Heartfelt concern and positive thoughts go out to the families whose lives have been disrupted by Hurricane Katrina. [All of my Cajun relatives were all but spared just as Katrina veered east.]
Without intent to diminish the dire circumstances of individuals whose lives have been drastically changed by this event, therein lies a great object lesson. Suddenly, there is no 'normal'. Moreso than recent catastrophies, the situation in New Orleans suggests that recovery may not only be long, but may simply not be worth it for some – both for those with little and for those with 'more'. Some have quickly adapted and have used the upheaval to redefine their lives. A distant relative, a restauranteur, has moved his family into an apartment in Baton Rouge and is already pursuing new business plans there, with plans to permanently relocate.
While our professional goals tend to focus on trying to make things 'better', sometimes there is need to simply focus on survival -- to give singular attention to making basic corrections before adding embellishments, or perhaps to simply switch direction altogether. Often, businesses miss subtle 'survival' opportunities because nothing stops. Nothing draws attention to the situation.
When an o-ring fails on a rocket booster system, the results are catastrophic. Businesses can often operate for years with many just-ever-so-slightly-impared o-rings that manage to allow them to function — perhaps less optimally.
And then again, sometimes, just as in the case of the fatal o-rings, someone has spoken the truth of the situation. From the 'inside view' of many companies I've often found an unspoken truth: denial. No one wants to admit anything that might be percieved as failure. Once in my career I discovered that a regularly published report had not been accurately designed (it was mis-reporting data). Once corrections were made, I was prevented from 'celebrating' the report corrections to the recipients (e.g. "We recently discovered and have fixed..."). I was forbidden from telling them that the reports had changed at all -- to do so would have supposedly implicated 'failure' on the part of the Director.
This is offered as a simple testament that the greatest forces of destructive turbulence are often quiet and unspoken. Our challenge may be a responsibility to infuse greater tolerance for honesty and forthrightness. Change is difficult, but deep pride presents a high hurdle that can trip up the path to a noble goal.
Where are the business writings on effective ways to mitigate and influence rampant pride? We need insights to relevant approaches to be more effective in our efforts.
BOB JACOBSON is fascinated by the experience of experience. A planner and technologist, Bob has a Ph.D. in Urban Planning & Design from UCLA. He's been a policy researcher, technology CEO, science writer, and consultant. As a Fulbright Scholar, he studied cellular telephony's impacts on transborder communities in the Nordic Arctic Circle. Bob edited Information Design (MIT Press 2000) and is now writing a book on the theory and practice of creating edifying, transformative experiences.
PAULA THORNTON says, "Understanding human behavior (economics), optimizing interactions (design) and facilitating conversations (markets), are the means to achieve strategic differentiation. This is the focus of our discipline. It is not a 'nice to have'‚ and is not, like documentation once was, an afterthought. It is the means by which to start a strategic discussion and the means by which to drive a tactical initiative. All design should be evidence-based."
