Flexibility and Binary Choices

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Are binary choices becoming an endangered species? Flexibility on binary seems to go in one of two directions:

(1) There is the conversion from binary to a spectrum instead.

  • Oscillation along the spectrum between two limits is useful for bird flight, in juggling and in art. Or to make songs more interesting.
  • Computers to date have been binary, but quantum computing uses more of a spectrum approach.
  • Expert amateurs and novice professionals existing between the states of expert professional and rank amateur.
  • Logic used to be binary. Then we recognised fuzzy logic as useful too.
  • Governments generally moved away from binary sentencing in the justice system (death penalty or not, innocent or guilty) to concepts of restitution, share of blame, clemency and degree of penalty.
  • Human genders used to be recognised as male or female. Now we recognise a trans gender spectrum.
  • Political parties used to cluster around left wing or right wing. Now simultaneous local, national and trans-national identities feature just as prominently for voters.

(2) There is two merging into one united view, perhaps to realise synergies.

  • Humans used to combine our skills with nature’s raw materials (binary). It was obvious what was created by nature and what was created by people. Then we invented technology and eventually added synthetic biology to natural biology. We also augmented our own design approaches with computer-aided design & build. Then came computer-generated design & build, with its merging of physical and digital reality into augmented and virtual reality. And its blending of natural and synthetic biology.
  • People’s identity started when they were conceived. And their actions ceased when they died. Now people can pre-programme digital events (including posts) to happen after they think they will die. It then becomes possible to give the digital appearance of human life, after actual physical death.

What do you think?

Simon

Surfing the ups and downs

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Surfers know about staying on their board to ride out the lows and enjoy the highs. Breaking right or left when the opportunity arises. Surfing away from danger if they spot a shark in the water.

How can companies or staff use flexibility to stay sustainable through boom & bust cycles? For companies, buying up distressed assets and companies in an economic downturn isn’t the only game in town. With companies desperately shedding cost by laying off staff, the downturn is a golden opportunity to pick up experienced talent in plentiful supply. Likewise for staff, stay open to new opportunities from those companies wanting the good people.

In the downturn, if they can’t justify hiring operations staff, firms can hire more developers instead, to deliver for the next bull run. Or better still (in a flexibility sense), acquire staff who develop in the downturn and do operations/marketing in the boom. For staff, think about widening your skills from operations into development and marketing too.

In a downturn, business ethics are tested by fear, not greed. Whether boom, bust or in between, staff can work hard to join up their personal morals with the business ethics of the business, to keep the customer love alive and thriving.

Finally for staff, if you’re not involved in development innovation (team leaders and middle managers), try to catch the eye of senior management, by helping them develop real options for the company’s future. For the company, having both innovations and real options is the equivalent of riding the surfboard through the ups and downs both.

Simon

 

Management and Leadership

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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.

Simon

Personal Flexibility Acronym

P=Plan flexibility (Plan A, Plan B, Plan C).

E=Enlist support & ideas. Good ideas come from anyone, anywhere, anytime!

R=Rotate when you need to. Rotate, Reset, Relax.

S=Select amongst style & substance flexibility.

O=Options management. It’s as important as accumulation.

N=Name your epitaph. What do you want to be remembered for?

A=Analyse the situation. Unless you want to rely on dumb luck!

L=Lay out encouragement and praise like a new carpet. You might get a magic carpet in return!

 

F=Flexiscribes & flexitypes to flex your flexibility.

L=Limit your pessimism, limit your downside, limit your limitations.

E=Explore new routes. Life’s meant to be a great adventure.

X=X on the trade-off spectrum.

I=Invest, invest, invest in more options.

B=Brace for impact, brace for success.

I=In it for the long haul.

L=Leverage for impact. Small lever, big technique!

I=Initiative & innovation.

T=Turn to & tune up the talent of the team.

Y=You are never surprised the way you surprise yourself!

 

Simon