Category Archives: Change

The Hard Problem of Consciousness is Not That Hard

The Hard Problem of Consciousness is Not That Hard

GUEST POST from Geoffrey A. Moore

We human beings like to believe we are special—and we are, but not as special as we might like to think. One manifestation of our need to be exceptional is the way we privilege our experience of consciousness. This has led to a raft of philosophizing which can be organized around David Chalmers’ formulation of “the hard problem.”

In case this is a new phrase for you, here is some context from our friends at Wikipedia:

“… even when we have explained the performance of all the cognitive and behavioral functions in the vicinity of experience—perceptual discrimination, categorization, internal access, verbal report—there may still remain a further unanswered question: Why is the performance of these functions accompanied by experience?”

— David Chalmers, Facing up to the problem of consciousness

The problem of consciousness, Chalmers argues, is two problems: the easy problems and the hard problem. The easy problems may include how sensory systems work, how such data is processed in the brain, how that data influences behavior or verbal reports, the neural basis of thought and emotion, and so on. The hard problem is the problem of why and how those processes are accompanied by experience.3 It may further include the question of why these processes are accompanied by that particular experience rather than another experience.

The key word here is experience. It emerges out of cognitive processes, but it is not completely reducible to them. For anyone who has read much in the field of complexity, this should not come as a surprise. All complex systems share the phenomenon of higher orders of organization emerging out of lower orders, as seen in the frequently used example of how cells, tissues, organs, and organisms all interrelate. Experience is just the next level.

The notion that explaining experience is a hard problem comes from locating it at the wrong level of emergence. Materialists place it too low—they argue it is reducible to physical phenomena, which is simply another way of denying that emergence is a meaningful construct. Shakespeare is reducible to quantum effects? Good luck with that.

Most people’s problems with explaining experience, on the other hand, is that they place it too high. They want to use their own personal experience as a grounding point. The problem is that our personal experience of consciousness is deeply inflected by our immersion in language, but it is clear that experience precedes language acquisition, as we see in our infants as well as our pets. Philosophers call such experiences qualia, and they attribute all sorts of ineluctable and mysterious qualities to them. But there is a much better way to understand what qualia really are—namely, the pre-linguistic mind’s predecessor to ideas. That is, they are representations of reality that confer strategic advantage to the organism that can host and act upon them.

Experience in this context is the ability to detect, attend to, learn from, and respond to signals from our environment, whether they be externally or internally generated. Experiences are what we remember. That is why they are so important to us.

Now, as language-enabled humans, we verbalize these experiences constantly, which is what leads us to locate them higher up in the order of emergence, after language itself has emerged. Of course, we do have experiences with language directly—lots of them. But we need to acknowledge that our identity as experiencers is not dependent upon, indeed precedes our acquisition of, language capability.

With this framework in mind, let’s revisit some of the formulations of the hard problem to see if we can’t nip them in the bud.

  • The hard problem of consciousness is the problem of explaining why and how we have qualia or phenomenal experiences. Our explanation is that qualia are mental abstractions of phenomenal experiences that, when remembered and acted upon, confer strategic advantage to organisms under conditions of natural and sexual selection. Prior to the emergence of brains, “remembering and acting upon” is a function of chemical signals activating organisms to alter their behavior and, over time, to privilege tendencies that reinforce survival. Once brain emerges, chemical signaling is supplemented by electrical signaling to the same ends. There is no magic here, only a change of medium.
  • Annaka Harris poses the hard problem as the question of “how experience arise[s] out of non-sentient matter.” The answer to this question is, “level by level.” First sentience has to emerge from non-sentience. That happens with the emergence of life at the cellular level. Then sentience has to spread beyond the cell. That happens when chemical signaling enables cellular communication. Then sentience has to speed up to enable mobile life. That happens when electrical signaling enabled by nerves supplements chemical signaling enabled by circulatory systems. Then signaling has to complexify into meta-signaling, the aggregation of signals into qualia, remembered as experiences. Again, no miracles required.
  • Others, such as Daniel Dennett and Patricia Churchland believe that the hard problem is really more of a collection of easy problems, and will be solved through further analysis of the brain and behavior. If so, it will be through the lens of emergence, not through the mechanics of reductive materialism.
  • Consciousness is an ambiguous term. It can be used to mean self-consciousness, awareness, the state of being awake, and so on. Chalmers uses Thomas Nagel’s definition of consciousness: the feeling of what it is like to be something. Consciousness, in this sense, is synonymous with experience. Now we are in the language-inflected zone where we are going to get consciousness wrong because we are entangling it in levels of emergence that come later. Specifically, to experience anything as like anything else is not possible without the intervention of language. That is, likeness is not a qualia, it is a language-enabled idea. Thus, when Thomas Nagel famously asked, “What is it like to be a bat?” he is posing a question that has meaning only for humans, never for bats.

Going back to the first sentence above, self-consciousness is another concept that has been language-inflected in that only human beings have selves. Selves, in other words, are creations of language. More specifically, our selves are characters embedded in narratives, and use both the narratives and the character profiles to organize our lives. This is a completely language-dependent undertaking and thus not available to pets or infants. Our infants are self-sentient, but it is not until the little darlings learn language, hear stories, then hear stories about themselves, that they become conscious of their own selves as separate and distinct from other selves.

On the other hand, if we use the definitions of consciousness as synonymous with awareness or being awake, then we are exactly at the right level because both those capabilities are the symptoms of, and thus synonymous with, the emergence of consciousness.

  • Chalmers argues that experience is more than the sum of its parts. In other words, experience is irreducible. Yes, but let’s not be mysterious here. Experience emerges from the sum of its parts, just like any other layer of reality emergences from its component elements. To say something is irreducible does not mean that it is unexplainable.
  • Wolfgang Fasching argues that the hard problem is not about qualia, but about pure what-it-is-like-ness of experience in Nagel’s sense, about the very givenness of any phenomenal contents itself:

Today there is a strong tendency to simply equate consciousness with qualia. Yet there is clearly something not quite right about this. The “itchiness of itches” and the “hurtfulness of pain” are qualities we are conscious of. So, philosophy of mind tends to treat consciousness as if it consisted simply of the contents of consciousness (the phenomenal qualities), while it really is precisely consciousness of contents, the very givenness of whatever is subjectively given. And therefore, the problem of consciousness does not pertain so much to some alleged “mysterious, nonpublic objects”, i.e. objects that seem to be only “visible” to the respective subject, but rather to the nature of “seeing” itself (and in today’s philosophy of mind astonishingly little is said about the latter).

Once again, we are melding consciousness and language together when, to be accurate, we must continue to keep them separate. In this case, the dangerous phrase is “the nature of seeing.” There is nothing mysterious about seeing in the non-metaphorical sense, but that is not how the word is being used here. Instead, “seeing” is standing for “understanding” or “getting” or “grokking” (if you are nerdy enough to know Robert Heinlein’s Stranger in a Strange Land). Now, I think it is reasonable to assert that animals “grok” if by that we mean that they can reliably respond to environmental signals with strategic behaviors. But anything more than that requires the intervention of language, and that ends up locating consciousness per se at the wrong level of emergence.

OK, that’s enough from me. I don’t think I’ve exhausted the topic, so let me close by saying…

That’s what I think, what do you think?

Image Credit: Pixabay

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The Malcolm Gladwell Trap

The Malcolm Gladwell Trap

GUEST POST from Greg Satell

A few years ago I bought a book that I was really excited about. It’s one of those books that created a lot of buzz and it was highly recommended by someone I respect. The author’s pedigree included Harvard, Stanford, McKinsey and a career as a successful entrepreneur and CEO.

Yet about halfway in I noticed that he was choosing facts to fit his story and ignoring critical truths that would indicate otherwise, much like Malcolm Gladwell’s often does in his books. Once I noticed a few of these glaring oversights I found myself not being able to fully trust anything the author wrote and set the book aside.

Stories are important and facts matter. When we begin to believe in false stories, we begin to make decisions based on them. When these decisions go awry, we’re likely to blame other factors, such as ourselves, those around us or other elements of context and not the false story. That’s how many businesses fail. They make decisions based on the wrong stories.

Don’t Believe Everything You Think

Go to just about any innovation conference and you will find some pundit on stage telling a story about a famous failure, usually Blockbuster, Kodak or Xerox. In each case, the reason given for the failure is colossal incompetence by senior management: Blockbuster didn’t recognize the Netflix threat. Kodak invented, but then failed to market, a digital camera. Xerox PARC developed technology, but not products.

In each case, the main assertion is demonstrably untrue. Blockbuster did develop and successfully execute a digital strategy, but its CEO left the company due a dispute and the strategy was reversed. Kodak’s EasyShare line of digital cameras were top sellers, but couldn’t replace the massive profits the company made developing film. The development of the laser printer at Xerox PARC actually saved the company.

None of this is very hard to uncover. Still, the author fell for two of these bogus myths (Kodak and Xerox), even after obviously doing significant research for the book. Most probably, he just saw something that fit with his narrative and never bothered to question whether it was true or not, because he was to busy validating what he already knew to be true.

This type of behavior is so common that there is a name for it: confirmation bias. We naturally seek out information that confirms our existing beliefs. It takes significant effort to challenge our own assumptions, so we rarely do. To overcome that is hard enough. Yet that’s only part of the problem.

Majorities Don’t Just Rule, They Also Influence

In the 1950’s, Solomon Asch undertook a pathbreaking series of conformity studies. What he found was that in small groups, people will conform to a majority opinion. The idea that people have a tendency toward conformity is nothing new, but that they would give obviously wrong answers to simple and unambiguous questions was indeed shocking.

Now think about how hard it is for a more complex idea to take hold across a broad spectrum of people, each with their own biases and opinions. The truth is that majorities don’t just rule, they also influence. More recent research suggests that the effect applies not only to people we know well, but that we are also influenced even by second and third degree relationships.

We tend to accept the beliefs of people around us as normal. So if everybody believes that the leaders of Blockbuster, Kodak and Xerox were simply dullards who were oblivious to what was going on around them, then we are very likely to accept that as the truth. Combine this group effect with confirmation bias, it becomes very hard to see things differently.

That’s why it’s important to step back and ask hard questions. Why did these companies fail? Did foolish and lazy people somehow rise to the top of successful organizations, or did smart people make bad decisions? Was there something else to the story? Given the same set of facts, would we act any differently?

The Inevitable Paradigm Shift

The use of the term “paradigm shift” has become so common that most people are unaware that it started out having a very specific meaning. The idea of a paradigm shift was first established by Thomas Kuhn in his book The Structure of Scientific Revolutions, to describe how scientific breakthroughs come to the fore.

It starts with an established model, the kind we learn in school or during initial training for a career. Models become established because they are effective and the more proficient we become at applying a good model, the better we perform. The leaders in any given field owe much of their success to these models.

Yet no model is perfect and eventually anomalies show up. Initially, these are regarded as “special cases” and are worked around. However, as the number of special cases proliferate, the model becomes increasingly untenable and a crisis ensues. At this point, a fundamental change in assumptions has to take place if things are to move forward.

The problem is that most people who are established in the field believe in the traditional model, because that’s what most people around them believe. So they seek out facts to confirm these beliefs. Few are willing to challenge what “everybody knows” and those who do are often put at great professional and reputational risk.

Why We Fail To Adapt

Now we can begin to see why not only businesses, but whole industries get disrupted. We tend to defend, rather than question, our existing beliefs and those around us often reinforce them. To make matters worse, by this time the idea has become so well established that we will often incur switching costs if we abandon it. That’s why we fail to adapt.

Yet not everybody shares our experiences. Others, who have not grown up with the conventional wisdom, often do not have the same assumptions. They also don’t have an existing peer group that will enforce those assumptions. So for them, the flaws are much easier to see, as are the opportunities to doing things another way.

Of course, none of this has to happen. As I describe in Mapping Innovation, some companies, such as IBM and Procter & Gamble, have survived for over a century because they are always actively looking for new problems to solve, which forces them to look for new ideas and insights. It compels them to question what they think they know.

Getting stories right is hard work. You have to force yourself. However, we all have an obligation to get it right. For me, that means relentlessly checking every fact with experts, even for things that I know most people won’t notice. Inevitably, I get things wrong—sometimes terribly wrong— and need to be corrected. That’s always humbling.

I do it because I know stories are powerful. They take on a life of their own. Getting them right takes effort. As my friend Whitney Johnson points out, the best way to avoid disruption is to first disrupt yourself.

— Article courtesy of the Digital Tonto blog
— Image credit: Unsplash

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Back to School Sale on Charting Change

Charting Change for an Outstanding 2023

Wow! Exciting news!

My publisher is having a back to school sale that will allow you to get the hardcover or the digital version (eBook) of my latest best-selling book Charting Change for 40% off!

Including FREE SHIPPING WORLDWIDE! *

I created the Human-Centered Change methodology to help organizations get everyone literally all on the same page for change. The 70+ visual, collaborative tools are introduced in my book Charting Change, including the powerful Change Planning Canvas™. The toolkit has been created to help organizations:

  • Beat the 70% failure rate for change programs
  • Quickly visualize, plan and execute change efforts
  • Deliver projects and change efforts on time
  • Accelerate implementation and adoption
  • Get valuable tools for a low investment

You must go to SpringerLink for this Cyber Sale:

  • The offer is valid September 26, 2023 only using code FALL40

Click here to get this deal using code FALL40

Quick reminder: Everyone can download ten free tools from the Human-Centered Change methodology by going to its page on this site via the link in this sentence, and book buyers can get 26 of the 70+ tools from the Change Planning Toolkit (including the Change Planning Canvas™) by contacting me with proof of purchase.

*This offer is valid for English-language Springer, Palgrave & Apress books & eBooks. The discount is redeemable on link.springer.com only. Titles affected by fixed book price laws, forthcoming titles and titles temporarily not available on link.springer.com are excluded from this promotion, as are reference works, handbooks, encyclopedias, subscriptions, or bulk purchases. The currency in which your order will be invoiced depends on the billing address associated with the payment method used, not necessarily your home currency. Regional VAT/tax may apply. Promotional prices may change due to exchange rates.. This offer is valid for individual customers only. Booksellers, book distributors, and institutions such as libraries and corporations please visit springernature.com/contact-us. This promotion does not work in combination with other discounts or gift cards. See web site for shipping details.

Why You Should Care About Service Design

Why You Should Care About Service Design

GUEST POST from Robyn Bolton

What if a tool had the power to delight your customers, cut your costs, increase your bottom line, and maybe double your stock price? You’d use it, right?

That’s precisely the power and impact of Service Design and service blueprints. Yet very few people, especially in the US, know, understand, or use them. Including me.

Thankfully, Leala Abbott, a strategist and researcher at the intersection of experience, innovation, and digital transformation and a lecturer at Parsons School of Design, clued me in.

What is Service Design?

RB: Hi, Leala, thanks for taking the time to talk with me today.

LA: My pleasure! I’m excited about this topic. I’ve managed teams with service designers, and I’ve always been impressed by the magical way they brought together experience strategy, UX, and operations.

RB: I felt the same way after you explained it to me. Before we get too geeked up about the topic, let’s go back to the beginning and define “service.”

LA: Service is something that helps someone accomplish a goal. As a result, every business needs service design because every business is in the service industry.

RB: I’ll be honest, I got a little agitated when I read that because that’s how I define “solution.” But then I saw your illustration explaining that service design moves us from seeing and problem-solving isolated moments to seeing an integrated process. And that’s when it clicked.

LA:  That illustration is from Lou Downe’s talk Design in Government Impact for All . Service Design helps us identify what customers want and how to deliver those services effectively by bringing together all the pieces within the organization. It moves us away from fragmented experiences created by different departments and teams within the same company to an integrated process that enables customers to achieve their goals.

Why You Need It

RB: It seems so obvious when you say it. Yet so often, the innovation team spends all their time focused on the customer only to develop the perfect solution that, when they toss it over the wall for colleagues to make, they’re told it’s not possible, and everything stops. Why aren’t we always considering both sides?

LA: One reason, I think, is people don’t want to add one more person to the team. Over the past two decades, the number of individuals required to build something has grown exponentially. It used to be that one person could build your whole website, but now you need user experience designers, researchers, product managers, and more. I think it’s just overwhelming for people to add another individual to the mix. We believe we have all the tools to fix the problem, so we don’t want to add another voice, even if that voice explains the huge disconnect between everything built and their operational failures.

RB: Speaking of operational failures, one of the most surprising things about Service Design is that it almost always results in cost savings. That’s not something most people think about when they hear “design.”

LA: The significant impact on the bottom line is one of the most persuasive aspects of service design. It shifts the focus from pretty pictures to the actual cost implications. Bringing in the operational side of the business is crucial. Building a great customer journey and experience is important, but it’s also important to tie it back to lost revenue and increased cost to serve

Proof It Works 

LA: One of the most compelling cases I recently read was about Autodesk’s transition to SaaS, they brought in a service design company called Future Proof. Autodesk wanted to transition from a software licensing model to a software-as-a-service model. It’s a significant transition not just in terms of the business model and pricing but also in how it affects customers.

If you’re a customer of Autodesk, you used to pay a one-time fee for your software, but now you are paying based on users and services. Budgeting becomes messy. The costs are no longer simple and predictable. Plus, it raises lots of questions about the transition, cost predictability, control over access, managing subscriptions, and flexibility. Notice that these issues are about people managing their money and increasing costs. These are the areas where service design can truly help. 

Future Proof conducted customer interviews, analyzed each stage of the customer journey, looked at pricing models and renewal protocols, and performed usability studies. When they audited support ticket data for the top five common customer issues, they realized that if Autodesk didn’t change their model, the cost of running software for every customer would increase by 40%, and profit margins would decrease by 15% to 20%.

Autodesk made the change, revenue increased significantly, and their stock price doubled. Service design allows for this kind of analysis and consideration of operational costs.

How to Learn More

RB: Wow, not many things can deliver better service, happier customers, and doubling a stock price. Solid proof that companies, and innovation teams in particular, need to get smart on service design. We’ve talked a lot about the What and Why of Service Design. How can people learn more about the How?

LA: Lou Downe’s book is a great place to start Good Services: How to Design Services That Work. So is Woo, Wow, and Win: Service Design, Strategy, and the Art of Customer Delight by Thomas A Stewart and Patricia O’Connell.  I also recommend people check out The Service Design Network for tools and case studies and TheyDo, which helps companies visualize and manage their service design.

Image Credit: Pixabay

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Top 10 Human-Centered Change & Innovation Articles of August 2023

Top 10 Human-Centered Change & Innovation Articles of August 2023Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are August’s ten most popular innovation posts:

  1. The Paradox of Innovation Leadership — by Janet Sernack
  2. Why Most Corporate Innovation Programs Fail — by Greg Satell
  3. A Top-Down Open Innovation Approach — by Geoffrey A. Moore
  4. Innovation Management ISO 56000 Series Explained — by Diana Porumboiu
  5. Scale Your Innovation by Mapping Your Value Network — by John Bessant
  6. The Impact of Artificial Intelligence on Future Employment — by Chateau G Pato
  7. Leaders Avoid Doing This One Thing — by Robyn Bolton
  8. Navigating the Unpredictable Terrain of Modern Business — by Teresa Spangler
  9. Imagination versus Knowledge — by Janet Sernack
  10. Productive Disagreement Requires Trust — by Mike Shipulski

BONUS – Here are five more strong articles published in July that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last three years:

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Aligning Your Culture for Digital Transformation

Aligning Your Culture for Digital Transformation

GUEST POST from Geoffrey A. Moore

A quote you often hear is, “Culture eats strategy for lunch,” typically attributed to Peter Drucker (whether correctly or not). Regardless, it puts a spotlight on the power of culture to resist even the most compelling strategic narratives. These days it’s hard to come up with a more compelling narrative than digital transformation. But it can definitely find itself at odds with culture, so what chance could it possibly have?

In my work with successful companies, two cultures show up over and over again. One is a competition culture, where teams get up every morning driven to be the best. The other is a collaboration culture, where teams strive to be the best for others. Both cultures can create great companies, and, if you play your cards right, each can be enlisted as an ally of change. You just have to get it aligned properly.

To do so, you need to use your culture to focus people on a driving force of change that is outside of your company:

  • In the case of a competition culture, this would be a competitor using disruptive technology to steal your market share. Think Google for Microsoft, Lyft for Uber, Nvidia for Intel, or Arista for Cisco. Transform or they win! That’s the sort of thing that galvanizes change in a competition culture.
  • In the case of a collaboration culture, the driving force is fear of letting your customer down as the world shifts to a new platform. Think of Salesforce championing machine learning, Docusign championing systems of agreement, or Proofpoint championing people-centric security. These are changes that could put your customers’ franchises at risk. No customer left behind! That’s the battle cry that brings a collaboration culture to attention.

The key point here is that, regardless of whether you have a competition or a collaboration culture, the force for change must be external, not internal. Either culture, internally focused, simply will not transform. Instead, everyone will spend all their time listening to radio station WIIFM—What’s in it for me? And what they will learn is that there are not a lot of good songs playing. Transformation requires sacrifice. We are going to have to step back before we step forward.

People are willing to sacrifice for the right cause outside the company, but not inside. So, when you are leading a transformation, be sure to keep people’s attention focused on a North Star that transcends their individual issues, not on the career compass they are holding in their hand.

That’s what I think. What do you think?

Image Credit: Pexels

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Leaders Avoid Doing This One Thing

Leaders Avoid Doing This One Thing

GUEST POST from Robyn Bolton


Being a leader isn’t easy. You must BE accountable, compassionate, confident, curious, empathetic, focused, service-driven, and many other things. You must DO many things, including build relationships, communicate clearly, constantly learn, create accountability, develop people, inspire hope and trust, provide stability, and think critically. But if you’re not doing this one thing, none of the other things matter.

Show up.

It seems obvious, but you’ll be surprised how many “leaders” struggle with this. 

Especially when they’re tasked with managing both operations and innovation.

It’s easy to show up to lead operations.

When you have experience and confidence, know likely cause and effect, and can predict with relative certainty what will happen next, it’s easy to show up. You’re less likely to be wrong, which means you face less risk to your reputation, current role, and career prospects.

When it’s time to be a leader in the core business, you don’t think twice about showing up. It’s your job. If you don’t, the business, your career, and your reputation suffer. So, you show up, make decisions, and lead the team out of the unexpected.

It’s hard to show up to lead innovation.

When you are doing something new, facing more unknowns than knowns, and can’t guarantee an outcome, let alone success, showing up is scary. No one will blame you if you’re not there because you’re focused on the core business and its known risks and rewards. If you “lead from the back” (i.e., abdicate your responsibility to lead), you can claim that the team, your peers, or the company are not ready to do what it takes.

When it’s time to be a leader in innovation, there is always something in the core business that is more urgent, more important, and more demanding of your time and attention. Innovation may be your job, but the company rewards you for delivering the core business, so of course, you think twice.

Show up anyway

There’s a reason people use the term “incubation” to describe the early days of the innovation process. To incubate means to “cause or aid the development of” but that’s the 2nd definition. The 1st definition is “to sit on so as to hatch by the warmth of the body.”

You can’t incubate if you don’t show up.

Show up to the meeting or call, even if something else feels more urgent. Nine times out of ten, it can wait half an hour. If it can’t, reschedule the meeting to the next day (or the first day after the crisis) and tell your team why. Don’t say, “I don’t have time,” own your choice and explain, “This isn’t a priority at the moment because….”

Show up when the team is actively learning and learn along with them. Attend a customer interview, join the read-out at the end of an ideation session, and observe people using your (or competitive) solutions. Ask questions, engage in experiments, and welcome the experiences that will inform your decisions.

Show up when people question what the innovation team is doing and why. Especially when they complain that those resources could be put to better use in the core business. Explain that the innovation resources are investments in the company’s future, paving the way for success in an industry and market that is changing faster than ever.

You can’t lead if you don’t show up.

Early in my career, a boss said, “A leader without followers is just a person wandering lost.” Your followers can’t follow you if they can’t find you.

After all, “80% of success is showing up.”

Image credit: Pixabay

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Save on Charting Change Hardcover for Two Weeks

Charting Change for an Outstanding 2023

Wow! Exciting news!

From now until August 29, 2023 you can get the hardcover version of my latest best-selling book Charting Change for only $34.99 (30% off) using code PALB2S, including free shipping worldwide*!

Sorry, unfortunately this sale doesn’t have a discount on the eBook.

I created the Human-Centered Change methodology to help organizations get everyone literally all on the same page for change. The 70+ visual, collaborative tools are introduced in my book Charting Change, including the powerful Change Planning Canvas™. The toolkit has been created to help organizations:

  • Beat the 70% failure rate for change programs
  • Quickly visualize, plan and execute change efforts
  • Deliver projects and change efforts on time
  • Accelerate implementation and adoption
  • Get valuable tools for a low investment

You must go to SpringerLink for this Cyber Sale:

  • The offer is valid until August 29, 2023 on the hardcover only (use code PALB2S)

Click here to get this hardcover deal (use code PALB2S) (includes free shipping worldwide*)

Quick reminder: Everyone can download ten free tools from the Human-Centered Change methodology by going to its page on this site via the link in this sentence, and book buyers can get 26 of the 70+ tools from the Change Planning Toolkit (including the Change Planning Canvas™) by contacting me with proof of purchase.

*This offer is valid for selected English-language Palgrave books and eBooks and is redeemable on link.springer.com only. Titles affected by fixed book price laws, forthcoming titles and titles temporarily not available on link.springer.com are excluded from this promotion, as are reference works, handbooks, encyclopedias, subscriptions, or bulk purchases. The currency in which your order will be invoiced depends on the billing address associated with the payment method used, not necessarily your home currency. Regional VAT/tax may apply. Promotional prices may change due to exchange rates. This offer is valid for individual customers only. Booksellers, book distributors, and institutions such as libraries and corporations please visit springernature.com/contact-us. This promotion does not work in combination with other discounts or gift cards.






Top 10 Human-Centered Change & Innovation Articles of July 2023

Top 10 Human-Centered Change & Innovation Articles of July 2023Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are July’s ten most popular innovation posts:

  1. 95% of Work is Noise — by Mike Shipulski
  2. Four Characteristics of High Performing Teams — by David Burkus
  3. 39 Digital Transformation Hacks — by Stefan Lindegaard
  4. How to Create Personas That Matter — by Braden Kelley
  5. The Real Problem with Problems — by Mike Shipulski
  6. A Triumph of Artificial Intelligence Rhetoric — by Geoffrey A. Moore
  7. Ideas Have Limited Value — by Greg Satell
  8. Three Cognitive Biases That Can Kill Innovation — by Greg Satell
  9. Navigating the AI Revolution — by Teresa Spangler
  10. How to Make Navigating Ambiguity a Super Power — by Robyn Bolton

BONUS – Here are five more strong articles published in June that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

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Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last three years:

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3 Ways to Make Smarter Decisions – Confidently

3 Ways to Make Smarter Decisions - Confidently

GUEST POST from Robyn Bolton

When my niece was 4 years old, she looked at her mom (my sister) and said, “I can’t wait until I’m an adult so I can be in charge and make all the decisions.”  My sister laughed and laughed.

Being in charge looks glamorous from the outside, but it is challenging, painful, and sometimes soul-wrenching. Never is this truer than when you must make a tough decision and don’t have all the data you want or need. 

But lately, I’ve noticed more and more executives defer making decisions. They’ll say they want more data, to hear what another executive thinks, or are nervous that we’re rushing to decide. 

This deferral is a HUGE problem because making decisions is literally their job! After all, as Norman Schwarzkopf wrote in his autobiography, “When placed in command, take charge.” 

When you decide, you lose

decision is “a choice that you make about something after thinking about several possibilities.”  Seems innocent enough, right? Coke or Pepsi. Paper or plastic. Ariana Madix or Raquel Leviss (if you don’t know about this one, consider yourself lucky. If you choose to know about it, click here).

The problem with making decisions is that loss is unavoidable. Heck, the word “decide” comes from the Latin roots “de,” meaning off, and “caedre,” meaning cut. When you choose Coke, paper bags, or Ariana, you are cutting off the opportunity to drink Pepsi with that meal, use a plastic bag to carry your purchases or support Rachel in a pointless pop culture debate.

Decisions get more challenging as the stakes get higher because the fear of loss skyrockets. Loss aversion, a cognitive bias describing why the psychological pain of loss is twice as acute as the pleasure of gain, is common in cognitive psychology, decision theory, and behavioral economics. You see this bias in action when someone refuses to ask questions or challenge the status quo, to take a good deal because it’s below their initial baseline, or to sell an asset (like a house) for less than they paid for it. 

No decision is the worst decision

Deciding not to decide is often the worst decision of all. Because it feels like you’re avoiding loss and increasing your odds of making the right decision by gathering more data and input, it’s easy to forget that you’re losing time, employee engagement and morale, and potential revenue and profit.

When you decide not to decide, progress slows or even stops. No decision gives your competition time to catch up or even pass you. Your team gets frustrated, morale drops, and people search for other opportunities to progress and have an impact. The date of the first revenue slips further into the future, slowly becoming just a theoretical number in a spreadsheet.

Decide how to decide

In a VUCA world, a perfect, risk-free decision that offers only upside does not exist. If it did, the business wouldn’t need an executive with your experience, intellect, and courage. Yet here you are. 

It’s your job to make decisions.

Make that job easier by deciding how to decide

1. Tell people what you need to see to say Yes. “I’ll know it when I see it” is one of the biggest management cop-outs ever. If you don’t know what you want, don’t waste money and time requiring your team to become mind readers. But you probably know what you want. You’re just afraid of being wrong. Instead of allowing your fear to fuel inefficiency, tell the team what you need or want to see and that, as they make progress, that request might change. Then set regular check-ins so that if/when it happens, it happens quickly and is communicated clearly.

2. Break big decisions down into little decisions. I once worked with a team that had an idea for a new product. They planned to pitch to the executive committee and request 3 million dollars to develop and launch the idea. After some coaxing, we decided to avoid that disaster and brainstormed everything that needed to be true to make the idea work. We devised a plan to test the three assumptions that, if we were wrong, would instantly kill the idea. When we pitched to the executive committee, we received an immediate Yes.

3. Present options and implications. As anyone with a toddler knows, you don’t ask yes or no questions. You give them options – do you want to wear the yellow or pink shirt? If they pick something else, like their Batman costume, you explain the implications of that decision and why the options previously presented are better. Sometimes they pick the yellow shirt. Sometimes they pick the Batman costume. You could force them to make the right decision, but no one wins. (Yes, I just compared managers to toddlers. Prove me wrong).

It’s your decision

Being in charge requires making decisions. When you decide, you lose the option (maybe temporarily, maybe forever) to pursue a different path. But you can’t be afraid to do it.

After all, “Sometimes you win, sometimes you lose, sometimes it rains.”

Image credit: Pixabay

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