Some recent Massachusetts Insititue of Technology (MIT) research posed the question, 'why do we not pick up on the signals of impending disaster or meltdown in a system?'  The 'Weak' Signals as they call them are ignored.  Of course with hindsight, it all seems rather obvious, but it is seeing them ahead of time that proves far more challenging.
 
They cite a number of traps:
 

Objectivity Undermined:
Our filtering system is pre-programmed with what we know and understand, leading us to hold certain biases in how we view and analyse new information.   

Filtering to fit our world view
All information passes through filters both cognitive and emotional, hence one person might lead to a different set of conclusions to another.   

Bolstering
Once we are set on a course of action, we can then act out a confirmation bias, by actively pursing evidence and people that support our view, rather than opening up discussions about alternative perspectives.

 

Its a timely reminder of how important diversity is in both problem solving and decision making in tough times.  Contuing along a well trodden path might lead to 'groupthink' or worse still the boiling frog syndrome.
 

Originally geared mainly toward therapists, the book has had a place in popular psychology for the last 40 years.  Eric Berne described and developed a theory known as Transactional Analysis (TA). 
 
TA tells us that all interactions are played out based on three ego states that we naturally have and access.  The Parent state; the Adult state; and the Child state.  They are not based on biological age, but are linked to our emotional and intellectual development.

 

What relevance does this book have to the modern workplace?
Despite this being over 40 years old, the book provides insights that are as fresh and relevant to todays workplace as they were in the sixties.  Berne encourages us to look a bit deeper at the issues that might be played out within our teams and organisations.

This book gives a fun and insightful way of analysing everyday social interactions, based on some complex theories of human development, giving new perspectives on sticky situations.  You won't solve all the workplace problems with this book, but it will provide options for you to bring a new light onto what might have seemed like  insurmountable issues.  Once the games are rumbled, it is very difficult for the players to continue as before.

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It's that time of year again, when the Sunday Times Rich List(UK) is published.  Normally just an interesting aside, but this year it holds up a barometer as to just how far some of the nations fortunes have fallen.

The Sunday Times reports an unprecedented collapse in individual wealth with over £155 billion wiped from the fortunes of Britain's richest 1,000 people, equivalent to more than a third of their wealth.

Does it matter you may ask - well yes and no.  At one level, it might be seen that huge wealth had accumulated from unsustainable growth and that this is merely a recalibration to more realistic levels.

 

The wealth of individuals, especially those in the Rich List is closely linked to Corporate Wealth.  Britain's richest man Lakshmi Mittal, has seen £16.9 billion tumble to £10.8 billion after the collapse of the world steel market this year. 

 

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A simple technique to apply, it allows a shift in thinking and belief in what is possible, that is rarely achieved by looking forward into a problem.  When used in group situations it raises energy levels and generates a much wider set of ideas than traditional brainstorming.

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