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Simple Fun

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by

Chris Carew

on 23 October 2016

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Transcript of Simple Fun

Simple Fun
of organizational transformation
The
's
transformation
A W A R E N E S S
A T T I T U D E
A B I L I T Y
A C T I O N
ARRANGEMENTS
AUTHORITY
AIM
BUILDING
BLOCK
We
all
want the organizations - and world - of which we're a part to be better, to transform, to change in a positive way
Enjoyment increases our engagement and energy (flow) into the challenging (and often fearful) process of creative work; so creating (and implementing) a process (the work) of getting better at change should be
simple
and
fun,
because we
enjoy
simple fun
To self-direct the creation and implementation of our own simple fun process to get better at change requires awareness and understanding of 'how' to do it - 'know how'
Related, it's our nature to
engage
(focus and effort) and put
energy
into what we
enjoy
, so getting better at change (creativity) requires a process we enjoy!
'Know how' is required to do
anything
we've never done before -
especially
if we perceive risk involved, because of our natural and healthy fear related to the preservation of our
perceived
well-being
To define the challenge of making change happen in the simplest terms (of the basics, and the connections between the basics), requires an understanding of how the process relates to
energy...
...because
nothing happens
in nature without energy; it
is
the ability to do work ; the amount of change that happens is determined by the amount of energy that goes into the change
Two basic laws of physics define how energy 'charges' change:
Awareness frames - informs and forms (and so determines limitations of) - our perception; so transforming our perspective requires
expanding our awareness,
also requires choice - and 'know how'
If we ignore the choice, or choose not to direct perspective, we live as followers of the autopilot function of our brain; if we choose to direct perspective (take pilot seat), we choose ownership - and leadership - of our lives
Leadership
is the function
of making positive change happen for others through the transformation of ones own persepective (and, therefore, self-awareness)
Success, and achievement of enhanced self-awareness, enables, empowers, and is transformation of perspective; its final step requires sharing this reward with others
To transform perspective requires a process (path, journey) that is universal in its basic elements (choices about self-awareness, attitudes, abilities, actions) but necessarily universal in its manifestations
Owning (making a conscious choice about) belief is key; belief connects attitude to ability and so powerfully informs action
To utilize the framework requires that you define the work in a way that keeps it simple and fun because that's what you're most likely to engage and put effort into
Transformation of perception and the actions informed by it requires risking and ultimately sacrificing what is perceived as 'known' and 'self-interest' - this is why
authentic
leadership requires courage
MAKE IT
SIMPLE-FUN
CTIONAL
To
understand
the change process, and how to get better at it, requires AWARENESS of the BASICS, and the CONNECTIONS between the basics, of what we know about the nature of change - from science, wisdom, and the experience of successful leaders
Making positive change happen is perhaps life's most difficult challenge; the ability to do it is one of life's rarest and most important
To transform perspective we need to understand, in simple terms, what it is and how it works
Ohm's Law: Amount of energy conducted between two points of change is determined by the amounts of energy that goes into, and resistance in, the conductor (the object that allows 'charge' or energy to flow between two points)
The Law of Conservation of Energy: Energy in a closed system cannot be created or destroyed; it can only be
transformed
Those 'in charge' of change have the power to charge (energize) change by changing first; leadership is example
HOW TO CHANGE: Changing self-defeating habits to helpful ones requires awareness, understanding, and choice; to
make
the choice requires
courage
(not absence of fear, but acknowledgment and engagement of fear; the opposite of
cowardice
, which is avoidance through ignorance); to
sustain
the choice requires belief
The psychological process of changing a routine is, like most all natural processes, circular - from one point of awareness-understanding-choice to another point of awareness-understanding-choice
While habits are a neurological process of brain, changing them is a psychological process of mind; we are engaging in the battle of the duality our own nature - taking on our own worst enemy and source of our fear: ourselves
Success in this journey (to enhanced self-awareness) requires the ability to take ownership of (making conscious choices about) our attitudes
Creativity, like change itself, is a process full of paradox; we can only create the new out of what already is; we have to lose in order to gain from creativity; we have to give up one way of thinking to gain a new way of seeing things; we have to sacrifice what we 'know' we have for a necessarily unknowable reward
Yet making positive change happen is the
one
challenge many of us think we can take on without 'know how;' it's the one ability we don't think we need to develop through practice - or even need at all!
To
efficiently

acquire
'know how' - to become aware of and understand
how to get better at change
- requires
definition
of the challenge or 'problem' of change
To
effectively
c
onvey
'know how' requires keeping things simple - by defining the basics, and the connections between them - and fun
To define the challenge of change, we must identify, define, and address the 'charge' of change; the need to
transform
potential human energy into motive energy - and the related need to reduce resistance
To make positive change happen (for others, and ourselves) requires leadership
The two basic,connected
forms
of energy (charge) required to change our actions (performance) are
focus and effort
; both are manifestations of perspective; therefore the energy of change
is
perspective
Change requires applying choice to
energy
(for transformation of it) and so it's a matter of
choosing perspective
(and its attributes); if perspective stays same, it's impossible to change what we do
(
Per
spective forms
per
son forms
per
formance forms
per
spective - it's a cycle; trans-form-ation requires awareness and
choice

Perspective is who we are - it's how we see ourselves, the world, and our relation to the world - it embodies, informs, and is informed by our imagination, beliefs, attitudes, experiences, knowledge, and most importantly, understanding
Much of our perspective is habitual; transformation requires changing self-defeating habitual perspectives (thoughts, beliefs)
To transform our habitual perspectives requires we identify, understand, and address the nature of habits - what they are; how they work; why we have self-defeating ones; and how to change them
WHAT: Habits are a neurological function (of 'cave brain' or 'autopilot'), related to and supportive of our survival
WHY: All of our self-defeating habits (thoughts, feelings, and actions) are usually based on avoiding fear, and are the physiological basis of our resistance to charging positive change
HOW: Habits function, like fear, on a loop of which we're mostly unconscious; begins with a pattern of behavior or circumstance
This process is represented by the hero journey: awareness-attitude-ability-action-awareness
To undertake this path, to transform an entire organization, requires identifying (becoming aware of) and understanding what it is; the simplest way to do this is to establish a framework of the basic choices and how they connect to one another; in this way, we 'frame the work' necessary for your approach to transform your organization through your transformative leadership
This framework, which establishes awareness as the basis, and connecting factor, of transformation, defines the basic and interconnected choices needed to 'charge' positive change; it literally functions like an organizational energy transformer
To keep it simple, this framework describes the basic attributes, and connections between, every organization; the building blocks (choices) of change; and the process of change - all by using the letters ABC and basic shapes (triangle, square, circle): It's the ABCs of organizational transformation
To make functional this simple ABC framework - this energy transformer - requires your focus and effort in the form of your creativity
Because: It only frames the work; you have to define - that is, self-direct through your own creativity - the work necessary to energize (and get better at) change
You have to 'charge' the transformer through the focus and effort of your creativity; you have to bring energy to the transformer, so the transformer has something to transform!
Why read this book? What's the point of simple fun?
The answer is you; that is, it's each one of us - because to make positive change happen, we have to change; creating and changing are the same thing; and to manifest creativity, we have to
self-direct
the creative work involved.
Getting better at change is itself a change process - we are changing how we change! So how do we get better at change when our challenge is change itsef? And for that matter, how is changing ourselves necessary to make change happen around us?
This is why 7 out of 10 change projects fail - even when we properly define why and what to change, we usually aren't able to do it - we don't have the 'ability' - because we don't know how
First, to make change happen, we have to change; and for those of us who are in charge but are unwilling to change, we don't want to hear that we have to change - and are otherwise not authentic leaders; simple fun best way to get the message across
Understanding, through awareness, is key to solving any problem; so to get better at change we'll help establish understanding, through awareness, by defining the challenge of change
Increased awareness and understanding requires, above all else, our engagement - our focused effort - and that's the point of simple fun; simple and fun engages us, and so enables and empowers the communication necessary to convey understanding
And because human change is complex, difficult - and even paradoxical - the best way to
convey
understanding, and thereby truly sharing it, is through simple fun
The emphasis on you (your engagement in your own self-directed creative work) gets to the whole point of simple fun, generally - and Simple Fun, specifically
Herein lies our burden, or power - depending on how we look at it! - of our accountability (our ability to account for) for the positive change we want: It really is up to each of us - it's a choice - to make positive change happen - by choosing - and sticking to our choice - to change ourselves
Energy: We have to charge change
Even though the evidence our inability to change is all around us, we somehow ignore the fact that the 'know how' to change
is
an ability, an extraordinary ability reflecting prowess, potential, and power
1500 CEOs: biggest challenge increasing complexity of environment; organization can't keep up - so it's an ability not only necessary to thrive but to survive
Which brings us to the point of simple fun
A big part of the paradox is that simple fun sounds like a childish way to cultivate the fundamental ability of leadership- but we have a lot to learn from children about the ability to change because they're much better than we are
This ability is creativity - change is creation of the new
So to get better at change - to develop this critical ability - requires the revival of our natural creativity (CEOs agreed creativity most important leadership ability); the problem is that, to do so, we have to go against our own nature - (to revive our 'creative' nature we have to overcome our 'afraid of' nature)
Science, wisdom, experience - and Einstein, who embodies all three - tell us simple fun can help us get better at change, which we don't like, because we like simple fun
Sound paradoxical? Simple fun as a way to address the complex challenge of getting people to change! That's exactly the point of it - and even though this book sets out to make perfect common (simple fun) sense out of the process of getting better at change, there is, on the surface, much about getting better at change that seems paradoxical
To understand how to do it we have to account for our human nature (neurology, psychology, physics) understanding how science is aligned to wisdom and experience
So how do we do it?
Let's not forget, also, that creativity is work - and creative work requires self-direction; so we need to know what we're doing, or need to figure it out
Because of the loss necessarily involved (inevitable failures, result in loss of time, resources, and 'image' - skepticism, criticism, and ridicule) it's risky - so again, there's the fear factor involved
And in addition to direction, all work requires engagement (time and focus or attention) - and energy into the engagement; it requires flow, which requires our enjoyment - into a process we don't enjoy! More paradox!
So let's get this straight - we're proposing 'simple fun' as a way to transform our organizations and improve our world, which requires addressing the following interrelated paradoxes:
We need to get better at change because we're not good at change; but getting better at change is, itself, a change - which we're not good at
Changing what's around us requires changing ourselves
Changing ourselves is difficult because we don't like it; and we don't like it because it's uncomfortable at best, very threatening and even terrifying at worst; and yet to get better at change we have to do it a lot
Change is creativity, which is full of its own paradoxes - in particular how we have to lose what we think we know we already have to gain what we can't possibly know until we have it; and also in how we have to create the new out of what already is
To do creative work, we have to self-direct it; but to self-direct we need 'know how' and we don't know how to be creative because we let the ability wane
This extraordinary ability is not only important, but it's getting more important all the time
We spend a lot of time figuring out
what
to change - and even have good reasons
why
The problem is we don't know how - we lack the ability; and so when we try to make change happen, we usually don't achieve our goals for change
Einstein: ability to change is the measure of intelligence
Hawking: ability to adapt to change is intelligence
So what is this ability - and how can we get some?
1500 CEOs agreed - said key leadership attribute is creativity
It's also why we fail to make the personal changes we want in our lives - eat better, exercise more, get organized, manage time: We know what we want to do; we know we want to change - but we can't because we don't know how to change
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