Welcome! fisc is an abreviation of 'flexibility is cool'. The site is a collection of blogs to promote the use of flexibility in our personal and professional lives, to help manage uncertainty and achieve growth.
Having Flexibility on the outside and the (business) brand at the core makes sense for organisations wanting their clients to experience their own unique version of the brand. Caterers, publishers, movie makers & evangelical religious leaders take this approach. Their clients might say, ‘I don’t know what I want, but I’ll pay good money (and invest my soul) when I see it.’ The brand values are a molten core, radiating outwards into the client experience. Consistency where it exists, isn’t across the client base. But across the repeat experience of a given client.
Then there are organisations who put Flexibility at the heart and wear their brand on the outside. You can’t think of their brand without valuing the innate flexibility within it. The likes of Google, Wikipedia, hospital groups, research-led universities and legal systems take this approach. Their customers might say, ‘what insights can my interaction with this brand reveal?’ There is consistency of experience across the user base. But if the product evolves, a given customer’s experience may vary over time.
So what does this tell us? Creating a sustainable brand is necessary. Figuring out whether to put Business Flexibility at its centre, or on its surface, is what makes your brand sufficient.
On environmental pollution, managers collect rubbish and send it to landfill sites. Leaders ensure consumer products are biodegrade.
On Brexit, managers coax passengers into making the trip. And pressgang the rebels on to any boat that floats. Leaders engineer the journey of a lifetime, on a robust, spacious ocean liner, designed to make the journey trouble-free.
On housing, managers write up the waiting lists, set the criteria for allocation and fix the rents. Leaders spread the jobs regionally, deliver modular housing units for the masses and reform planning regulations to fast-track construction.
Managers push sentiment change to get regime change. Leaders keep suggesting reform of unpopular practice, until the weight of popular opinion drives mass momentum towards a useful outcome.
Managers create a one door pathway. Leaders create a many door environment for followers to choose from.
Managers move movers & shakers to move forward. Leaders shake shakers to shake movers forward.
Managers downplay rigid to progress. Leaders practise flexibility to progress.
True flexibility makes options. It also leaves the options not chosen, available for later use.
Arguably we all need to be futurists. Embracing flexibility will make futurism less daunting.
Are dairy farmers a model for how man-machine partnerships should work? Dairy farmers made hay and mud bricks until they discovered milk production was more lucrative. Cows are the intelligence that convert grass into a substance that gives our physiological systems the ability to be more healthy and act in smarter ways. The rest is up to us!
The best markets have the greatest flexibility. Both in trading and in regulatory compliance.
In the same way data security software monitors data networks, automated regulators need to monitor market trading and evolve as fast as markets evolve.
Regulatory agents aren’t there to impede trading per se. But to limit the task of their peers in welfare means-testing (or UBI) for parts of the community that markets don’t reach.
AI needs to become an acronym for assisted initiatives, absent inequality and augmented innovation.
Think-tank charities typically advocate for reform, to influence decision making at government level.
Some nations (the US, France and the UK) appreciate the role independent think-tank charities have to play, both domestically and to help them evolve their foreign policies. Others including Japan, China and Germany seem to encourage such charities efforts where they’re already aligned to current government policies.
What value do think-tank charities add and what can we take from their approach to help us in our own lives?
Some problems don’t get solved by simply scaling up the current effort. Look at the US involvement in the Vietnam war as a case in point. Simply putting more police on the streets of London, or widening the London congestion zone, won’t solve knife crime or decrease air pollution respectively. What think-tanks can do is apply fresh thinking and find the best leverage points to effect positive change.
Can we all be our own think-tank charities to effect the changes we want to see? It does require self belief (confidence). It also requires flexibility thinking. Being our own, personal, think-tank charities (the power of one) will challenge us to use fresh thinking alongside existing (tired and sub-optimal) solutions. A bit like keeping your existing tool box. But adding more tools that can help with other DIY jobs. Half the job is the reflection & fresh approaches. The other half is the advocacy action taken.
Flax, nikau palms and cabbage tree fronds to the Maori people of New Zealand are what bamboo is to the peoples of South East Asia i.e. a wonder material.
The Maori used flax fronds to weave fishing lines, rope, make mats, clothing items, lash decorative housing panels together and even as a fibrous fish hook to catch eels with. Meanwhile In Europe, it was stripped into fibres and woven into linen to make fine clothes.
The flax plant is lean and tough, yet thrives in windy conditions because it has no rigid stem. Even cabbage trees, with a flax clump at the ends of long bendy trunks, break up the wind and with leaves of minimal thickness that present little side resistance.
Translated into our personal and professional lives, if the winds represent change and buffet us without warning, what can the humble flax plant teach us about being more flexible?
Working as a group of leaves disrupts the force of the wind. The leaves deflect some wind, shedding some along the length of the leaves – the direction in which the leaf is strongest. As families, or as work teams, we can do the same with some forces of change. The ‘lengths’ of our skills allow us to shed some of the ‘wind’. Or use it to our advantage, blasting away troublesome pests.
We can take design inspiration from the flax plant too – a strong base and lean leaves to give integrity. Shiny in all weathers. Projecting in all directions and able to shelter smaller creatures. A toughness and benefit that even survives the death of a leaf.
Finally, the flax leaves have so many uses because of their strength combined with their flexibility. If we choose to develop both things together, personal and professional versatility should result.
‘A good director makes a playground and allows you to play.’ Martin Landau
‘People think that the director’s direct actors. No. Really, what the director’s doing is directing the audience’s eye through the film.’ Julianne Moore
‘Directing is very close to choreography; you deal with space, time, emotions, lighting, making beautiful images.’ Benjamin Millepied
‘I prefer directing to acting. There is huge freedom that comes from being behind the camera. It brings a lot of responsibilities as well but is intensely rewarding.’ Angelina Jolie
‘Directing is so interesting. You know, it just sort of encompasses everything that you see, that you know, that you’ve felt, that you have observed.’ Barbra Streisand
Can we learn more about personal flexibility (PFL) from film directors, to help us in our daily lives? Do film directors have more PFL than the rest of us? But learn to harness it in their design & control work, to make a successful movie?
Firstly, what do film directors actually do? Arguably, they use control (like paramedics) & design (like architects) to adapt an adaption according to their expression. In other words, they use the medium of film and a multitude of design choices, to take a story that’s (probably) been adapted into a screenplay. And bring that story to dramatic life (crafting & control).
So can someone be a good film director without great design & control? And more fundamentally, can someone achieve great design & control in their life, without inherent personal flexibility?
Since it’s difficult to prove a yes answer to both questions conclusively, let’s take a leap of faith, assume yes and skip straight to how PFL might drive design & control.
Like successful architects, great film makers exploit their personal flexibility to achieve the best design, given the production constraints (time, money, available talent etc). That process of creating good design necessarily involves imagining, improvising, trying and reviewing.
Regarding control, emergency workers such as paramedics, arrive at the scene of a traffic accident and rapidly assess the situation at hand, taking control of events. Film directors do likewise. The personal flexibility exhibited is about:
Expecting the unexpected.
Quickly finding ways to relate to a host of questions, complaints & cries for help.
The uncertainty for the paramedic or film maker, regarding the resources to hand. A bit of trial and error is needed. Eventually, there is resolution. Patients are conveyed to hospital. The film takes are completed. And the movie content passed to the editing team to work on.
So what can we take away from these examples & embrace, to make our lives more flexible?
Something magical can be created from nothing but time, raw talent & money. It just takes good design & control to craft a good solution. Therefore, give yourself more credit. To embrace your role as the director of your own life movie.
By taking control of a life (and death) situation, it doesn’t mean you close down all available options. Control includes continuing to hold options in your head & heart, about what you might next do. There is an interplay between options & control, at all points of the ‘journey’.
Spectators will watch your movie being made, or your heroic actions at the scene of the accident and silently judge your efforts. You will get credit for trying. Clearly, people can be bitchy and critical. But when we remind ourselves that we reap what we sow (what goes around comes around), we are capably of quickly adjusting our view to a sense of fairness.
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