, cuts through, and captures, the essence of the evolutionary spirit. (with apologies to Gordon Gekko)

 

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There Is No Team

Consider ants searching for food. From the outside, it seems like a well-coordinated effort of searching, finding, signaling, and swarming. But when you dig deeper, a more boring reality becomes apparent. One of the ants wandering around finds a bit of food and its body begins emitting a chemical trail. When others stumble upon this trail, they instinctively follow it knowing that it will lead them to food.

Consider a school of fish evading a predator. From the outside, it seems like a well-coordinated effort of angling, disbursing, and re-connecting. But when you dig deep, a more boring reality becomes apparent. Fish traveling in schools instinctively prefer to swim close to other things that are roughly of their size, shape, and color. So when your neighbor moves away, you follow it.

This is a phenomenon of emergence. Simple interactions between a group of individuals, when observed, suggest a single creative force driving the group.

Consider a team of people who were persuaded to work together with money and free pizza. From the outside, it seems like this is a single well-coordinated entity, moving about, making things appear, day in and day out. We throw about phrases, such as “the team thinks, the team agreed, the team … feels.”

But when you dig deeper, a far more boring reality becomes apparent.

Can a school of fish think? Can a flock of birds feel? Can a colony of ants agree?

Can your team?

When we interact with one another, there are two things happening. When we converse, one of us is speaking, another one is listening. When we show, one is pointing, another one is looking. When we communicate with written methods, one is writing, and another is reading.

It is tempting to think that these highly complex interactions are happening simultaneously, but they do not. Each one is an observe-respond pair of actions. A action triggering a response, triggering further actions.

Combination of these individual actions combine to form an an illusion of an interaction. When we multiply these interactions by the people involved, the emergent system is your team.

You cannot change the emergent behavior of a team by trying to change the team as a whole. The team is not a thing you change, it is a thing you observe.

If you dislike what you observe and you would like your observation to change, you must aim your actions at individuals.

Yes, you must constantly scheme to force what emerges to be in the state you find pleasing.

Do you not like that your team is constantly in the dark and you would like the team to be more open? Talk about it with your team mates. Be open with them yourself. Ask them specific questions you feel they’re hiding.

Do you not like that your team does not appear to be motivated and appears to be just a bunch of slackers? Motivate them by your own example. Come up with ways to engage one person at a time with a problem. Trick them if need be.

Even by wanting to be left alone, you are in effect controlling your actions to minimize reactions, and this behavior directly leads to the kind of a team you are wanting to see.

In reality, you do this anyway, you just may not admit it to yourself.

On Business

It seems to me that business is today what it has always been: a cut-throat race to stay above water and keep making money for the sake of making more money. Even non-profit organizations have the same drive. Employees and customers shouldn’t expect the company (or any company) to be good to them any further than the agreed-upon contracts, any more that the company should expect the same from its employees or customers.

People don’t form bonds of attachment with the company, people form bonds of attachment to others working side-by-side with them. We all long for the good times to return, and wish for bad times to never be seen again.

Neither the company nor the people in charge of the company can control those outcomes for every single employee or customer. As more employees and customers the company keeps happy, as does the bottom line begin to suffer. As more focus shifts on improving the bottom line, some employees or customers are going to be unhappy.

It’s all a big equalizing act. It’s all about judging what is the right level of happiness for you to continue dealing with the company (any company). Once your threshold is reached, you can decide to part ways.