Tag Archives: future

Reset and Reconnect to Increase our Connectedness

Reset and Reconnect to Increase our Connectedness

GUEST POST from Janet Sernack

In our second blog in the Reconnect and Reset series of three blogs, we stated that now is not the time to panic. Nor is it a time to languish from change fatigue, pain, and emotional lethargy. It is a significant moment in time to focus, rehabilitate, rebuild, repair, regrow and reset to increase our connectedness through linking human touchpoints that increase people-power in the fourth industrial revolution.

In the current environment, where chaos and order are constantly polarizing, it’s crucial to touch people with empathy, reignite their social skills, and enable them to become healthily self-compassionate and more self-caring to:

  • Patiently support, lead, manage, mentor, and coach them towards finding their own balance to flow with mitigating the challenges of the fourth industrial revolution.
  • Take advantage of new technologies, networks, and ecosystems to re-engage and collaborate with others and with civil society in positive ways that contribute to the whole.
  • Do the good work that creates a more compelling, inclusive, resilient, and sustainable future, that serves the common good.

The Landscape Has Changed and So Have the Solutions

As the fourth industrial revolution continues to implode, we need to zoom out and consider the bigger picture. Where a recent Harvard Review article What Will Management Look Like in the Next 100 Years?” states that we are entering an era, which is fundamentally transforming the way we operate. Which is defined by the disruptive growth in blockchain technology, robotics, artificial intelligence, high-performance computing, and other core digital capabilities.

All of which, in some way, is dependent on linking the key human touchpoints that increase people’s power and our connectedness.

  • An era of empathy

In the same article, management scholar Rita Gunther McGrath argued that management practices based on command and control, and expertise would ultimately make way for empathy.

Where work is centred around value creation conducted through networks and collaboration, that rely on increasing the connectedness between machines and humans rather than through rigid structures and relationships to thrive through increasing people-power in the fourth industrial revolution.

  • Capable of better

The Qualtrics 2022 Employee Experience Trends Report also states that the landscape has changed.  Where people are choosing to work flexibly, to work in the places that work best for them, and to take time for their own well-being, families, and friends.

Where people are demanding change because they care, about their leaders and their organizations, and want to be capable of developing better ideas; better innovations; and delivering better performances.

The report outlines the four things your people need you to know:

  1. There will be an exodus of leaders – and women will be the first out the door.
  2. People will demand better physical and digital workspaces.
  3. The lack of progress in diversity, inclusion, and belonging won’t be accepted.

People don’t want to become irrelevant, nor do they want their managers, leaders, and organizations to become irrelevant. People know that they can’t, and won’t go back to the old ways of doing things. People also know that they are already living in the new normal and that they need to start working there, too and to do that, we need to increase our connectedness.

Which is especially important for building people’s power and mitigating the challenges emerging in the fourth industrial revolution.

  • A transformative moment for employees and employers

Businessolver’s Eighth Annual Report on the State of Workplace Empathy describes how the pandemic has impacted on employees’ personal lives, the labor market, and the economy, and states that “we are living through a renegotiation of the social contract between employees and employers”.

Their data shows that amid the return to the office, fewer employees view their organizations as empathetic, and that workplace empathy has clear implications for employee well-being, talent retention, business results, and increases people-power:

  • About 70% of employees and HR professionals believe that empathetic organizations drive higher employee motivation.
  • While 94% of employees value flexible work hours as empathetic, the option is only offered in 38% of organizations.
  • 92% of CEOs say their response to returning to in-person work is satisfactory, compared to 78% of employees.
  • 82% of employees say their managers are empathetic, compared to 69% who say the same about their organization’s chief executive.

Yet, there seems to be a true lack of understanding, especially in the corporate sector, of what it means to be empathetic, and a shortage of time and energy to develop the mindsets, behaviors, and skills to practice it and make it a habit.

It is also a fundamental way of being to increase our connectedness and building peoples-power.

Make a Fundamental Choice to Increase our Connectedness

Even though each person is a distinct physical being, we are all connected to each other and to nature, not only through our language but also by having a deeper sense of being.

Human connectedness is a powerful human need that occurs when an individual is aware and actively engaged with another person, activity, object or environment, group, team, organization, or natural environment.

It results in a sense of well-being.

The concept is applied in psychology as a sensation or perception where a person does not operate as a single entity – we are all formed together to make another, individual unit, which is often described as wholeness.

Which is especially important for our well-being and people power in the face of the challenges of the fourth industrial revolution.

Strategies for Developing Quality Connections

  • Be grounded, mindful and conscious

Being grounded and mindful enables people to become fully present to both themselves and to others. It is a generous gift to unconditionally bestow on others. Especially at this moment in time, where the pandemic-induced social isolation, has caused many people to become unconsciously and unintentionally self-absorbed.

There is an opening to become aware of, and to cultivate our attending and observing skillsets, to sense and see the signals people are sending, at the moment they are sending them. To help people identify the source of their issues to re-establish a sense of influence and control that reduces their autonomic nervous system reactions and help them restore their calmness.

This is the basis to increase our connectedness, by attuning and becoming empathetic as to what thoughts and feelings lay behind their behaviours and actions, with detachment, allowing and acceptance.

  • Be open-hearted and open-minded 

Being curious about what others are feeling and thinking, without evaluating, judging, and opposing what they are saying. By knowing how to listen deeply for openings and doorways that allow possibilities and opportunities to emerge, to generate great questions that clarify and confirm what is being both said and unsaid.

To support people by creating a safe and collective holding space, that reduces their automatic unconscious defensive responses.  To defuse situations by being empathic and humble and increase our connectedness by asking how you might help or support them, and gaining their permission and trust to do so.

Increase our connectedness through being vulnerable in offering options so they make the best choice for themselves, to reduce their dependence, help them identify and activate their circles of influence and control and sustain their autonomy.

  • Help people regenerate

Now is the moment in time to focus on building workforce capabilities and shifting mindsets for generating a successful culture or digital transformation initiative by harnessing, igniting, and mobilizing people’s motivation and collective intelligence and building people power.

It is crucial to acknowledge and leverage the impact of technology through increasing people-power by developing new mindsets, behaviors, skills, and new roles, which are already emerging as fast as other roles change.

Be willing to invest in the deep learning challenges that build people’s readiness and receptivity to change, so they can embrace rather than resist it, and be willing to unlearn, and relearn, differently, by collaborating with other people, leaders, teams, and organizations across the world.

Ultimately, it all depends on being daring and willing to increase our connectedness, through adapting, innovating, and collectively co-creating strategies, systems, structures that serve the common good, and contribute to the well-being of people, deliver profits and nurture a sustainable planet.

Find out more about our work at ImagineNation™

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, February 7, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and increase people-power, upskill people and teams and develop their future fitness, within your unique context. Find out more about our products and tools.

This is the final in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world.

You can also check out the recording of our 45-minute masterclass, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future! Find out more.

Image credit: Pixabay

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Top 10 Human-Centered Change & Innovation Articles of October 2022

Top 10 Human-Centered Change & Innovation Articles of October 2022Drum 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 October’s ten most popular innovation posts:

  1. Bridging the Gap Between Strategy and Reality — by Braden Kelley
  2. How Do You Judge Innovation: Guilty or Innocent? — by Robyn Bolton
  3. Scaling New Heights – Building Resilience — by Teresa Spangler
  4. What Great Transformational Leaders Learn from Their Failures — by Greg Satell
  5. Your Brand Isn’t the Problem — by Mike Shipulski
  6. What’s Next – Through the Looking Glass — by Braden Kelley
  7. Don’t Blame Quiet Quitting for a Broken Business Strategy — by Soren Kaplan
  8. The Ways Inflection Points Define Our Future — by Greg Satell
  9. How to Use TikTok for Marketing Your Business — by Shep Hyken
  10. Making Innovation the Way We Do Business (easy as ABC) — by Robyn Bolton

BONUS – Here are five more strong articles published in September 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 two years:

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Reset and Reconnect to Transform your World

Reset and Reconnect to Transform your World

GUEST POST from Janet Sernack

Our blog, Reset and Reconnect in a Chaotic World was the first in a series of three, on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world. In this blog, we described how we have opportunities, to focus on being kinder to both ourselves and to others we interact with. To help us shift our mental states to transition effectively through the shock and pain of the pandemic, and rehabilitate in ways that transform our worlds.

We also outlined the range of key reasons as to why it is critical to take personal responsibility for understanding, helping, and supporting those we depend upon, and who depend upon us, to respond in ways that are respectful and compassionate, creative and courageous.

That enables and empowers people to recover and rehabilitate from the shock and pain they are experiencing from their elevated levels of stress, discomfort, and anxiety, occurring in our relentlessly uncertain and chaotic environments, through allowing, accepting, and acknowledging where people are at – and that it’s OK to not be OK!

Neither a time to panic nor languish

Right now, it is neither a time to panic, stall nor to languish in the face of change fatigue and mental lethargy.

It is a time to shift from making binary (either/or) judgements towards making linear (both/and) judgements to re-think and create a mental state, that is open and receptive to emerging possibilities and embraces change in ways that are fair and inclusive.

To transform your world through:

  • Choosing a range of constructive and positive responses to the rising levels of global economic, civic, and social uncertainty and unrest in our own local environments.
  • Generously and kindly demonstrating care, respect, and appreciation for the value everyone brings, and by being collaborative, appreciative, helpful, and supportive.
  • Being unconditionally willing to take the “sacred pause” that allows ourselves, teams, organizations, and to reconnect and reset, through intentionally using constraints and developing a mental state that supports them to become adaptive, creative, inventive, and innovative.

Transforming your world involves co-creating a deeper sense of belonging and a more optimistic outlook, to enhance our collective intelligence toward discovering and navigating new ways of thriving, flourishing, and flowing in the face of ongoing disruption.

Integrating and balancing chaos and rigidity

Dr. Dan Siegal, in Mindsight, applies the emerging principles of interpersonal neurobiology to promote compassion, kindness, resilience, and well-being in our personal lives, our relationships, and our communities.

In our global coaching practice at ImagineNation™ we have observed that many of our clients are experiencing mental states that embody varying levels of discord, dissonance, and dis-order, which are deeply unconscious and are impacting them neurologically.

Dr. Dan Siegal states:

“At the heart of both interpersonal neurobiology and the mindsight approach is the concept of ‘integration’ which entails the linkage of different aspects of a system – whether they exist within a single person or a collection of individuals. Integration is seen as the essential mechanism of health as it promotes a flexible and adaptive way of being that is filled with vitality and creativity.

The ultimate outcome of integration is harmony. The absence of integration leads to chaos and rigidity—a finding that enables us to re-envision our understanding of mental disorders and how we can work together in the fields of mental health, education, and other disciplines, to create a healthier, more integrated world.”

We have seen a vast range of evidence of peoples’ internal and external, mental chaos, and self-imposed internal rigidity in many of our clients’ coaching sessions.

Knowing that when chaos and rigidity are prolonged – it creates unproductive or dysfunctional mental states and inflexible thought processing.

This makes people non-adaptive and mostly inflexible because their natural well-being is impaired (dis-order).

Our approach is to partner with clients to co-create a relationship, that supports and helps facilitate a set of more integrated mental states. This entails each person’s being respected for his or her autonomy and differentiated self through deep empathic communication, which creates the space and an opening for shifting mindsets and behaviors, to ultimately pull them towards a new possibility that may transform their world.

Allowing, accepting, and acknowledging

When we allow, accept, acknowledge and support people to recover and rehabilitate from the shock and pain they are experiencing as a result of recent global events and conflicts, including feelings of overwhelm, isolation, loneliness, and disconnection, we can enable them to initiate making these shifts.

According to Gallops Global Emotions 2022 Report – these are considered “negative emotions – the aggregate of the stress, sadness, anger, worry and physical pain that people feel every day” and have reached a new record in the history of their tracking.

Jon Clifton, CEO of Gallop stated in the report that their data reveals that unhappiness has been rising for more than a decade and that the world is also struggling from a silent pandemic – loneliness.

“Gallup finds that 330 million adults go at least two weeks without talking to a single friend or family member. And just because some people have friends, it doesn’t mean they have good friends. One‑fifth of all adults do not have a single person they can count on for help.”

No emotion or mental state is permanent!

It’s time to focus on exploring how to better help ourselves, our clients, people, and teams by paying deep attention and being intentional as to how we might experiment and collaborate, with three key steps, to make these shifts:

  1. Co-create relationships focused on supporting integration, by being respectful and empathic in all communications, to open space of possibility, and pull people towards what creative ideas and breakthroughs might transform their world.
  2. Artfully and masterfully generatively listen, inquire, question, and disagree, to evoke, provoke and create ideas for thinking and acting differently both today and in the future.
  3. Maximize people’s strengths, differences, and diversity, to sense, see and solve problems and be creative and inventive in delivering breakthrough ideas and innovative solutions that add value to the quality of people’s lives, in ways they appreciate and cherish.

Rehabilitate with intention

At the same time, paradoxically, extending options and choices that help them shift and transition through the shock and pain of the past two and half years.

Enabling and empowering people to rehabilitate, with intention rather than regret, adopting a systemic lens through:

  • Creating safe collective holding spaces, that embrace presence, empathy, and compassion.
  • Helping people get grounded, become mindful, and fully present, enables them to make quality connections, rebuild their confidence and recreate a sense of belonging.
  • Enabling, equipping, and empowering people with new mindsets, behaviors, and skills through unlearning, learning, and relearning so they can adapt, grow and be resourceful and resilient in the face of the range of emerging problems, opportunities, and challenges.
  • Amplifying people’s strengths, reinforcing positive emotions, mitigating and reducing the way they filter information to re-ignite their intrinsic motivation and re-engage them in what they can control, what care deeply about value, or need, to survive and thrive.

A decade of both transformation and disruption

As most of us are aware, we are currently experiencing a decade of both transformation and disruption, where chaos and order are constantly polarizing, making it imperative to support, mentor, and coach people to integrate and find their balance.

To help them become more flexible and open to being adaptive, and effectively “dance in dis-equilibrium” between the constant and consistent states of chaos and order.

To enable people to see themselves as the cause in actively unlearning and letting go of old mental models, unresourceful mental states, and thinking patterns, to reimagine and redesign how they work to transform their world and create a more compelling, inclusive, and sustainable future.

Find out more about our work at ImagineNation™

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, February 7, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context. Find out more about our products and tools.

This is the second in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world.

You can also check out the recording of our 45-minute masterclass, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future!

Image credit: Unsplash

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What’s Next – Through the Looking Glass

What's Next - Through the Looking Glass

by Braden Kelley

Humanity is obsessed with the future, and we always want to know what’s next for us.

Sometimes we want to know the future so badly that we stress ourselves out about imagined futures that won’t ever come to pass instead of dealing with what is right in front of us.

Time is Not Linear

Most people think of time in a linear fashion, but this is the wrong way of thinking about it.

It is more helpful instead to think of time as a wave (or as a pulse) emanating from a central point in an outward direction, representing all of the possible futures. Then as the next point in one of those possible futures becomes fixed, then another wave emanates from this new point representing all of the new possible futures. The math of what the future MIGHT look like gets really big, really fast – as you might imagine.

This is what makes predicting the future so difficult.

The number of inputs influencing the next step in your future journey is massive, and the number of potential next steps that are outputs of your next best action is equally massive.

So, while it is important to plan for the future and to develop a point of view on the future you would like to be the result of your actions, it is still just a guess. Making it more important and impactful to look at the near future more often than not.

Recently I came across a video from CableLabs that looks at one potential near future:

We Are Already Living in a Virtual Reality

The first choice the creators faced was augmented reality versus virtual reality, and you’ll see that they chose to highlight augmented reality instead of virtual reality. I think this is the right choice as many people would say we are living in a virtual reality already.

Our eyes and other sensory organs do their best to provide inputs to our brain about the physical reality we live in, but the information is often inaccurate and incomplete. Our brain tries to fill in the gaps, but there is some much we don’t understand about how the reality we live in operates.

The world we live in is already amazing, and there is more value in augmenting our experience of the reality we live within, than there is escaping into another reality that is more clumsy, awkward and lower fidelity than our experience of the virtual reality we live in now.

Our world is changing so fast that it is important for organizations and individuals to not just plan for the next month or the next quarter, but to plan for what we would like the near future to look like and think about the ways in which we would like to, and realistically can, influence it.

FutureHacking™ is Within Our Grasp

But the concepts of futurology and the role of the futurist seem pretty nebulous at best. It is because of this that I’ve begun creating a collection of FutureHacking™ tools to help you.

These tools will be available to license soon, and I’ll be holding virtual, and possibly in-person, workshops to explain how to use these simple tools to identify a range of potential futures, to select a preferred future, and activities to help influence its realization.

I think you’ll really like them, but in the meantime, I invite you to check out the embedded YouTube video and to share your thoughts on how you look at and plan for the future in the comments below.

Finally, make sure you’re subscribed to our newsletter to get our weekly collection of articles, along with updates on the forthcoming FutureHacking™ set of tools.

Keep innovating!

To read more about what scientists say we get wrong about time, check out this BBC article

Image Credit: Pixabay

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The Ways Inflection Points Define Our Future

The Ways Inflection Points Define Our Future

GUEST POST from Greg Satell

Humans tend to think in a linear fashion. If something is growing, we expect it to keep growing. If it is decreasing, we expect it to continue to decrease. We are natural trend watchers and instinctively look for patterns. Yet it is often the discontinuities, rather than the continuities, that have the biggest impact.

The mathematician Benoit Mandelbrot referred to this cycle of continuity punctuated by discontinuity as “Noah effects and Joseph effects.” Joseph effects, as in the biblical story, support long periods of continuity. Noah effects, on the other hand, are like a big storm creating a massive flood of discontinuity, washing away the previous order.

Throughout history, inflection points have defined the future. Business models, built on top of Joseph effects, are disrupted by Noah effects, creating new opportunities for those who are able to identify and adapt. Today, we’re in the midst of a series of inflection points in what was already a time of enormous flux. We can’t predict the future but we can prepare for it.

1920s: A Second Industrial Revolution

By 1920, electricity was already nearly a 40-year old technology. In 1882, just three years after he had almost literally shocked the world with his revolutionary electric light bulb, Thomas Edison opened his Pearl Street Station, the first commercial electrical distribution plant in the United States. By 1884 it was already servicing over 500 homes.

Yet although electricity and electric lighting were already widespread in 1919, they didn’t have a measurable effect on productivity and a paper by the economist Paul David helps explain why. It took time for manufacturers to adapt their factories to electricity and learn to design workflow to leverage the flexibility that the new technology offered. It was the improved workflow, more than the technology itself, that drove productivity forward.

Automobiles saw a similar evolution. It took time for infrastructure, such as roads and gas stations, to be built. Improved logistics reshaped supply chains and factories moved from cities in the north — close to customers — to small towns in the south, where labor and land were cheaper. That improved the economics of manufacturing further.

It was the confluence of electricity and internal combustion, along with the secondary innovations they spawned, that led to mass manufacturing and mass marketing. Enterprises scaled up into huge bureaucracies exemplified by the organization Alfred Sloan built at General Motors. Firms were designed to move large numbers of men and materiel efficiently. Information flowed up, orders went down and your rank determined your responsibility.

1990s – Globalization and Digitization

In November 1989, there were two watershed events that would change the course of world history. The fall of the Berlin Wall would end the Cold War and open up markets across the world. That very same month, Tim Berners-Lee would create the World Wide Web and usher in a new technological era of networked computing.

Much like in the 1920s, these forces had been building for some time. Commercial computers had been around since the 1950s and global trade as a percentage of GDP began to sharply increase in the 1970s. Yet 1989 marked an inflection point and the world would never be the same after that.

The combined forces of globalization and digitization favored the quick and agile over the large and powerful. Rather than spending months or years to develop products, startup firms could rapidly prototype and iterate their way to launching a product in months or weeks. So called “unicorns”, startup companies valued at over a billion dollars, began to emerge and disrupt incumbent industry giants.

Perhaps the biggest shift of the globalized, digital world was from hierarchies to networks. While in the industrial era strategy was focused on linear value chains and the sum of all efficiencies, in the networked world strategy increasingly focused on the sum of all connections. A leader’s role was no longer simply to plan and direct action, but to inspire and empower belief.

Yet much like technologies that came of age in the 1920s, the second and third order effects of globalization and digitization were very different than anyone had predicted. Instead of the triumph of democracy we got a rise in authoritarian populism. Instead of a new era of prosperity, we got stagnant wages, reduced productivity growth and weaker competitive markets.

2020s – A New Era of Innovation

Today, as Moore’s law nears its theoretical limits, the digital revolution is coming to a close and we’re about to embark on a new era of innovation. Much like in the 1920s and the 1990s, the future is likely to surprise us, but the rough outlines of new inflection points are already beginning to take shape.

The first is in energy. The World Economic Forum reports that wind and solar now produce energy cheaper than coal and gas in North America. In fact, in some sunny parts of the world, solar costs less than half as much as coal. Costs for energy storage are still too high, but here too there is significant progress and we’re likely to see a scaled solution within a decade.

Another is the rise of synthetic biology. Driven by new technologies such as CRISPR, we’re beginning to go beyond merely reading genomes and starting to write them. Andrew Hessel, CEO of Humane Genomics, told me that we’re nearing the point that the value of a genome exceeds the cost to produce one. That will unleash a new wave of biologically driven business models. A similar revolution is underway in materials science.

Over the next decade we will also see the emergence of post-digital computing architectures such as quantum and neuromorphic computing, which are potentially thousands, if not millions of times more powerful than today’s technology. Although we don’t expect much of an impact from either of these for at least a decade, they will accelerate advancements in biology, materials and artificial intelligence.

Clearly these new technologies will open up new possibilities, but right now it’s impossible to see beyond first order effects. Nobody looked at a light bulb and saw household appliances empowering women to enter the workplace, or looked at a Model T and saw suburbs and the transformation of retail, or came across an IBM mainframe and said, “Gee, this thing will put journalists out of work one day.”

Preparing For the Future

Six years ago, I wrote how 2020 was shaping up to be a pivotal year. Boy, I had no idea! In addition. In addition to the convergence of longstanding trends in technology, energy and transportation, Covid-19 and the resurgence of the Black Lives Matter movement burst onto the global consciousness.

Two things stick out about these new inflection points. First, they were not only predictable, but were, in fact, predicted by a number of people. Second, both will accelerate already existing trends. Covid-19 has shifted digital transformation and synthetic biology into high gear. Black Lives Matter will likely expedite the shift in political power from Boomers to Millennials.

We can think of various scenarios that can play out. Covid may catalyze nascent trends, such as telemedicine and genomic medicine to greatly improve healthcare in the US. Black Lives Matter may cause a shift in hiring patterns that may help to accelerate productivity. On the other hand, the tensions both inflection points create may exacerbate underlying divisions and make things worse.

Those are just two possible scenarios. There are many more, each of which will create their sets of Noah and Joseph effects and then combine secondary and tertiary changes in ways that are unknowable today. What we can do, however, is explore new possibilities and prepare for them. The most important inflection points are often the ones that we create ourselves through the choices we make. No future is inevitable.

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

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Your Next Best Action is Up to You

Your Next Best Action is Up to You

GUEST POST from Mike Shipulski

If you don’t know why you’re doing what you’re doing, you can try to remember why you started the whole thing or you can do something else. Either can remedy things, but how do you choose between them? If you’ve forgotten your “why”, maybe it’s worth forgetting or maybe something else temporarily came up that pushed your still-important why underground for a short time. If it’s worth forgetting, maybe it’s time for something else. And if it’s worth remembering, maybe it’s time to double down. Only you can choose.

If you still remember why you’re doing what you’re doing, you can ask yourself if your why is still worth its salt or if something changed, either inside you or in your circumstances, that has twisted your why to something beyond salvage. If your why is still as salty as ever, maybe it’s right to stay the course. But if it’s still as salty as ever but you now think it’s distasteful, maybe it’s time for a change.

When you do what you did last time, are you more efficient or more dissatisfied, or both? And if you imagine yourself doing it again, do you look forward to more efficiency or predict more dissatisfaction? These questions can help you decide whether to keep things as they are or change them.

What have you learned over the last year? Whether your list is long or if it’s short, it’s a good barometer to inform your next chapter.

What new skills have you mastered over the last year? Is the list long or short? If you don’t want to grow your mastery, keep things as they are.

Do the people you work with inspire you or bring you down? Are you energized or depleted by them? If you’re into depletion, there’s no need to change anything.

Do you have more autonomy than last year? And how do you feel about that? Let your answers guide your future.

What is the purpose behind what you do? Is it aligned with your internal compass? These two questions can bring clarity.

You’re the only one who can ask yourself these questions; you’re the only one who can decide if you like the answers; and you’re the only one who is responsible for what you do next. What you do next is up to you.

Fork in the road” by Kai Hendry is licensed under CC BY 2.0.

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Reset and Reconnect in a Chaotic World

Reset and Reconnect in a Chaotic World

GUEST POST from Janet Sernack

Meeting face to face, for a lovely lunch recently, with a coaching colleague, we were both shocked to discover how stressed and anxious we were feeling about being asked to deliver live workshops and face-to-face coaching to clients once again.

We shared how emotionally, mentally, and physically overwhelmed we felt, despite having decades of knowledge, experience, and skills in being able to deliver deep learning programs and face-to-face coaching sessions, about doing live gigs again! We also agreed, that despite the range of largely effective emotionally intelligent coping strategies we developed to help ourselves and our clients self-regulate, self-manage, to better adapt to the pandemic-imposed work-from-home restrictions that the past two and half years of working, alone, and in isolation, online, had taken its toll.

We acknowledged and accepted that we along with many of our clients were all suffering from elevated levels of stress, discomfort, and anxiety. We then agreed that it was time to focus on exploring how to better help ourselves and our clients reconnect and reset by enabling them to create states of well-being, emotional agility, and mental fitness, where they can feel good, can function well, and be effective and innovative in an increasingly chaotic world.

To seek new ways of enabling ourselves and our clients to deal effectively with a range of unresourceful feelings including helplessness, powerlessness, and fearfulness about an uncertain future. 

We noticed that these feelings often caused many of our clients to contract and freeze, and become immobilised as a result of what we describe as a “bubble” of self-induced silo-based behaviours. That often evolved into extreme self-centeredness, and unconscious selfishness, which ultimately increased their feelings of isolation and loneliness, and lack of belonging, resulting in defensive and avoidant behaviours, in what is becoming an increasingly chaotic world.

How are these ways of being and acting impacting organisations?

Partnering in a wide range of online global coaching sessions, we noticed that a number of common trends emerged as to how our client’s teams and organisations, are being impacted at the cultural level:

  • Immobilization – many people are unable to self-manage their work from home workloads and are quietly burning out, through being overly task-focused and busy, whilst others are preferring to work autonomously, and not waste hours commuting.
  • Lacking safety and trust – many organisations are freezing all of their change initiatives, learning programs, and projects, causing people to fear loss and overall job insecurity, where many people are contracting more deeply within their “bubbles” and become even more distrustful of leadership and even more passively defensive and avoidant.
  • Lacking clarity and foresight – many organisations have slipped into being so reactive, focussing only on delivering short-term results, and are not communicating a clear strategy for leading the way forwards.

Resulting in:

  • Increased resistance to change and going back to the office adds to people’s inertia, and to their sense of disconnection and lack of belonging.
  • Increased risk adversity and conventional (cost cutting), tactical and short-term focus, inhibits any investment in Research and Development or the skills development required in developing and executing a future innovation strategy.
  • People have become even more fearful of failure, and are not stretching themselves to adapt, grow, learn and innovate with disruption, and often choosing to merely change jobs, in a competitive job marketplace, driven by scarcity, as a perceived short term solution.

A unique moment in time

This has created an opportunity, in this unique moment in time, to focus on being kinder to ourselves and to others by helping and supporting each other, respectfully and compassionately, creatively and courageously, to reconnect and reset. Despite rising levels of economic, civic, and social uncertainty and unrest.

What made sense yesterday may not make so much sense today.

Many of the mental models we applied yesterday may not be relevant for tomorrow because corporate culture, civic and social structures have drastically changed and digitalization has become commonplace, noting that we are shifting from a VUCA to BANI world where:

  • Brittle has replaced Volatility.
  • Anxiety reflects Uncertainty.
  • Non-linearity is an addition to Complexity.
  • Incomprehensibility is ultimately the consequence of our non-linear world and goes one step further than Ambiguity.

Paradoxically, this has created new openings to genuinely explore and discover new thresholds to adapt, generate new mindsets, develop skill sets, and power up our toolkits to keep pace with the effects of the emerging BANI world and capture complex systems by asking a  key generative or catalytic question:

How might you support and enable others to think and act differently in such a world, where old patterns seem to crumble while new ideas and systems still need to be created, invented, innovated, and established?

As the world of work changes, so does the need for everyone to consider how to be more open-hearted, minded, and willed with one another.

A final word from Gallop CEO Jon Preston in the Gallop Global Emotions Report:

“All over the world, people are trying to understand the rise of violence, hatred, and increased radicalization. They will continue to argue over what the best policy responses should be and what role social media plays in fueling negative emotions.

However, policymakers must understand why so many more people are experiencing unprecedented negative emotions and focus on the drivers of a great life.

Our shared humanity and wellbeing depend on it”.

When we generously and kindly demonstrate care, respect, and appreciation for the value everyone brings, we can also demonstrate helpfulness and support, through our unconditional willingness to reconnect and reset.

Resulting in an ability to co-create a better sense of belonging and a more optimistic outlook, through enhancing our emotional intelligence.  To effectively self-regulation and self-manage the superpowers and strategies required to thrive, flourish and flow, and make transformational changes in the face of relentless uncertainty, disruption, and a chaotic world.

This is the first in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world. You can also register for our free 45-minute masterclass on Thursday, 25th August, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future! Find out more.

Image credit: Pixabay

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The Phoenix Checklist – Strategies for Innovation and Regeneration

The Phoenix Checklist - Strategies for Innovation and Regeneration

GUEST POST from Teresa Spangler

The general who wins the battle makes many calculations in his temple before the battle is fought.”   Sun Tzu

As reference I love using Michael Michalko book, Thinkertoys. It’s been on my shelf since first released in the 1991, especially in the most challenging times. This book has gotten me and my businesses through 2 gulf wars, 9/11/01 economic aftermath, 2008/9 deep recession and even good times where innovation felt no need.

In chapter 14, Phoenix, he shares the CIA’s checklist for dissecting and solving critical problems. BUT don’t just use this for tackling a problem, use it to help you design new business models, new revenue models, innovating a new product… the checklist applies to scenario planning and breaking down opportunities into manageable strategies to execute new ideas, processes and products.

It’s a strategy used and touted by experts over and over again and it works: The Phoenix Checklist Strategy. Challenging your own assumptions every minute of the day is not a bad thing right now. Putting a framework around how best to challenge your team and build stronger more reliable assumptions and plans is a great idea. I am sure there are strategies already at play and that too is a great thing. What more could be done today that you are not already doing? Maybe this is a great basis for the first question you want to answer using the Central Intelligence Agency’s (CIA) trusted Phoenix checklist.

Below is the Phoenix Checklist but broken down in the way we at Plazabridge Group use the tool for innovating new ideas and solving critical issues for our clients.

>Start here: Can you imagine the result if you solve the problem?

Illusion licensed from iStock by PlazaBridge GroupGet those creative juices flowing.

What do you see?

What’s the first thing you see?

What’s the 2nd thing you see?

I. Define the problem– The first stage is to tackle the checklist.

Below are the Typical questions we ask and may have answers for… but go deeper!

  • Why is it necessary to solve the problem?
  • What benefits do you get by solving the problem?
  • What are the unknown factors?
  • Have you encountered this problem before?
  • What data do we have to help us dissect the problem down into smaller pieces?

We often fail to go deeper into defining the challenges to be solved or opportunities to create Go deeper questions:

  • What are you not yet understanding?
  • What information do you have?
  • What is not the problem?
  • Is the information you have sufficient? Insufficient? Superfluous? Contradictory?
  • Can you describe the problem in a chart?
  • Where is the limit for the problem?
  • Can you distinguish the different parts of the problem? Can you write them down? What are the relationships between the different parts of the problem? What is common to the different problem areas?

Then go even deeper exploration:

  • Have you seen this problem in a slightly different form? Do you know a related issue?
  • Try to think of a familiar problem with the same or similar unknown factors.
  • Suppose you find a problem similar to yours that has already been resolved. Can you use it? Can you use the same method?
  • Can you reformulate your problem? How many different ways can you reformulate it? More generally? More specifically? Can the rules change?
  • What are the best, worst and most likely outcomes you can imagine?

Designing the plan checklist:

Our team starts here cutting through most challenges or designing new opportunities we want to tackle.

What will solving this problem do for our company? Answer this question daily for two weeks. See what happens. It’s magical really!   Define, Write, chart, and visualize every step of the way. Assign roles to each member of the team to tackle component outcomes of the exploration.

  • How will you solve the whole problem? Can you break the problem down?
  • How much of the unknown can you influence?
  • Can you deduce something useful from the information you have?
  • Have you used all available information?
  • Have you taken into account all the essential factors in the problem?
  • Can you identify the steps in the problem-solving process? Can you determine the accuracy of each step?
    • Draw these out –
    • Then redraw them
    • And again
  • What creative techniques can you use to generate ideas? How many different techniques?
    • After exploring creative techniques go back to the previous bullet point and draw out the steps again.
    • Then again
    • And yes ONE MORE MAGICAL time

Imagine again the results in the perfect world! What would the results be, look like, feel to everyone in the company, to you and to your customers?

  • Can you imagine the result? How many different types of results can imagine?
  • How many different ways can you try to solve the problem?
  • What have others done?
  • Can you intuitively see the solution? Can you check the result?
  • What should be done? How should it be done?
  • Where, when and by whom should it be done?
  • What do you need to do right now?
  • Who will be responsible for what?

Now what? Can you do more with the plan?

  • Can you use this problem to resolve any other issues?
  • What are the unique qualities that make this problem what it is and nothing else?
  • Which milestones can best highlight your progress?
  • How do you know when you are successful?

This last point is so very important and often left out of processes. There are stages of success. Success doesn’t happen all at once so how will you create your timeline to give any new plan a chance to succeed? Better yet, how will you know if you are not succeeding? The plan was well thought out, a lot of time was invested and possibly a lot of money! Don’t give up but in your scenario planning do know what you are watching for to say, how and where shall we adjust along the way and constantly question how to improve the plan. Give it long enough, give it a fighting chance, put your top minds in the company on these challenges and opportunities.

Create your opportunity team of diverse thinkers! They are your innovators.

Create your action team! They are your executors!

Now you are ready for the next challenge or opportunity. Start at the top and repeat.

Original Article

Image credits: iStockPhoto (purchased by the author)

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How will humans change in the next 10,000 years?

Future evolution: from looks to brains and personality

GUEST POST from Nicholas R. Longrich, University of Bath

READER QUESTION: If humans don’t die out in a climate apocalypse or asteroid impact in the next 10,000 years, are we likely to evolve further into a more advanced species than what we are at the moment? Harry Bonas, 57, Nigeria

Humanity is the unlikely result of 4 billion years of evolution.

From self-replicating molecules in Archean seas, to eyeless fish in the Cambrian deep, to mammals scurrying from dinosaurs in the dark, and then, finally, improbably, ourselves – evolution shaped us.

Organisms reproduced imperfectly. Mistakes made when copying genes sometimes made them better fit to their environments, so those genes tended to get passed on. More reproduction followed, and more mistakes, the process repeating over billions of generations. Finally, Homo sapiens appeared. But we aren’t the end of that story. Evolution won’t stop with us, and we might even be evolving faster than ever.


This article is part of Life’s Big Questions

The Conversation’s new series, co-published with BBC Future, seeks to answer our readers’ nagging questions about life, love, death and the universe. We work with professional researchers who have dedicated their lives to uncovering new perspectives on the questions that shape our lives.


It’s hard to predict the future. The world will probably change in ways we can’t imagine. But we can make educated guesses. Paradoxically, the best way to predict the future is probably looking back at the past, and assuming past trends will continue going forward. This suggests some surprising things about our future.

We will likely live longer and become taller, as well as more lightly built. We’ll probably be less aggressive and more agreeable, but have smaller brains. A bit like a golden retriever, we’ll be friendly and jolly, but maybe not that interesting. At least, that’s one possible future. But to understand why I think that’s likely, we need to look at biology.

The end of natural selection?

Some scientists have argued that civilisation’s rise ended natural selection. It’s true that selective pressures that dominated in the past – predators, famine, plague, warfare – have mostly disappeared.

Starvation and famine were largely ended by high-yield crops, fertilisers and family planning. Violence and war are less common than ever, despite modern militaries with nuclear weapons, or maybe because of them. The lions, wolves and sabertoothed cats that hunted us in the dark are endangered or extinct. Plagues that killed millions – smallpox, Black Death, cholera – were tamed by vaccines, antibiotics, clean water.

But evolution didn’t stop; other things just drive it now. Evolution isn’t so much about survival of the fittest as reproduction of the fittest. Even if nature is less likely to murder us, we still need to find partners and raise children, so sexual selection now plays a bigger role in our evolution.

And if nature doesn’t control our evolution anymore, the unnatural environment we’ve created – culture, technology, cities – produces new selective pressures very unlike those we faced in the ice age. We’re poorly adapted to this modern world; it follows that we’ll have to adapt.

And that process has already started. As our diets changed to include grains and dairy, we evolved genes to help us digest starch and milk. When dense cities created conditions for disease to spread, mutations for disease resistance spread too. And for some reason, our brains have got smaller. Unnatural environments create unnatural selection.

To predict where this goes, we’ll look at our prehistory, studying trends over the past 6 million years of evolution. Some trends will continue, especially those that emerged in the past 10,000 years, after agriculture and civilisation were invented.

We’re also facing new selective pressures, such as reduced mortality. Studying the past doesn’t help here, but we can see how other species responded to similar pressures. Evolution in domestic animals may be especially relevant – arguably we’re becoming a kind of domesticated ape, but curiously, one domesticated by ourselves.

I’ll use this approach to make some predictions, if not always with high confidence. That is, I’ll speculate.

Lifespan

Humans will almost certainly evolve to live longer – much longer. Life cycles evolve in response to mortality rates, how likely predators and other threats are to kill you. When mortality rates are high, animals must reproduce young, or might not reproduce at all. There’s also no advantage to evolving mutations that prevent ageing or cancer – you won’t live long enough to use them.

When mortality rates are low, the opposite is true. It’s better to take your time reaching sexual maturity. It’s also useful to have adaptations that extend lifespan, and fertility, giving you more time to reproduce. That’s why animals with few predators – animals that live on islands or in the deep ocean, or are simply big – evolve longer lifespans. Greenland sharks, Galapagos tortoises and bowhead whales mature late, and can live for centuries.

Even before civilisation, people were unique among apes in having low mortality and long lives. Hunter-gatherers armed with spears and bows could defend against predators; food sharing prevented starvation. So we evolved delayed sexual maturity, and long lifespans – up to 70 years.

Still, child mortality was high – approaching 50% or more by age 15. Average life expectancy was just 35 years. Even after the rise of civilisation, child mortality stayed high until the 19th century, while life expectancy went down – to 30 years – due to plagues and famines.

Then, in the past two centuries, better nutrition, medicine and hygiene reduced youth mortality to under 1% in most developed nations. Life expectancy soared to 70 years worldwide , and 80 in developed countries. These increases are due to improved health, not evolution – but they set the stage for evolution to extend our lifespan.

Now, there’s little need to reproduce early. If anything, the years of training needed to be a doctor, CEO, or carpenter incentivise putting it off. And since our life expectancy has doubled, adaptations to prolong lifespan and child-bearing years are now advantageous. Given that more and more people live to 100 or even 110 yearsthe record being 122 years – there’s reason to think our genes could evolve until the average person routinely lives 100 years or even more.

Size, and strength

Animals often evolve larger size over time; it’s a trend seen in tyrannosaurs, whales, horses and primates – including hominins.

Early hominins like Australopithecus afarensis and Homo habilis were small, four to five feet (120cm-150cm) tall. Later hominins – Homo erectus, Neanderthals, Homo sapiens – grew taller. We’ve continued to gain height in historic times, partly driven by improved nutrition, but genes seem to be evolving too.

Why we got big is unclear. In part, mortality may drive size evolution; growth takes time, so longer lives mean more time to grow. But human females also prefer tall males. So both lower mortality and sexual preferences will likely cause humans to get taller. Today, the tallest people in the world are in Europe, led by the Netherlands. Here, men average 183cm (6ft); women 170cm (5ft 6in). Someday, most people might be that tall, or taller.

As we’ve grown taller, we’ve become more gracile. Over the past 2 million years, our skeletons became more lightly built as we relied less on brute force, and more on tools and weapons. As farming forced us to settle down, our lives became more sedentary, so our bone density decreased. As we spend more time behind desks, keyboards and steering wheels, these trends will likely continue.

Humans have also reduced our muscles compared to other apes, especially in our upper bodies. That will probably continue. Our ancestors had to slaughter antelopes and dig roots; later they tilled and reaped in the fields. Modern jobs increasingly require working with people, words and code – they take brains, not muscle. Even for manual laborers – farmers, fisherman, lumberjacks – machinery such as tractors, hydraulics and chainsaws now shoulder a lot of the work. As physical strength becomes less necessary, our muscles will keep shrinking.

Our jaws and teeth also got smaller. Early, plant-eating hominins had huge molars and mandibles for grinding fibrous vegetables. As we shifted to meat, then started cooking food, jaws and teeth shrank. Modern processed food – chicken nuggets, Big Macs, cookie dough ice cream – needs even less chewing, so jaws will keep shrinking, and we’ll likely lose our wisdom teeth.

Beauty

After people left Africa 100,000 years ago, humanity’s far-flung tribes became isolated by deserts, oceans, mountains, glaciers and sheer distance. In various parts of the world, different selective pressures – different climates, lifestyles and beauty standards – caused our appearance to evolve in different ways. Tribes evolved distinctive skin colour, eyes, hair and facial features.

With civilisation’s rise and new technologies, these populations were linked again. Wars of conquest, empire building, colonisation and trade – including trade of other humans – all shifted populations, which interbred. Today, road, rail and aircraft link us too. Bushmen would walk 40 miles to find a partner; we’ll go 4,000 miles. We’re increasingly one, worldwide population – freely mixing. That will create a world of hybrids – light brown skinned, dark-haired, Afro-Euro-Australo-Americo-Asians, their skin colour and facial features tending toward a global average.

Sexual selection will further accelerate the evolution of our appearance. With most forms of natural selection no longer operating, mate choice will play a larger role. Humans might become more attractive, but more uniform in appearance. Globalised media may also create more uniform standards of beauty, pushing all humans towards a single ideal. Sex differences, however, could be exaggerated if the ideal is masculine-looking men and feminine-looking women.

Intelligence and personality

Last, our brains and minds, our most distinctively human feature, will evolve, perhaps dramatically. Over the past 6 million years, hominin brain size roughly tripled, suggesting selection for big brains driven by tool use, complex societies and language. It might seem inevitable that this trend will continue, but it probably won’t.

Instead, our brains are getting smaller. In Europe, brain size peaked 10,000—20,000 years ago, just before we invented farming. Then, brains got smaller. Modern humans have brains smaller than our ancient predecessors, or even medieval people. It’s unclear why.

It could be that fat and protein were scarce once we shifted to farming, making it more costly to grow and maintain large brains. Brains are also energetically expensive – they burn around 20% of our daily calories. In agricultural societies with frequent famine, a big brain might be a liability.

Maybe hunter-gatherer life was demanding in ways farming isn’t. In civilisation, you don’t need to outwit lions and antelopes, or memorise every fruit tree and watering hole within 1,000 square miles. Making and using bows and spears also requires fine motor control, coordination, the ability to track animals and trajectories — maybe the parts of our brains used for those things got smaller when we stopped hunting.

Or maybe living in a large society of specialists demands less brainpower than living in a tribe of generalists. Stone-age people mastered many skills – hunting, tracking, foraging for plants, making herbal medicines and poisons, crafting tools, waging war, making music and magic. Modern humans perform fewer, more specialised roles as part of vast social networks, exploiting division of labour. In a civilisation, we specialise on a trade, then rely on others for everything else.

That being said, brain size isn’t everything: elephants and orcas have bigger brains than us, and Einstein’s brain was smaller than average. Neanderthals had brains comparable to ours, but more of the brain was devoted to sight and control of the body, suggesting less capacity for things like language and tool use. So how much the loss of brain mass affects overall intelligence is unclear. Maybe we lost certain abilities, while enhancing others that are more relevant to modern life. It’s possible that we’ve maintained processing power by having fewer, smaller neurons. Still, I worry about what that missing 10% of my grey matter did.

Curiously, domestic animals also evolved smaller brains. Sheep lost 24% of their brain mass after domestication; for cows, it’s 26%; dogs, 30%. This raises an unsettling possibility. Maybe being more willing to passively go with the flow (perhaps even thinking less), like a domesticated animal, has been bred into us, like it was for them.

Our personalities must be evolving too. Hunter-gatherers’ lives required aggression. They hunted large mammals, killed over partners and warred with neighbouring tribes. We get meat from a store, and turn to police and courts to settle disputes. If war hasn’t disappeared, it now accounts for fewer deaths, relative to population, than at any time in history. Aggression, now a maladaptive trait, could be bred out.

Changing social patterns will also change personalities. Humans live in much larger groups than other apes, forming tribes of around 1,000 in hunter-gatherers. But in today’s world people living in vast cities of millions. In the past, our relationships were necessarily few, and often lifelong. Now we inhabit seas of people, moving often for work, and in the process forming thousands of relationships, many fleeting and, increasingly, virtual. This world will push us to become more outgoing, open and tolerant. Yet navigating such vast social networks may also require we become more willing to adapt ourselves to them – to be more conformist.

Not everyone is psychologically well-adapted to this existence. Our instincts, desires and fears are largely those of stone-age ancestors, who found meaning in hunting and foraging for their families, warring with their neighbours and praying to ancestor-spirits in the dark. Modern society meets our material needs well, but is less able to meet the psychological needs of our primitive caveman brains.

Perhaps because of this, increasing numbers of people suffer from psychological issues such as loneliness, anxiety and depression. Many turn to alcohol and other substances to cope. Selection against vulnerability to these conditions might improve our mental health, and make us happier as a species. But that could come at a price. Many great geniuses had their demons; leaders like Abraham Lincoln and Winston Churchill fought with depression, as did scientists such as Isaac Newton and Charles Darwin, and artists like Herman Melville and Emily Dickinson. Some, like Virginia Woolf, Vincent Van Gogh and Kurt Cobain, took their own lives. Others – Billy Holliday, Jimi Hendrix and Jack Kerouac – were destroyed by substance abuse.

A disturbing thought is that troubled minds will be removed from the gene pool – but potentially at the cost of eliminating the sort of spark that created visionary leaders, great writers, artists and musicians. Future humans might be better adjusted – but less fun to party with and less likely to launch a scientific revolution — stable, happy and boring.

New species?

There were once nine human species, now it’s just us. But could new human species evolve? For that to happen, we’d need isolated populations subject to distinct selective pressures. Distance no longer isolates us, but reproductive isolation could theoretically be achieved by selective mating. If people were culturally segregated – marrying based on religion, class, caste, or even politics – distinct populations, even species, might evolve.

In The Time Machine, sci-fi novelist H.G. Wells saw a future where class created distinct species. Upper classes evolved into the beautiful but useless Eloi, and the working classes become the ugly, subterranean Morlocks – who revolted and enslaved the Eloi.

In the past, religion and lifestyle have sometimes produced genetically distinct groups, as seen in for example Jewish and Gypsy populations. Today, politics also divides us – could it divide us genetically? Liberals now move to be near other liberals, and conservatives to be near conservatives; many on the left won’t date Trump supporters and vice versa.

Could this create two species, with instinctively different views? Probably not. Still, to the extent culture divides us, it could drive evolution in different ways, in different people. If cultures become more diverse, this could maintain and increase human genetic diversity.

Strange New Possibilities

So far, I’ve mostly taken a historical perspective, looking back. But in some ways, the future might be radically unlike the past. Evolution itself has evolved.

One of the more extreme possibilities is directed evolution, where we actively control our species’ evolution. We already breed ourselves when we choose partners with appearances and personalities we like. For thousands of years, hunter-gatherers arranged marriages, seeking good hunters for their daughters. Even where children chose partners, men were generally expected to seek approval of the bride’s parents. Similar traditions survive elsewhere today. In other words, we breed our own children.

And going forward, we’ll do this with far more knowledge of what we’re doing, and more control over the genes of our progeny. We can already screen ourselves and embryos for genetic diseases. We could potentially choose embryos for desirable genes, as we do with crops. Direct editing of the DNA of a human embryo has been proven to be possible — but seems morally abhorrent, effectively turning children into subjects of medical experimentation. And yet, if such technologies were proven safe, I could imagine a future where you’d be a bad parent not to give your children the best genes possible.

Computers also provide an entirely new selective pressure. As more and more matches are made on smartphones, we are delegating decisions about what the next generation looks like to computer algorithms, who recommend our potential matches. Digital code now helps choose what genetic code passed on to future generations, just like it shapes what you stream or buy online. This might sound like dark science fiction, but it’s already happening. Our genes are being curated by computer, just like our playlists. It’s hard to know where this leads, but I wonder if it’s entirely wise to turn over the future of our species to iPhones, the internet and the companies behind them.

Discussions of human evolution are usually backward looking, as if the greatest triumphs and challenges were in the distant past. But as technology and culture enter a period of accelerating change, our genes will too. Arguably, the most interesting parts of evolution aren’t life’s origins, dinosaurs, or Neanderthals, but what’s happening right now, our present – and our future.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Image Credit: Pixabay

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Transformation Insights

Future Always Wins

“The most damaging phrase in the language is, ‘We’ve always done it this way!”
Grace Murray Hopper

GUEST POST from Bruce Fairley

Nearly a century ago in 1923, General Motors made an evolutionary leap in car design with the chemical expertise of Dupont. Debuting the new Duco paint technology, they introduced consumers to a range of car colors, thus giving the Second Industrial Revolution more variety. This was antithetical to rival Henry Ford’s ‘keep it plain to make it rain’ approach. One car – one color was his contribution to humanity. But the robotic consistency that made Ford a legend also became his Achilles heel as glamor and luxury disrupted the auto business and he was dragged kicking and screaming into the future.

When people say ‘it’s lonely at the top’ – it’s not. It’s crowded with competition. In today’s Fourth Industrial Revolution – or Industry 4.0 – leaders that have the courage to change are able to do what some titans haven’t been able to do.

Pivot. Quickly.

Technological leaps have now advanced to an accelerated rate unprecedented in human history. Change is no longer a left curve surprise, but rather a constant evolution that offers both potentially great reward – and great risk. If growth doesn’t drive change – danger will. Visionary leaders navigate today’s ‘wild west’ landscape with an intelligent team approach. One that re-aligns technology to serve business goals rather than other way around.

But this is not a solo mission. Evolution thrives in collaboration, whether it’s upending an industry or upleveling a medium sized firm into a scalable trajectory. Optimizing the tech-business relationship takes multiple points of expertise and objective study. Where technology currently serves – and where it’s poised to strike is a critical question at the heart of any digital transformation worth undertaking. This may not be obvious at first glance. A previously valuable ‘built to last’ feature may now be hindering ‘built to evolve’ capabilities.

That is one reason why C-Suite leaders often turn to digital transformation firms such as The Narrative Group to fix the gap between their current technological resources and their ambitions. Just as GM partnered with Dupont to dazzle consumers nearly a hundred years ago, corporations that wish to present their best offer to the world need a similar confluence of five positive elements:

  • Collaboration Between Complementary Influencers
  • Creative and Analytical Engagement
  • Smart Use of Technology
  • Human Powered Learnability

And most importantly … The Willingness to Change Because the future always wins.

When I founded The Narrative Group, it was partly in response to this need for collaboration that I saw as critical to a corporation’s evolution. Going a step beyond ‘consulting’ to helping construct a corporation’s best future allows me to contribute to the safeguarding of that future for the many people that rely on a corporation’s healthy bottom line to build their own lives. Human potential is measured not only in outcome but also the way in which that outcome is achieved. Effective collaboration requires three key pillars that support an evolutionary leap:

  • Trust between the internal leadership team and the digital transformation firm hired to consult.
  • Transparency in the process from first contact through recommendations.
  • Trajectory in implementing recommendations in a way that maximizes the potential benefits.

This is part of a larger conversation that I enjoy having with clients and within my own team. I will elaborate on some of these points in future posts, but for now I hope I’ve sparked some reflection about the strength of character great leaders exhibit when they choose to master change rather than be blindsided by it.

If you’re a C-Suite leader that would like to discuss your corporation’s Industry 4.0 evolution and how to advance towards a best future outcome that aligns with your vision, reach out at:

connect@narrative-group.com

Looking forward to continuing the conversation…

Image Credit: The Narrative Group

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