Once upon a time there was a kid who, like most of us, feared examinations. So he prayed to god to give him a magic pen that could help him answer all the questions correctly in any exam.
One day in his dream a fairy came to him. She promised to grant him one wish. Promptly he asked the fairy for a magic pen. The fairy took him to a big palace and told him that there is a magic pen in a chamber deep inside that palace.
“I cannot take you all the way in. You have to pass through seven gates and each one is guarded by a scary ogre.” The fairy told him
He walked to the first gate and as predicted the ogre was there.
“If you want to pass through this gate, you need to answer three questions” The ogre told him in a booming voice.
The ogre asked him the questions and he had no idea about any of them. (The ogre did not allow life lines or dial a friend option).
“If you want to try again, look behind you, there is an almirah full of books, read them and you will get all the answers” the ogre told him
He sat there for days and read all the books and when the ogre asked him questions he was ready with all the answers. This was repeated at all the seven gates and finally after many many days he reached the inner room.
He was excited. He looked around for the treasure ‘the magic pen’. The room looked empty. He was sad and felt cheated. He wanted to hit the fairy who took him for a ride. He started crying. Suddenly the old fairy was with him.
“Why did you let me down?” he screamed
“I have not let you down my boy. You don’t need a magic pen any more. You can take any pen to write the exams. The magic is in your head” The fairy replied softly. She had a little twinkle in her eyes
This story that I read as a little boy left an indelible image in my mind. I believe it is this story that set me up with my first love “BOOKS”. All through the years my love for books has only grown and each one of them has added one more ‘magic’ into my mind.
When I observed the rapid growth of internet and the power of Google, initially I felt that it was time to say good bye to my first love. If I have any questions, the answers are a ‘Google search’ away.
Then I realised that Google has not yet reached the level where it can ask the right questions for me, though it can help me to find the right answer. Not only that, it makes this answer available to anybody, from anywhere in the world at really no cost. The information and knowledge is no more restricted to the privileged few who can afford. But now I need to be even more knowledgeable to know what questions to ask and I need new ideas to make a difference. The ‘written word’ is still one of the few triggers that can help me in this.
Technology has now added more options, I can read e-books and articles from the net, from the kindle, I can review from the net what I want to read, I can get summaries of big fat books that would distil the wisdom for me, my friends and the virtual communities could share their opinion with me on what I intend to read and the audio books help me to fall asleep imbibing the ‘spoken word’ without disturbing my kid or my wife with the reading light.
With all these I have only got closer to my first love these days and not drift away...
“The books that help you the most are those which make you think the most.” Theodore Parker
Note. There are still millions around the world who do not have access to this magic of written words or the access to the net. This is one area in which a small contribution can serve many generations. I have been very impressed by work done by ‘Room to Read’ and I believe this truly is one of the most admirable charities in today’s world.
Showing posts with label Books. Show all posts
Showing posts with label Books. Show all posts
Monday, December 20, 2010
Monday, November 1, 2010
Quadrants of Success
I recently read a new book by R Gopalakrishnan. It is titled “When the Penny Drops: Learning, What’s Not Taught”. It is a very interesting book in which he shares many of his experiences and his insights of what makes a successful leader. I liked one particular framework he has presented in this book to understand the challenges for leaders. I have tried to use this framework to take a deeper look into managing uncertainty which I had discussed in my earlier postings “Scaling Up, The Art of the Impossible” Part1 and Part II
As can be seen from the diagram, a four quadrant matrix is used to understand the challenges in managing uncertainty. These quadrants are defined on the basis of the ability to identify problems and solve them. One axis is the level of uncertainty relating to problems and the other axis is the level or uncertainty relating to solutions.
In our early stages of career we are normally in the first quadrant. In this quadrant, the necessary ingredient for success is a good repository of knowledge, skills, techniques and tools; i.e. domain knowledge, standard operating procedures, standards, tricks, tips and tools. What we need is to dance as per specific tune; we should know the steps and we should know the tune. In this level, the level of uncertainty is quite low.
From there we graduate to the second quadrant. In this quadrant we graduate to the next level of uncertainty. We strengthen our problem solving skills and we develop an aptitude and skill to undertake root cause analysis. Once we are able to identify the problem, we apply the appropriate tools to solve them. The requirements at this stage are analytical skills and deductive capability. We figure out what type of dance the crowd like and then we perform the same.
From here we move to the third quadrant. At this stage we are move to the realm of pushing the envelope of knowledge. We take up assignments wherein we need to figure out solutions for problems which have been haunting us for a long time. We should have deep inquisitiveness and enjoy innovation. Learn to handle the frustrations of experimentations, learn to persist on a path and learn to discard an idea on which we have invested heavily when it has hit a dead end. We conceive and develop a new dance style.
The Ultimate Challenge is in the fourth quadrant; the quadrant of a leader. Here as a starting point we need to have a vision, a dream of where we are trying to go. The daring to “where no man has ever gone before” as Capt Kirk would say. The problems are unknown and the solutions are not there. It is a embarking on a search with reasonable clarity of the shape of the dream. A big picture idea of the geography of the space we are operating. We have to try to solve an array of possible problems that we need to address. We need to learn to get things done from people on whom we have no control or direct influence. Here we don’t know who our audience is going to be and we don’t know what kind of dance they may like. (For some tips and tricks on this read on Hitchhiker’s guide to Corporate Galaxy Part 1 and Part 2 )
The famous serenity prayer describes the strengths we need at the second, third and fourth quadrant brilliantly. In the second quadrant of uncertainty we need to have “serenity to understand the things that we cannot change”, in the third quadrant we need the “courage to change the things we can” and in the fourth quadrant we need the “wisdom to know the difference”
In any organisations we need people in each quadrant and we need processes to address the needs of each quadrant. We also need skills to identify the growth path for each employee that will address his skill and comfort for a quadrant. Some may never move out of the first quadrant and only few can ever perform in the fourth quadrant. We need to have appropriate transition strategies across quadrants including when to anchor person in a quadrant.
For any organisation to sustain and grow it will have to have at its helm few people who are comfortable and capable to be in the fourth quadrant. One of the primary reasons for organisations decay is their failure to have such leaders.
“You see things; and you say, 'Why?' But I dream things that never were; and I say, 'Why not?'” George Bernard Shaw
As can be seen from the diagram, a four quadrant matrix is used to understand the challenges in managing uncertainty. These quadrants are defined on the basis of the ability to identify problems and solve them. One axis is the level of uncertainty relating to problems and the other axis is the level or uncertainty relating to solutions.
From there we graduate to the second quadrant. In this quadrant we graduate to the next level of uncertainty. We strengthen our problem solving skills and we develop an aptitude and skill to undertake root cause analysis. Once we are able to identify the problem, we apply the appropriate tools to solve them. The requirements at this stage are analytical skills and deductive capability. We figure out what type of dance the crowd like and then we perform the same.
From here we move to the third quadrant. At this stage we are move to the realm of pushing the envelope of knowledge. We take up assignments wherein we need to figure out solutions for problems which have been haunting us for a long time. We should have deep inquisitiveness and enjoy innovation. Learn to handle the frustrations of experimentations, learn to persist on a path and learn to discard an idea on which we have invested heavily when it has hit a dead end. We conceive and develop a new dance style.
The Ultimate Challenge is in the fourth quadrant; the quadrant of a leader. Here as a starting point we need to have a vision, a dream of where we are trying to go. The daring to “where no man has ever gone before” as Capt Kirk would say. The problems are unknown and the solutions are not there. It is a embarking on a search with reasonable clarity of the shape of the dream. A big picture idea of the geography of the space we are operating. We have to try to solve an array of possible problems that we need to address. We need to learn to get things done from people on whom we have no control or direct influence. Here we don’t know who our audience is going to be and we don’t know what kind of dance they may like. (For some tips and tricks on this read on Hitchhiker’s guide to Corporate Galaxy Part 1 and Part 2 )
The famous serenity prayer describes the strengths we need at the second, third and fourth quadrant brilliantly. In the second quadrant of uncertainty we need to have “serenity to understand the things that we cannot change”, in the third quadrant we need the “courage to change the things we can” and in the fourth quadrant we need the “wisdom to know the difference”
In any organisations we need people in each quadrant and we need processes to address the needs of each quadrant. We also need skills to identify the growth path for each employee that will address his skill and comfort for a quadrant. Some may never move out of the first quadrant and only few can ever perform in the fourth quadrant. We need to have appropriate transition strategies across quadrants including when to anchor person in a quadrant.
For any organisation to sustain and grow it will have to have at its helm few people who are comfortable and capable to be in the fourth quadrant. One of the primary reasons for organisations decay is their failure to have such leaders.
“You see things; and you say, 'Why?' But I dream things that never were; and I say, 'Why not?'” George Bernard Shaw
Saturday, March 7, 2009
Lessons from Garry Hammel (Book Extract)
I recently read a book titled ‘Future of Management’ by Garry Hammel. Quite a great book. He has summarized his analysis and observation of some of the characteristics that have helped entities to survive for long periods of time. I felt that these concepts are worth sharing. This means that his article is essentially interesting ideas from his book.
I was quite fascinated by his analysis of the five things that have survived for long periods and the key attributes that have contributed to this longevity.
1. Life
Life on earth has sustained for centuries. Life does not do any strategy planning. The monkeys never developed a long term strategy for turning to man. Then what helped them sustain and evolve?
Experimentation and Adaptation; the mutations are experiments and the life forms continuously adapted and sustained those mutations that survived demands of the ever changing habitat.
2. Religious Faith
As scientific revelations proved many religious explanations wrong, it was expected that the religion would die. It has not. It has sustained with same vigor.
It was on account of the sense of purpose that faith gave. Not the ‘when’ and ‘how’ of natural phenomenon. But an answer to ‘for what purpose’. We often observe what this powerful attribute can motivate human beings to achieve.
3. Democracy
Amartya Sen observed that there is no history of a serious famine in a working democracy. Winston Churchil’s take was Democracy is the worst form of government there is, except every other that's been tried.
The democracy offered opportunities for various lobby groups to push their agenda and this acted as a check and balance in the evolutionary process. It gives the participants the right to choose.
4. Cities
The cities like Athens, New York, London, Tokyo have sustained for centuries in spite of cultural and scientific upheavals.
Was it just geographical advantage? What helped them to sustain is the diversity of people the city attracted which made these cities crucibles for innovation. Institutions where such diversity is limited, you see them perishing.
5. Markets
Wherever there is a functioning market, innovation flourishes as the markets give opportunity for innovations that are relevant to sustain.
Markets can’t generate new business models or new products, but they can create powerful incentives for individuals to think up new things.
What is the message from this for us? Encourage and nurture theses attributes in our organizations for us to succeed and sustain. You may want to know more on how to do this. The book gives you excellent insights. Read on..
I was quite fascinated by his analysis of the five things that have survived for long periods and the key attributes that have contributed to this longevity.
1. Life
Life on earth has sustained for centuries. Life does not do any strategy planning. The monkeys never developed a long term strategy for turning to man. Then what helped them sustain and evolve?
Experimentation and Adaptation; the mutations are experiments and the life forms continuously adapted and sustained those mutations that survived demands of the ever changing habitat.
2. Religious Faith
As scientific revelations proved many religious explanations wrong, it was expected that the religion would die. It has not. It has sustained with same vigor.
It was on account of the sense of purpose that faith gave. Not the ‘when’ and ‘how’ of natural phenomenon. But an answer to ‘for what purpose’. We often observe what this powerful attribute can motivate human beings to achieve.
3. Democracy
Amartya Sen observed that there is no history of a serious famine in a working democracy. Winston Churchil’s take was Democracy is the worst form of government there is, except every other that's been tried.
The democracy offered opportunities for various lobby groups to push their agenda and this acted as a check and balance in the evolutionary process. It gives the participants the right to choose.
4. Cities
The cities like Athens, New York, London, Tokyo have sustained for centuries in spite of cultural and scientific upheavals.
Was it just geographical advantage? What helped them to sustain is the diversity of people the city attracted which made these cities crucibles for innovation. Institutions where such diversity is limited, you see them perishing.
5. Markets
Wherever there is a functioning market, innovation flourishes as the markets give opportunity for innovations that are relevant to sustain.
Markets can’t generate new business models or new products, but they can create powerful incentives for individuals to think up new things.
What is the message from this for us? Encourage and nurture theses attributes in our organizations for us to succeed and sustain. You may want to know more on how to do this. The book gives you excellent insights. Read on..
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