Infinite Inspiration

This could easily be one of the most inspiring things you'll ever read in your life. At least, for me, it definitely is. Period.

Source: This website

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Dr. Mani Sivasubramanian

 

Dr. Mani is a heart surgeon, an internet entrepreneur and a founder of the Children's Heart Foundation, which saves the lives of underprivileged kids.

A dream fueled by purpose, fired by passion and followed with persistence will definitely change the world. ~Dr Mani Sivasubramanian

If today were my last day on Earth and I could share 500 words of brilliance with the world, here are the important things I'd want to pass along to others...If I had five minutes to tell my daughter what I believe to be the success of living happily, this is what it would be...

Have a dream. It may be lofty or small - but it should be yours. And it must do two things. It should make you happy. And it should be of value to others.

Live your dream with passion. Passion is the energy that fires the spark of your desire, fans it into a glorious flame, and shows off your radiant brilliance.

Pursue your dream with determination. Believe with all your heart that it will come true, no matter how remote or difficult or impossible it may seem at the moment.

Dare to be different. Throw off the shackles of what is 'regular' or 'conventional' or 'accepted' - and follow your heart. Yes, it is often scary, unnerving and terrifying to give up the familiar and the secure to follow your dreams. It takes a lot of courage. Find it.

Feel gratitude. Wake up every morning feeling thankful for all the things you have - even the ones that, until now, you've taken for granted. Think about those who do not have those things.

Also, be a little crazy. Have a little fun. Let that little child within you come out and enjoy itself every now and then. Have a personal philosophy that directs all that you do. Mine is a simple four-word mantra... "Be Kind. Help Others."

And in the end, have no regrets. We are all human, and therefore imperfect. We will always make mistakes. And that's ok. Yes, things could have been better. But they also could have been worse.

The only question you must ask yourself is this: "Did I do my best?"
I hope your answer will be "Yes, I did."
That's all that matters.

The Wisdom Gadget

Another thoughtful moment....

The dance between Thinking and Doing is a tough one to choreograph. The 'music' is sometimes deafening & sometimes too soft to be heard...


We need to have our own personalized "gadgets" to filter the noise, reduce the volume or amplify the input signals. And that is the wisdom gadget. Order one for me, please. 

In a Nut Shell...

Sigh. Twitter is deadly. Not to mention, dangerous as well. Take my word for it. Unless you're extremely careful and maintain a dreadful silence in which case you'd rather not be using it in the first place, IMO.


Many weeks back, I made the mistake of saying I was inspired by the Groundnut Avataars of a friend on Twitter (He puts up pictures of tiny groundnuts sleeping, thinking, reading etc and you know my weakness for cartoons of any sort) and a huge gang (comprising no less than two people in all) of Mumbaikars got together and threatened me into writing something on groundnuts or getting ready to face the consequences of a mortal life. So, here's my timid and weird essay on groundnuts. Not open to criticism of any sort, mind you. If you want, you can go write a better article on groundnuts or any other nut you  may prefer to write about. I've been dilly dallying on this task for too long. Finally seem to be in a mood to talk some groundnut-nonsense. Nevertheless, I am not inclined to put up with any nonsensical comments.  


Being a KMer, the first thing I am going to do is to point out what Wikipedia has to say about groundnuts. Here you go - http://en.wikipedia.org/wiki/Peanut


First things first. Groundnuts have a lot of alternative names. Let me help you get this straight, lest you let this article go unnoticed because you've always been referring to groundnuts as something else like Goober Peas or for that matter Arachis Hypogaea. Groundnuts are referred to as Peanuts in the western parts of the world. They are also, amusingly enough, known as monkey nuts and pig nuts. Not sure if that's because monkeys and pigs love them. I, personally, know a lot of nice people who are not monkeys or pigs but who love them. If you don't happen to like any of these names, you can exercise your tongue and refer to groundnuts as Arachis Hypogaea.  


Groundnuts have quite hard shells if you've not seen one so far, like that of a fragile Tortoise, I presume. But the pods are relatively softer. Groundnuts can be consumed as is, fried, boiled, sprayed with spices and salts, mixed with nuts from other families, mixed with some Indian rice-based dishes etc. And there's also the popular peanut butter that people in the US seem to be very fond of. This includes a US-based niece of mine. (This niece once even attempted to teach me how to make peanut butter and had her narrative going pretty well when she started off by saying "you need to take one peanut and put it in the grinder - which you can in turn buy from a shop". But then she abruptly stopped on seeing me and a few others giggle. To this day, I regret it and wonder whether I unwittingly crushed a champion chef in her growing years)


Peanut oil and flour are also used in cooking. The top three producers of groundnuts are China, India and USA. Peanuts are known for their nutritious (protein) quality and are even prescribed for children suffering from malnutrition. If you ever happen to think that your body needs niacin, folate, fiber, magnesium, vitamin E, manganese and phosphorus, please pop in a few peanuts. Peanuts are considered high in fat, but according to the Wikipedia, these are good or unsaturated fats. The US is the biggest exporter of peanuts. India and China produce lots of them but eat most of it themselves. Sounds somewhat selfish, what?


Here are some other tidbits that are, I guarantee, of absolutely no value to you. 


1. Peanuts remind some people of the number eight. If you don't know how to write the number eight, derive inspiration from peanuts. This also means that peanuts can easily take on a human form. Peanut art is also common in some rural areas. You can do lots with the shells like use it in paintings etc. 


2. If you're paid a very meager amount of money for something you sold or services you provided, it may be said that you were paid peanuts. My intelligent guess is that this alludes to the fact that peanuts come real cheap. 


3. If you act a little goofy or silly or unintelligent, people may accuse you of being nuts or exhibiting nutty behaviour. These phrases, however, are not attributable only to groundnuts. There are a lot of other nuts that could be held responsible for such behaviour.


4. Groundnuts are sold everywhere - in India. Trains, bus stations, beaches, roads etc. Surprisingly enough, you can buy groundnuts even if all you happen to have in your wallet is Rs.2. Isn't that amazing? 


Righto! We're done folks. In a nut shell, groundnuts are a funny, nutritious and time-pass snack (time-pass: Indian term that refers to "killing time"). Hold a few groundnuts in your palm, sit in an undisturbed or busy spot (beach, park etc) and pop in one nut after another on auto-pilot, let your mind wander and be enlightened! 

Pic Courtesy: Wikipedia

PS: This is the first ever time I've spent so much time and energy thinking and collecting information about groundnuts since the time I suddenly developed groundnut allergy 3 years back - when I consumed some suspicious-looking fat and sweetened groundnuts in the UK and had itchy skin for a while. Thanks to Wikipedia. Wait, not for the allergy but for the knowledge on groundnuts. For me, this has been a curious journey - from unexpected allergies to hidden Twitter allegories!

Truly Badly Madly

A thoughtful moment from my Twitter Timeline:

Pic Courtesy: Asterix, Obelix and Dogmatix - Google Images

I'm inclined to believe that 'real' knowledge & insight come to you only when you truly badly madly want them. Like everything else in life?

Life and a Couple of C&H Cartoons

Pic 1: Cartoonist: Bill Watterson (Source: Google Images) 

The last three days have been pretty busy and focused. Been staring at presentations, doing online training programs, creating and juggling slides, testing applications, thinking hard (you'd better believe me), reading up on and learning about some new topics and following up with elusive people etc. So, time for a silly, relaxed, prolonged and deliberate smile. Plus a bloggy breather like this one. 

Pic 2: Cartoonist: Bill Watterson (Source: Google Images)

Closely observe Pic 1 and Pic 2 above (by the world's best cartoonist ever). Do you see what I see? The clue is obvious in Pic 2. Give up? Hold your breath. Let me reveal my stunning, mind-blowing and overwhelming discovery. If you let your eyes swing between these two pictures, you ought to have these words popping up in your mind as you move from Pic 1 to Pic 2.


These pictures are a perfect reflection of life as a function of time.



January --------------------------------------- December
Monday --------------------------------------- Friday
AM -------------------------------------------- PM



Now that I am done with my quota of both the silly smile and the silly bloggy breather, allow me to lead you to Bill Watterson's first ever interview since 1989. Should have been a much longer one given his silence and reclusion all these years...!

Innovation and Communities

Discovered this interesting website on Collective Intelligence/Communities and read this article on "Innovation and Communities of Practice" today. I thoroughly enjoyed the article (it actually happens to be an extract/chapter from a book) and found myself highlighting and underlining quite a few thoughts/statements in it. 


Here are some extracts:


* People with talents in multiple disciplines are better poised to see and connect the dots of breakthrough possibilities
* Managers whose discussion networks more often spanned structural holes were more likely to express their ideas, less likely to have their ideas dismissed by senior management, and more likely to have their ideas evaluated as valuable
* Horizontal mobility is, no doubt, one of the ways to cultivate multidisciplinary performers, among which there is a higher concentration of disruptive innovators than among people with only professional identity 
* The fastest way to get smarter in any domain is to join its community of practice, and this is a trend likely to expand its reach to all industries
* The future belongs to organizations that learned to truly unleash the creative powers of self-organizing project communities, knowledge networks, open source teams, and other new ways of work and learning, based on free associations of people who are passionate about what they do together. Communities of practice are in the center of this widening innovation movement
* We nourish life with our generative relationships, as well as with value creation and exchange. Communities of practice are the “sweet spot” of those two dimensions
* The vitality of knowledge ecology--the rainforest of ideas, insights and inspirations - and innovation ecology depends on the same as the vitality of natural ecosystems: their diversity
* Innovation frequently recombines facts and assessments in existing knowledge and the relationships between them. Therefore, how well those community-based knowledge assets are organized and validated is a substantive factor of the organization’s innovation capacity
* When coordination is lubricated by trustful relationship amongst the players, then there is less friction, its transaction cost is lower and results are better
* The meta-capability of collaboration is the No. 1 competitive advantage in the innovation ecology
* Customer communities of practice are particularly essential to accelerate the adoption of an innovation if it is highly complex
* Radical innovation needs people who are members in multiple communities, and play a role of “cultural translators” between them
* Shift in deeply seated mental models, the mutual inspiration and push-back necessary to radical innovation, are most likely to occur in high-trust relationships fostered by the communities
* People freely associating with another, combining their talents, and sharing their learning edges to complete projects or upgrade their skills and invent new ones, are the most generative source of permanent innovation

Social Awakening....Jaago Re Campaign

A representative of the Tata Tea Jaago Re initiative left a comment on one of my blog posts about the movement. Thought I'd share it with you. Meanwhile, I visited the jaagore website and thought it was well-designed, bright and inspiring. Actually the website's colours are so bright that it can wake you up! :-) A perfect platform for India's youth to get together and change the country for the better.


If you're an Indian, I guess you would have surely spotted the cool Tata Tea commercials on Voting and Corruption. Here is a chance to take another step forward, register on the website, share and discuss thoughts on various topics like Voting, Education, Corruption, Children's Rights, Women's Rights, Global Warming and Health. Go ahead, wake up, grab a cuppa, join the community, see what beckons you and explore how you could potentially help India become a happier country! Three cheers to Tata Tea for stepping beyond their commercial objectives and contributing to social change in such an innovative and meaningful manner! Kudos to their CSR team and whoever else is behind this movement.


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The Jaago Re campaign was initiated in the year 2007 and the objective of this campaign was to initiate social awakening amongst Indians. The Jaago Re campaign made a great impact with the ‘One Billion Votes’ campaign and are currently targeting corruption with the ‘Khilana Band, Pilana Shuru’ drive.

Recently, Tata Tea has re-launched its flagship website www.jaagore.com. The portal which was, for the last one year, an online hot spot for aspiring voters to register and obtain all information related to Voter Registration, will now stand for social awakening in a broader sense. Jaago Re as a campaign has targeted the youth of the nation, urging them to take a stand on various issues such as voting and corruption and do their bit – thereby encouraging them to 'be the change they want to see’.

What makes www.jaagore.com unique is that it facilitates the flow of information and resources between individuals / groups / organizations – by bringing together, onto a common platform, those who possess information and resources and those who need them. NGOs can list themselves on the site, thereby making their presence felt with individuals who would like to work with them. On the other hand, individuals who wish to do their bit for society can volunteer their services with an organization of their choice.

It would be great if you can help us support us by spreading the word on Jaago Re's initiative through your blog. Hopefully readers of your blog, both NGOs and individuals alike, would be inspired enough to join the initiative.

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A *Formula* for Intellectual Infrastructure

It is amazing how you see links to what you truly believe in and are passionate about in just about everything - which at first seems unrelated - you come across. I took a break from work last week during which I caught up with a book called "Small is Beautiful" by EF Schumacher. I was thrilled to find some material for this blog therein and more importantly food for thought.

Schumacher's book was written in the early 1970s and focuses on the importance of preserving the environment through appropriate economic policies and actions. He questions the then economic policies and wonders if our obsession with economic growth at the cost of the environment and people's real needs (employment, manageable growth rate, development of rural areas) will leave us in dire straits. How true. Today, more than 3 decades later, one of the most critical issues for all governments and human beings on earth is the depletion of natural resources, global warming and unabated industrial growth that comes at severe intangible costs.

In one of the chapters, Schumacher talks about the need for an "intellectual infrastructure" strategy in order to help developing countries. And it has an uncanny resemblance to a typical knowledge management strategy, in my opinion. 

Schumacher's intellectual infrastructure plan reads as follows: (Rephrased Extracts)

1. Communication - To enable workers to know what other workers are doing and to facilitate direct exchange of information

2. Information Brokerage - To assemble and distribute relevant information. The essence being not to hold all the information in one centre but to hold information on information or know-how on know-how

3. Feed-back - Transmission of problems from the field to the groups where the solutions exist

4. Sub-structures - Creation and co-ordination of action groups and teams for assistance (champions) within the field - that is, within the target audience themselves

It takes me back to my reflection that KM strategies need the three Tipping Point Cs - Communication, Champions and Context.

What do you think? Does your KM strategy follow these principles and ideas?

Back in Circulation

Usually, when I am back after a break/vacation, I tend to be slightly jittery for the first few days just thinking about the tons of emails and work that I need to catch up with. Life is brutal to people who go on vacations. Isn't it? Makes me wonder if it is ever possible to 'invent' a vacation on returning from which one has nothing to catch up with. Or perhaps a vacation that one doesn't have to return from....err, I mean to the business of catching up and the like. I am not sure I've made myself crystal clear. So here we go again. What I actually mean is why not have a vacation that's sort of permanent and so enlightening that one either manages to drift along without any catching up to do later on or whatever? If you go on a vacation to recharge your batteries and come back only to let them be drained in no time just seeing the pending pile of emails and other such things, what's the big deal? I'm just making up for not being able to ramble last week. Ignore me.

While on the topic of vacations and catching up, have you noticed? When you come back to see what has changed with the world, you are, more often than not, likely to be staring at a situation wherein every single thing (that you are not so interested in but will however have to catch up with) except what you really, desperately, wanted to see some progress in, has progressed at a phenomenal rate. Sigh. I told you. Life is brutal to people who go on vacations. 

But when one gets to read a hilarious and yet thoughtful cartoon strip by one's favourite cartoonist amidst the tons of other - mostly boring - emails waiting to be read, the act of think-laughing or laugh-thinking (Yikes, the term doesn't sound so creative. Reminds me of something to do with fixing erroneous machines) releases all or most of the tension and puts the ugly smile back in its place. Eh? So, here we are. Ugly. Smiling. And All.

Pic: Gocomics: Calvin and Hobbes by Bill Watterson

Will Knowledge Managers Survive?

I couldn't possibly let this post go unnoticed and uncommented. :-)

My thoughts are mostly in-line with Mary's comments. The KM role the author of the post refers to is not something that is common to all organizations. If all that the KMer does is regulate, validate and oversee the flow of content, he will add no value with the advent of self-regulated Enterprise 2.0 Tools. But, then, I see the role of a KMer to be much more critical and important.  

• She must be responsible for, first of all, strategical decisions reg. the cultural elements, knowledge-intensive processes and the platform/technology. What a KMer did a decade ago (set up an Intranet) no longer sounds complete in today's world. KMers had to understand cultural, technical and operational changes and keep pace with them and accordingly transform their organizational KM system from that of an Intranet to something more "social" after 5-6 years. I am not equipped to comment on what things will be like in another 5 years but I can guarantee you that it will be different from what it is like now....so, it is up to the KMer to keep pace and change her strategy along with the organization and other external factors.  

• Mary's point about KMers being process experts resonates with me but I've, admittedly, had a tough time explaining this to organizations. KMers can have their hands full if they spend time understanding and tweaking processes in order to enable knowledge creation, usage and sharing.  

• Even when it comes to technology, KMers must identify, purchase, customize, adapt and evangelize or identify, design, build, implement and evangelize. Even before they know it, once they are through with one phase, they will most likely be forced to embark on another phase of technological changes.  

• Cultural acceptance is something that is not a one-time effort. KMers have to continue talking to people, making them aware, inspiring them, facilitating and supporting them when it comes to certain portions of the overall KM system. Take a look at the number of articles, guidelines, and tips on Twitter and you'll know what I am talking about. A simple tool in many ways but the ideas that come out of it are many! Thanks to the post, made me think/express somethings that I've always wanted to. ;-)

Human Evolution

Another mesmerizing article shared by @Kirti.
I'm taking a print out and putting it along with my most treasured books in my book-shelf!


Not providing you with extracts as yet. Plan to re-read it a few times.
You must read the entire article to experience the knowledge.


Goes a long way to prove the impact of parenting and environment on children and human development as a whole!

Science. Knowledge. Ignorance. Failure. Conversations.

One of the best articles I've read in recent times. Fascinating.  Hat tip to @Kirti

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Excerpts:

(Twentieth-century science philosopher Thomas Kuhn, for instance, defined normal science as the kind of research in which “everything but the most esoteric detail of the result is known in advance.”)

The lesson is that not all data is created equal in our mind’s eye: When it comes to interpreting our experiments, we see what we want to see and disregard the rest.

Too often, we assume that a failed experiment is a wasted effort. But not all anomalies are useless. Here’s how to make the most of them. —J.L.

1. Check Your Assumptions: Ask yourself why this result feels like a failure. What theory does it contradict? Maybe the hypothesis failed, not the experiment.
2. Seek Out the Ignorant: Talk to people who are unfamiliar with your experiment. Explaining your work in simple terms may help you see it in a new light.
3. Encourage Diversity: If everyone working on a problem speaks the same language, then everyone has the same set of assumptions.
4. Beware of Failure-Blindness: It’s normal to filter out information that contradicts our preconceptions. The only way to avoid that bias is to be aware of it.

Modern science is populated by expert insiders, schooled in narrow disciplines. Researchers have all studied the same thick textbooks, which make the world of fact seem settled. This led Kuhn, the philosopher of science, to argue that the only scientists capable of acknowledging the anomalies — and thus shifting paradigms and starting revolutions — are “either very young or very new to the field.” In other words, they are classic outsiders, naive and untenured. They aren’t inhibited from noticing the failures that point toward new possibilities.

While the scientific process is typically seen as a lonely pursuit — researchers solve problems by themselves — Dunbar found that most new scientific ideas emerged from lab meetings, those weekly sessions in which people publicly present their data. Interestingly, the most important element of the lab meeting wasn’t the presentation — it was the debate that followed. Dunbar observed that the skeptical (and sometimes heated) questions asked during a group session frequently triggered breakthroughs, as the scientists were forced to reconsider data they’d previously ignored. The new theory was a product of spontaneous conversation, not solitude; a single bracing query was enough to turn scientists into temporary outsiders, able to look anew at their own work

But not every lab meeting was equally effective. Dunbar tells the story of two labs that both ran into the same experimental problem: The proteins they were trying to measure were sticking to a filter, making it impossible to analyze the data. “One of the labs was full of people from different backgrounds,” Dunbar says. “They had biochemists and molecular biologists and geneticists and students in medical school.” The other lab, in contrast, was made up of E. coli experts. “They knew more about E. coli than anyone else, but that was what they knew,” he says. Dunbar watched how each of these labs dealt with their protein problem. The E. coli group took a brute-force approach, spending several weeks methodically testing various fixes. “It was extremely inefficient,” Dunbar says. “They eventually solved it, but they wasted a lot of valuable time.”

The diverse lab, in contrast, mulled the problem at a group meeting. None of the scientists were protein experts, so they began a wide-ranging discussion of possible solutions. At first, the conversation seemed rather useless. But then, as the chemists traded ideas with the biologists and the biologists bounced ideas off the med students, potential answers began to emerge. “After another 10 minutes of talking, the protein problem was solved,” Dunbar says. “They made it look easy.”

When Dunbar reviewed the transcripts of the meeting, he found that the intellectual mix generated a distinct type of interaction in which the scientists were forced to rely on metaphors and analogies to express themselves. (That’s because, unlike the E. coli group, the second lab lacked a specialized language that everyone could understand.) These abstractions proved essential for problem-solving, as they encouraged the scientists to reconsider their assumptions. Having to explain the problem to someone else forced them to think, if only for a moment, like an intellectual on the margins, filled with self-skepticism.

Vibrations - Energy - Life

I find this fascinating. One of those mystical and universal things about life. Vibrations. Sound. Music. This is where the concept of Energy begins. Positive energy. People we get along with. Good things. Success. Happiness. Almost everything.

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From DailyOm.com

Good Vibrations
Sound Healing

Everything in the universe is in a constant state of vibration, including our bodies. Sound is vibration that can be translated by the delicate structures of our inner ear, but it moves more than just those tiny receptors. It is part of the spectrum of energy vibrations that affect us on the mental, physical, and spiritual levels. Long ago shamans recognized the power of sound when they first used chants and drumming to heal people. In ancient Egypt, Greece, and India, the use of sound and music for healing was a highly developed sacred science. Sonic vibration has been one way of experiencing the energy of the universe for much of humanity’s history.

When the vibrations of our physical and spiritual bodies are out of harmony it can cause disease. Sound healing gently massages the molecules back into the right places, clearing blockages and restoring harmony. Ancient healing systems such as Chinese medicine and Indian Ayurveda associate specific musical notes with subtle-energy systems of the body, such as in yoga where particular notes of music correspond to each of the seven chakras. In Tibet, priests have long used bells and bowls over and around the body to tune and clear the energy centers. Chimes and tuning forks are other tools that have been used to heal not only the body but the energy in a room as well.

Knowing that sound has the power to heal, we should also try to remember that sounds from modern life can have a negative affect. Choosing silence over discord may help us maintain a state of equilibrium. As we seek soothing and harmonizing sounds to surround us, we may be doing more than creating a balm for the noise of the world. We may actually be performing an act of self-healing that connects us with one of the most basic vibrations of the universe.

No Problem!

I'd like to give myself (and, potentially, some of the readers as well) a bubbly and positive start to 2010 by spending some time on the "what" and "how" of problem-solving. Just a few simple thoughts on the process and philosophy of problem-solving. I know. It's been done before by many a brilliant mind but, well, what's the harm in doing a bit of free-style thinking (not consciously influenced by anything else) on my own?

This isn't an attempt to teach readers how to solve problems...I don't plan to write a self-help book. :-) It is purely an introspective post, written more for my own benefit. I'd like to come back to this post when I find myself losing my way when amidst a dense problem or when I feel like scooting off into the sky when faced with a particularly blistering problem. I am just thinking aloud like I do when I write most of the posts on this blog.


It is intriguing - Though it is true that we are likely to learn a lot from personal experience, we are more capable of objectively analyzing situations when someone else - at an observable distance - is going through a challenge. This way, more often than not, we are not biased and are capable of detaching ourselves from the problem and its consequences.

So, what do we do when we come face to face with a dense or blistering problem that stares at us in a wicked way?

Pic: Google Images

1. Stare back at it. Face the problem. Accept that it is there and acknowledge its existence 

2. Resolve to find your way through it successfully. Tell yourself you were born to conquer that problem. Come what may. Never give up. Stay positive. Pull yourself up every time you slip

3. Stay calm and composed. It is easy when you trust yourself or believe there is an opportunity in every difficulty. You could even try assuming the role of a cartoonist and spot some hidden 'humor' in the situation to retain your sanity 

4. Get creative. Try unconventional ways to get your head around the problem. Pat yourself when you think of something fresh and new, even if it doesn't work

5. Defocus. Take time off. If you feel tired, step off the track and rest a while 

6. Consulting others vs independence. This is a tricky one for me. Introspection is a must. Self-help is a must. But getting others' opinions can surely help. What is dicey is how do you decide who are the 'right' people to consult. You must connect with positive, creative, helpful, and mature people for support. You have to be careful not to be misled or - at the other extreme - get over dependent on the adviser

7. Stick to your values when thinking of solutions. Stay honest, shun violence, consider the potential impact of your actions on others around you etc Don't cheat yourself by adopting methods that you don't agree with 

8. Work on your negotiation skills, consider compromising on certain things and settling for a less than perfect solution....

9. Know all your facts. Look at and understand the situation from multiple angles. Do your homework 

10. Take your own - final - decision and the responsibility for the consequences. If you think you've made a mistake, go to the heart of this process at #5, defocus, cut your losses and be prepared to start over again with renewed energy and determination

Om. Tada!

Not My Job! :-)

A friend just forwarded this photo with the caption "Not My Job". Hilarious, eh?
Methinks:

1. People who draw the line straight despite the branch being there would be those who do it despite all the odds but are not so ‘smart’.
2. People who push the branch aside and then draw it would be those who go the extra mile or are sincere to their job
3. People who call the forest department to take the branch off would be those who obey the rules
4. People who leave that part of the line blank would be those who couldn’t care less about what isn't "their" problem
   
5. People who draw nothing and come back and complain about the branch are those whom the world simply doesn't need! ;-)
   

Infinity & Simplicity

"Because God is infinitely simple, God can only appear to the finite mind as infinitely complex"- Thomas Aquinas


What say? Just a play of words or something with infinite depth? :-)

2 (:-) 1 (:-)

PS: Lazy me. Reusing the poem I wrote last year! :-P

Glorious Insults Galore

Check this out! Even if you are a person who is shy of conflicts and cannot even dream of insulting others, with a little bit of 'help' from Plum, you might turn into someone who desperately wants to insult everyone around! ;-)

Steve Jobs's Presentation Secrets

The Presentation Secrets of Steve Jobs

View more presentations from Carmine Gallo.

What it Takes

Pic: images.google.com

To know that life is amazing
...even amidst a depressing phase
To know that life is good
...even during an emotional low
To know that life is fair
...even when things don't go your way
To know that life is exciting
...even when you feel empty inside
To know that life gives you opportunities
...even when you lose
To know that life is fun
...even when you don't get what you want
To know that life is full of wisdom
...even when you make ignorant mistakes
To know that life is unpredictable
...even when you plan every move
To know that life is unique
...even when you don't understand it
To know that life has its wonderful moments
...even when you spot the Damocles sword
To know that life has enormous potential
...even when you have spent most of it
Makes you a fine human worth this life...

Two Thousand Ten Things

Pic sourced from here

Happy Holidays, Folks! Merry X'mas and Happy New Year in advance! :-)

PS: I spotted this charming cartoon today, for the first time ever I think, while searching for a good C&H Yahoo Group to join. It's quite surprising that I don't recall seeing it before. Obviously, Watterson himself drew this. Two things that intrigue me about the pic - One, I'd have thought Hobbes would appear to be as alive - be a real Tiger - to Watterson as he is to Calvin. Two, Watterson's ability to see Calvin as something that transcends his (Watterson's) identity as a cartoonist and not as a 'proud' creation but as an idea that jumps at him from 'outside' is admirable.

BTW, here's some unsolicited, borrowed (some...not all...ok?), random, unorganized, impulsive, holiday-mood-inspired advice....the more of these ideas you pursue, the better.

Enjoy your work, enjoy your life, be good, dance and laugh like a kid, sing as long as it is not cacophonous or..wait.... just go ahead and take the risk, laze around if you have to, be genuine, be straight forward and honest, write some profoundly silly poems, play with colours, run with the dog, tweet and chirp with the birds, scream out loud for no reason, make faces at yourself in the mirror, pretend to be the world's CEO, talk utter nonsense, find something great to do, ignore or learn to handle the trouble-makers, forgive more easily, see things from another person's perspective, smile a lot, pay attention to your physical health, mind and soul, read something hilarious, help someone on an impulse, learn something new, inspire yourself, inspire a sad soul (obviously a captive audience), listen to the hitherto inconspicuous rhythm in your favourite song, travel somewhere new even if it's just a few blocks away from your house, pray for someone who needs divine intervention, listen to your conscience, stop asking "what's in it for me" when you help others, stop calculating the cost (financial) of everything you do, cook a new dish and brush off a speck of dust from your apron when people say it looks life-threatening, break a bad habit, forget your worries, believe that you deserve some cool miracles in 2010, rescue someone from yourself (very very important), watch a squirrel eat, take deep and long breaths, trust yourself, do something different, be original, do something courageous, focus on something with intensity and concentration, look for the funny side of everything, stay optimistic, take your own decisions, claim your freedom, stand up for your values, respect everyone, appreciate existence, watch a tree breathe and exist, be still and travel within...... (Does this add up to two thousand ten things? I am too lazy to count but something tells me it does! He he)

Guidelines: Report progress to me in a month's time. Reports should be in Times New Roman, Font Size.12, With Subject Line as "Two Thousand Ten Things to Do in Two Thousand Ten". Attach a photograph or two for evidence but make sure it doesn't scare me out of my wits while at the same time noting that I am a person whom it is easy to scare out of her wits. Testimonials from people around you will fetch an extra mark or two. However, if the testimonials sound too good to be true, a lot of marks will be ruthlessly deducted. Total marks obtained cannot exceed two thousand eleven. (One extra mark for attempting to contest in this bizarre, er, contest). The winning entry will be added to this blog under the "Inspiration! Influence!" section and will find a place alongside other ordinary people like Gandhi, Shakespeare, Einstein et al. Run now! Or should I say 'slow down!'?

The Reality of Management

First: Employees will not and cannot stay buried in work every minute of their day (at least not every day of the year). They will take breaks and the type of break depends on individual preferences. Just because a person chats with someone for 10 minutes or one hour, one cannot conclude that he is not a good worker. The chat may, in fact, be relevant to official activities. Worst case, the chat may give the employee a break from routine and that may re-energize the person. There are paranoid workaholics but not all employees belong to this category. Trying to make a person who is moderately interested in work a complete workaholic through force or fear will not work and could, more importantly, be disastrous. The quality of work is best only when a person is inherently passionate and sincere about it. The speed of work is great only when passion and sincerity is combined with personal and technical skills and support from the rest of the organization. Employees without work ethics and a conscience are hard to change but changing them over a long period of time is possible only with patience and perseverance

Second: We live in a world where we cannot anyway control each and every activity of an employee and even attempting to do so will only backfire. If the concerned employee is consistently involved in an inappropriate activity that has a negative impact on his work or is unethical and does not heed to warnings, it may only then be natural to ask him to leave

Third: The best way to get work done is to come up with exciting and useful ideas, provide the implementer with the appropriate environment, tools & training, inspire him and trust him. Fixing reasonable schedules is another dimension. Additionally, if one wants to slide toward a more “controlled” approach, one can obviously follow up and monitor the daily or weekly progress (or at some other appropriate intervals) depending on the situation and type of work. If this process throws up any loop-holes or other suspicions, appropriate action has to be taken to bring the person/project on track. The action could be related to the idea, environment, tool, training, inspiration or even just trust

Fourth: There are times when the team may be admittedly slow and not run like Ostriches or be ready to squeeze out every drop of its blood, but we must accept it to be a reflection of reality (especially in the case of teams as opposed to individual star performers) and be happy (at least till the time you find a way to inspire the team to run faster) if the team is found to be traveling at a reasonably good pace

The Force of Freedom

Image Source: Google Images: http://empxtrack.com/blog/wp-content/uploads/2008/12/freedom.jpg

Freedom is the ink in the mighty pen,
With which we write the story of our lives.
The quality and flow of the ink is often,
Compromised for something unequal, however nice.
Some of us sacrifice it at the altar of holy trust,
At our own paranoid mind's behest,
And then are shocked by self-inflicted ruin,
And wonder endlessly as to why we did not, in life, win!

Were we to think about what we gained, in retrospect,
The trust we apparently gained minus the freedom we lost,
Is an equation that is unquestionably equal to naught.
We'd also ponder over whether trust can ever be bought,
And if better than freedom can anything ever be sought!
For freedom is, arguably, the primary source of thought.

Freedom is the Father of happiness, scarce.
Freedom is the Mentor of responsibility, for the one who dares.
Freedom is the Sponsor of the one who learns,
Freedom is the Foundation of life for the one who yearns.
Freedom is the Mother of the muse,
Freedom is a paradox that prevents its own misuse.
Trust is obliged to be nothing more than a strong thread,
That follows freedom and, in a subtle way, allows to be led.

Freedom, when we are born, is up for grabs and totally free,
Till we stupidly make it as expensive as it can ever be.
Parents charge their children an obligatory fee,
Organizations wear it beneath the mask of hierarchy,
Families trade it for their camaraderie.
So, this is a wake-up call to let freedom just be!

CEOs - Business - Motivation - Wodehouse - Bhagavad Gita

Lovely article.

* Resist the urge to label occurrences as bad (or good). Adopt a neutral view
* One needs to ferociously prevent one's thoughts from straying — stay in the "now"
* ....evaluate the mental models used by Psmith (one of PGW's ever-cheerful characters) and his cheery insouciance when faced with the slings and arrows of outrageous fortune
*....if you are looking for fulfillment, you won't find it in the job. It comes from inside you
* I encourage executives to invest completely in the process and not the goal. If they invest every fiber of their being into the process they are likely to enjoy the outcome. It is a paradox. When you become detached from the outcome, the probability of achieving the goal rises dramatically

Dream a Dream

Courtesy: http://yatinsethi.blogspot.com/

I have a long way to go. I have a lot to do. I have a lot to learn. Thoughts are simply not enough. Action is the only thing that does justice to thoughts. Thoughts are tantamount to getting the fuel. But you need to put the key in the ignition and switch to the first gear....and release the clutch! The speed will come but gradually and naturally.

Destiny Despite the Devils

Picture Courtesy - Google Images - http://farm1.static.flickr.com/100/282679854_b078abd881.jpg

Injustice is an evil thing
And suspicion is a cruel sibling
These hath my blood boiling
For both have a similar blow
Pushing my tolerance level to a new low

Can a river's flow be questioned?
Can a mountain's growth be arrested?
Can a rainbow's colours be washed?
Can a bird's flight be suspended?
Can the Sun's brightness be blocked?
Can a tree's shade be invaded?
Can a flower's fragrance be filtered?

A life that you can't call your own
A life that is judged by the unknown
A life subjected to a ridiculous verdict
Destiny being destroyed or created albeit?

KM Competencies

I am on a posting spree today! Someone asked me to share my thoughts on the typical competencies of a KM professional and I thought it would be good to put them up here as well. In the past, I've had opportunities to prepare job descriptions and roles & responsibilities documents for KM roles. This one is not going to be as exhaustive. Anyway, those documents were very organization-specific and delved into nitty gritties that are not essential for this post.

Here are my preliminary thoughts on the characteristics or qualities preferred in a KMer.

I think the fundamental dependency of such a definition is on the KM vision and objectives of the organization. For example, an organization that is targeting innovation through KM needs people who are slightly different from an organization that aims to achieve learning/productivity improvements through KM. Having said that, KM, however, needs people with a versatile or eclectic background and profile/competency.

1. People skills: Networking and Organizational behaviour skills to start with. Also important would be insights into how people learn, collaborate and share/reuse/apply knowledge
2. Technology skills: Requirements gathering, products evaluation, design and testing (More skills required in the case of a KM developer)
3. Process skills: I think this is important but neglected. Understanding of business and project management processes in order to lead to improvements from the perspective of knowledge capture, sharing and utilization

I think understanding the big picture with re. to a business scenario (structure, relationships, objectives, challenges and future developments) is very critical as well.

What do you think?

The Life of an Idea!

Source of picture: http://innovateonpurpose.blogspot.com/2009/12/innovation-and-chip-away-theory.html

What an accurate description of an idea's life! How the heart bleeds at the thought of what most conventional organizations do to great ideas! Add the complexities of requirements gathering and the apple sauce probably becomes too sour to taste!

Innovator's Profile

Loved this article on the ideal composition of Innovation teams.

Extracts:

Innovation teams should be made up of VOLUNTEERS who are completely committed to the concept.

I don't care as much about experience as I do PASSION, since when all else fails it will be the desire and passion that pushes through the barriers.

I am interested in RULE BREAKERS.

I want people on the team who are willing to go the extra mile.

I want people who are comfortable with ambiguity, since innovation often works outside the lines of black and white, in the gray areas where there are no templates.

I want people who understand that innovation is as much about learning as it is about creating, so they understand that the ideas will occasionally fail.

I need people on the innovation team to be willing to discover what's great about an idea rather than what's wrong with it. I need the first words out of their mouths to be "What if" rather than "But". I want people who don't care how we did it before, or whether the idea has been considered before. I want people who look for opportunities for success rather than reasons not to try.

2.5.1 = 10 on 10

I think this is really clever and extremely effective. Ingenious and intuitive are other words that come to my mind. The 2-5-1 method of storytelling. An idea from the Singapore Armed Forces' Learning and Development team. I give it a 10 on 10 = 2*5*1 :-)

Quote:

• 2
  • Who you are
  • Summary of your experience
• 5 fingers
  • Little finger – what parts of the effort did not get enough attention
  • Ring finger – What relationships were formed, what you learned about relationship building
  • Middle finger – what you disliked, what/who made you frustrated
  • Pointer finger – what you would do better next time around, what you want to tell those who were “in charge” about what they could do better
  • Thumb (up) – what went well. What was good.
• 1 – the most important takeaway from the effort
  

Whoa!

20 reasons why, ahem, knowledge managers deserve to be respected (for the challenge(s) they've taken up)? :-P

Change - Culture - Psychology

Predictable Irrationality If You Build What They Ask For, They Will Not Come

View more documents from Joyce Hostyn.

This is undoubtedly one of the best presentations that I've seen in a while. Reliable research, lots of knowledge up for grabs and, finally, very nice and effective presentation! (Thanks to @johnt for the link).

I will revisit this presentation many more times and let more of these thoughts sink in gradually. Will perhaps add some notes to this post when I revisit it. For now, slide 17 makes it obvious that what most of us (not just in KM, actually, but in all such change initiatives) need to focus on or rather START WITH the user adoption elements in order to realize value (as opposed to software features or other indirect factors).

PS: Whenever I come across such well-made and well-expressed presentations, it makes me recall how two people might have the very same ideas but the way each one puts it forth can make all the difference.

A.Q.O.E.D

Now, this is really interesting.

Article 1: The innovator's DNA

Extract:

"Imagine that you have an identical twin, endowed with the same brains and natural talents that you have. You’re both given one week to come up with a creative new business-venture idea. During that week, you come up with ideas alone in your room. In contrast, your twin (1) talks with 10 people—including an engineer, a musician, a stay-at-home dad, and a designer—about the venture, (2) visits three innovative start-ups to observe what they do, (3) samples five “new to the market” products, (4) shows a prototype he’s built to five people, and (5) asks the questions “What if I tried this?” and “Why do you do that?” at least 10 times each day during these networking, observing, and experimenting activities. Who do you bet will come up with the more innovative (and doable) idea?"

Article 2: Learn the 5 secrets of innovation - Associating, questioning, observing, experimenting and discovering.

Extract: (This is why organizations must not demur when employees want to attend conferences. I've been repeatedly saying this to some of the people who demurred but then I was not able to quote CNN in the past)

"They are able to put together something they hear from a conference they were at last week with a briefing they're at tomorrow and come up with a new idea"

Leadership Paradox

To be a better leader, give up authority.

From HBR. Of course!

Extract:

....We call such practices “mutualism.” It involves measuring workers not against revenue or other numerical goals, which we have observed to be ineffective as motivational tools, but against qualitative values such as trust, responsibility, and innovation. And it implies that leaders don’t dictate vision or strategy; instead, they enable employees to create a common vision through, for example, off-sites for discussion of strategic issues and regular feedback and education. Hitting numerical goals has been the natural outcome.

KM at NASA. The Science and Signs of Learning.

Here is the gist of Ed Rogers’s (CKO of NASA) talk at the IISc campus on Nov 30th, 09. Some of these tidbits are not “as is” statements but my interpretations.

Going by Ed’s presentation, it is evident that, for NASA, KM is primarily associated with the vision of creating a learning organization

Ed’s personal achievements and experiences are inspiring. He and his wife put in five years of social service at Lebanon many years back! I think a cornucopia of varied experiences not particularly related to one’s role – especially when it comes to something as universal and open (to interpretation) as knowledge management – is something that I believe would work in one’s favour.

Ed started off with something highly familiar to KMers. He spoke about the challenges he had as a new entrant into NASA and highlighted the fact that he knew he would be looked at askance as an MBA trying to fix problems related to “knowledge” in a domain in which he could not claim to be an expert and that too for a group of elite Space scientists. That, to turn a popular phrase around, would be akin to the pigeon among the cats!

Ed had a lovely presentation with a couple of videos and many visual representations of his approach to knowledge management. He started off with some wise perspectives on KM, which are, perhaps, theoretically obvious but difficult in practice because people (read KMers) may not spend the energy or have the talent to understand and fit themselves into the organizational atmosphere and business surroundings.

• Understand your organization and fit KM to its unique character
• Knowledge circulation is more important than knowledge capture
• The three Cs of KM are consistency, creativity and compliance
• Identify structural limitations (and work around them)

Ed had some lovely examples of how he convinced people to be a part of NASA’s Pause and Learn sessions wherein he brought up the story of the Blind Men and the Elephant. He spoke about how each person goes on to the next task with only his ‘piece’ (one portion of the elephant that may be mistaken to be a tree trunk, rope, snake etc) of the past projects (the whole elephant) and imagined that that piece was the whole story. It would be important to listen to what the others’ ‘pieces’ felt like to arrive at the reality – the whole picture – and make use of that in future projects.

Given that NASA’s focus is on creating a learning organization via KM, it was easy to relate to Ed’s approach – Find out how people learn and facilitate that! Ed stated that we learn through Experience (personal reflection, job rotations) and from others (by reading about what they know in the form of case studies/lessons learned and through interaction in the form of workshops and case-based training). He did talk about creating an overall environment that facilitates conversations and training activities that were more interactive but had no specific slides on how to facilitate general conversations (Think of the Web 2.0 world).

He mentioned how the dictionary has a lot of (interesting) information but we don’t “read” it like a book. We only pick it up when we need to look up a particular word. That, to my mind, is a nice example of the importance of contextual learning. He had some slides on the importance of language, communication and the overall context/environment. There was a small video that went like this.

Setting: German novice managing a naval help-desk. A call comes in and somebody frantically screams “We’re sinking! We’re sinking!!…..” and our poor friend responds “Yes….but what are you zinking about?” Laugh out loud funny when seen from one angle, what?

Another picture that Ed mentioned to be his favourite showed a Conductor with all the notes on his music stand and a nicely arranged stage with all the musical instruments and sound systems but no musicians. Message: The Conductor has all the notes, the platform and the instruments/technology but there can be no music unless the people with the various pieces join hands and perform!

Finally, Ed summarized by reiterating that he (KM at NASA) focused on lessons learned, pause and learn, project management training, case studies (packaging knowledge), knowledge sharing workshops and training and development based on conversations and interaction. He also said he wanted the key takeaways for the audience to be the 1) Need for organizational depth perception 2) Open communication and 3) Rewards/Punishment based on behavior

Note: Found this useful collection of resources from Ed on the NASA website. I ran through this one and liked it a lot - Top 10 KM myths

dear Mr.wAtTeRsOn

Teaser from DMW on Vimeo.

Wish I had the style and the substance to add to this video. But, no. It would be like an ant rattling off a poem in praise of the Sky. I'd rather just watch and admire it every now and then and go back to whatever it is that I might have been doing before watching the video. Thank you, Mr. Watterson!