I have recently completed a book written by Colin Wilson. Colin is top of the list on ‘those I would most like to sit next to on a plane.’ I read the book after reading Gregg Braden. I guess there is a bit of a path here but both solidified some thinking that has had me somewhat preoccupied lately. Values have little use in an organisation. An organisation may communicate and espouse values incessantly but we all know that individuals in the organisatoin may not adopt them. I always felt that there is a state of being that can be classified as a peak experience (Maslow). If an organisation is able to engage its people to achieve a high percentage of peak experience in the work environment you are able to elevate the organisation performance to a level that is self sustaining and pervasive in its operations e.g. it permeates all interactions internally and externally. This is not done by values- mere words that do not strike all persons similarly. The way to achieve an organisational peak experience that is sustainable is through definition, discipline (more similar to empowerment), imagination and engagement (more similar to collaboration). When people are able to use their mental (or physical) capacities to achieve progress in a work sequence we can tap into a part of a human brain that is often discounted in normal managment practice. Why do I want to get out of bed? I am not interested in meeting a time deadline (start by 8), nor do I get engaged by pleasing my manager (I am here before 8- look at me). I get engaged when my mind is connected to a series of tasks that comprise a project that result in a defined outcome. People want to see ‘traction’ in what they spend their time doing. Why is waking up on a Saturday so different than waking on Tuesday? Must it be different? Think about the last time you were so engaged in a project that you lost track of time? (can’t remember? ) Total focus with a vision of an outcome is what produces peak experiences. More on this in the next post.
