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.
Is photography a recipe and metaphor for living? Should we make similar decisions about shutter speed, depth of field, subject composition and photo vantage point in our life, as we do taking pictures?
As photographers, we know that together, those four things add power and impact to the picture. We juggle them and toggle between them for the best combination. And we make a series of minor adjustments within each one too. Good photographers think rapidly and flexibly when we do all that. Who knew taking photos could be so complex!
Freezing motion or letting motion blur using camera shutter speed is like deciding what rate to absorb information at. We’re reading a news feed, listening to a funeral speech, or driving a vehicle. Do we absorb (and react) fast or slow? Do we do a deep dive into some specific detail. Or decide to keep just a general impression?
Having woken up to a new day or encountered a novel situation, depth of field is like choosing to combine various pieces of information together versus emphasising one in particular. A woman dates a guy. She finds him handsome, funny, kind to children and animals. But untrustworthy. Someone asks us to sign an agreement, or volunteer to help someone. What depth of field is appropriate?
Composition is about presentation. What combination of information will achieve the most impact for others? Should we mask our real feelings, or risk upsetting someone and killing their enthusiasm? Should we always project confidence? Will we look stupid if we ask a basic question?
As photographers, vantage point is largely under our own control, regardless of the subject matter. What do we choose to search out and take meaning from? Should we find the moral high ground? Can we step around an immovable obstacle to gain clarity?
A final thought. Perhaps it’s our flexibility to switch rapidly along the spectrum of shutter speed, of depth, of composition and of vantage point that gets us the best results of all.
Our choices create bridges to new aspects of our lives. And enable new branches on our family tree to develop too.
Our choices may be optimally timed, morally righteous and/or inherently wise. But their direction and sustainability are a product of the flexibility we have at the time.
Our family tree develops its height and shape due in a large part, to the flexibility our forefathers and mothers thought they had. There is perceived flexibility and reality flexibility. And not always great alignment between them. To elaborate, some of our forebears may have emigrated to new lands expecting a better life, simply because they perceived the flexibility they would have there to be almost infinite.
Where perceived flexibility greatly exceeds reality flexibility, we take risks. Where our perceived flexibility is significantly less than reality flexibility, we squander chances. Clearly we have to act too. But our effectiveness in acting is often due to flexibility we have, or think we have.
There are at least two things to improve, to enable our lives (and our family tree) to flourish. The first is to grow & maintain our flexibility per se (grow and keep our options open). The second is to keep trying to close the gap between our perceived and reality flexibility.
One tool to close that gap is flexibility itself. What’s a simple example? If we become more flexible on what we value (become less materialistic and more ambitious but for different things), our perceived flexibility can reduce to match reality flexibility. We then take jobs that involve fewer compromises and probably less stress. We live with less credit card debt. We seek less punishing avenues of stress relief – less gambling, binge drinking and sugar consumption. We sleep better and feel fitter, with fewer sporting injuries. In some cases, lowering the perceived flexibility can itself improve reality flexibility.
For some people the reverse is also true. By daring to dream and not settling for second best, they inspire those around them to lift their game, benefiting everyone. A low perceived flexibility can lead to self harm, anger issues, mental health problems, or turning to a life of crime. Beliefs become fatalistic and self fulfilling. Instead be realistic and recognise the value of real options ahead of time. Keep asking what are the things that open doors and keep on opening doors?
In summary, flexibility is like the sunlight and fertiliser for your life and your family tree both.
The faster the pace in our lives, the more we take shortcuts to cope. Finding more shortcuts, or making shortcuts on the shortcuts are two solutions.
Controlling the pace of our lives is a third solution. That takes a different kind of flexibility. Sometimes it’s about:
• changing people’s expectations of us,
• changing our expectations of ourselves,
• recognising ahead of time how long something will really take,
• putting in place measures that mean when we do speed up the pace, the risk of crashing is lessened.
Using flexibility thinking, means switching from how and when to do more, to why do more? If working faster at work is desirable because the boss wants more done, ask yourself what you can do that will achieve the same overall result (make your boss look effective to their boss and help the customer to a greater extent) without taking shortcuts to work faster.
Perhaps gather some data from your observations of customer needs and if the volume of basic tasks can be outsourced to the customer as pre-transaction work, that frees you up to provide more meaningful services to the customer. Then everyone wins.
In a home setting, if it gets harder and harder to juggle; working a job, running a house and raising a family, taking more and more short cuts probably isn’t going to cut it (no pun intended). Instead, ask why am I the one doing so much. Who can I empower? Who else has a stake in making this work? Children learning new skills is how they grow as people. Extended family helping out is how they connect to your immediate family. Neighbours exchanging favours eg taking an Amazon delivery on behalf of the person next door, is how communities grow again.
Finally, if the increasing pace of life forces some time cuts elsewhere, switch to multi-tasking – swap dedicated gym workouts for physical house maintenance (painting and moving furniture, mowing the lawn, landscaping, lugging shopping back to your house, repairing stuff).
And if you have to cut time, make sure you shed some time exposed to negative things – listening to excessive or duplicated criticism, watching reality shows that don’t teach you something, or counselling people who aren’t going to change.
Boredom can occur when we cannot or won’t seek out change. Or when we grow impatient waiting for something (passive boredom). Regarding the first type of boredom, a certain amount of repetition is reassuring. Too much just frustrates and exhausts us (active boredom).
In the workplace, boredom likely explains quite a bit of tense workplace interaction, job hopping and sub-optimal activity – the saying ‘the devil makes work for idle hands’ springs to mind.
Outside the workplace, because of boredom, people become activists (not the only reason they become activists). Others gamble, take drugs and alcohol for escapism, persecute others, change their image, watch reality TV, have affairs, or indulge in sports that provide an adrenaline rush.
Regardless of what makes us bored, our boredom has a threshold (limit) and we have an appetite (a capacity & desire) to avoid boredom. We also have varying levels of control over our ability to avoid boredom.
If boredom is commonplace, why do we let it remain the unspoken elephant in the room? Do we think talking about boredom makes us seem self-indulgent or powerless? In the workplace, do managers never talk about their teams being bored, because it will indicate they hired the wrong people? And can’t find enough productive things for them to do?
Presumably for each of us, our boredom threshold varies by activity, by what kind of day we had before the repetition. By our level of familiarity with the repetition. By the level of compensation for the boredom endured. And whether we suffer the repetition alone, or in good company.
To make boredom more pleasant, we can try to control the repetition or the wait, using personal flexibility.
Returning to the title of this blog, exchange involves exchanging one king of repetition for another. At an aerobics class, instead of doing exercise in silence (and by ourselves), we dance to the music as a group. As WordPress bloggers, we produce a series of (hopefully) interesting blogs. Yet it’s just as important to appreciate the series produced by others too- we learn something by producing our own. Yet grow more as individuals by paying attention to what others have to say too.
Acquire includes obtaining options in advance, that give you the freedom to change the form or timing of the repetition. Options include controlling the speed of the repetitions. Or creating options that intersperse the repetitions with more exciting interludes.
Shed means develop flexibility to avoid the wait, convert it into productive time, avoid the repetitions. Or leverage them into something bigger. Ironically, our minds make us bored. Yet our minds are the key to our personal flexibility too.
If you find these blogs interesting, feel free to recommend them to others.
I learned about the concept of relatedness while recently reading a fantastic book called ‘The Origin of Wealth’ published in 2006, by Eric Beinhocker. Beinhocker is now the Executive Director of the Institute for New Economic Thinking, Oxford, England.
Beinhocker describes ‘jump distance’ in a business plan landscape as having three dimensions; relatedness, risk and time horizon. Relatedness is essentially how far your plans are from current skills and knowledge held. Beinhocker describes time horizon as the expected time to payoff from the experiments. Beinhocker describes risk as ‘all the uncertainties that can affect the outcome of an … experiment. And the degree of irreversibility of the commitment (made)’. In this blogger’s professional experience, risk is commonly calculated in a relative way by assessing probability (likelihood) and magnitude (effect) of the risk. And then ranking risks from big to small.
What Beinhocker’s book didn’t outline was how the relatedness, risk and time horizon dimensions are related. Or how they relate to flexibility.
Using a famous physics formula that velocity = distance/time, we can estimate that progression rate (to achieve a personal goal say) = distance covered/time taken. And that a high progression rate (promotion to greater power say) is proportionate to a high degree of relatedness (patrons, mentors, special knowledge, influential networks to pave the way).
What about Risk? How does that relate to relatedness and time horizon? In relation to the velocity =distance over time equation, risk is that the planned velocity varies significantly in reality. Perhaps because the distance covered in the allotted time varies significantly from plan.
On a personal level, we can consider progression rate = distance/time as it applies to three things; emotional maturity (in human relationships), wisdom and coping skills.
The progression rate of a teenager in achieving advanced emotional maturity can be raised if there are good role models to learn from. And few things (like peer pressure, stress and negative reinforcement) holding back the advancement of emotional maturity. Or if the maturity time can be shortened somehow. For example, with incentives to mature faster. Or with time substitution – shortening the time by applying other resources in its place.
Regarding improving the progression rate to achieve wisdom and coping skills, the distance covered (quality and depth of wisdom and skills developed) can be improved with safe trials/simulations, analysis practice, improved data storage and retrieval, integrated systems and leverage in learning (learn three key things from one simulation say). Or if the time can be shortened somehow. For example, with incentives to learn and cope faster. Or with time substitution – shortening the time by applying other resources in its place.
Finally, how can the application of personal flexibility (PFL) help to improve the progression rate in the above examples? With emotional maturity, collecting options of good role models to learn from is a good start. Different people’s styles and thought processes can be observed for different situations encountered. Timeflex (the action of buying time, playing for time or reinventing time) is relevant too. Using romance as the example, buying time might involve talking to lots of people about your date’s past track record. Playing for time might involve playing hard to get. Reinventing time might be expanding the honeymoon!
With wisdom, using the flexitypes of design flexibility, process flexiblity and systems flexibility can help improve information management. An example of process flexibility is committing to both advanced education and lifelong learning (more analysis tools and more case studies observed). Timeflex is also relevant. The ‘FLIRS’ acronym of flexibility to leverage to impact to results to stories is also relevant i.e. use flexibility to create leverage, with results being the eventual wisdom obtained.
With life coping skills, using the flexitypes of design flexibility is also relevant. As is styflex (style flexibility), timeflex and FLIRS.
Once bitten twice shy. Do our various biases hold us back from trying again? Is more personal flexibility (PFL) the best medicine for our biases?
Our mental architecture (the neural pathways in our brains) might favour strengthening various well-worn pathways, as a coping mechanism for the daily onslaught of sensory information we face.
• We sample what is convenient & comfortable to sample (selection bias).
• We notice the things that confirm the views we already hold (confirmation bias).
• We like to associate with those like ourselves (group or ‘me too’ bias).
• We over-estimate how soon improvements happen, but under-estimate their impact (judgement bias).
• We leap into action at the first opportunity, telling ourselves we should be more spontaneous and that it makes us look more powerful, by being decisive (action bias).
Then there are a load of other biases that (biased?) psychologists tell us we suffer from.
There are so many biases swirling around, it’s a wonder we achieve anything useful, ever! That said, can personal flexibility (PFL) help us counter, or at least moderate our biases? And if so, what form might that PFL usefully take?
1. Holding two opposing views at the same time is one form of PFL. Less a case of madness. More a case of seeing the merits of both sides of an argument. More strange still, our opposing views can happen implicitly – the risk aversion bias many of us have (to trying new things in case they don’t work out), works against a risk-minimising strategy of diversification (not putting all your eggs in one basket).
2. Forcing ourselves to take a second, more considered look is another PFL technique. For example, looking at a radical painting in an art gallery to think more about the artist’s message to the viewer. Or in the animal kingdom, a shark circling its potential prey, is partly waiting for more information.
‘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.
If you find these blogs useful, feel free to share with others. Likewise, comments are welcome too.