Problem, solution and stability test in statics


    In previous materials ( “How the system behaves in a crisis” and “How the situation developed in the crisis of 2008” ), we looked at the situation in which the average person with income and intellectual development is above average:
    • Politics and economics crush with a powerful information field and just “turn off the TV” no longer helps
    • Business instills in many managers a “solve the problem down” model, that is, dropping strange solutions and procedures down to the level of solvers and performers - that is, you and I
    • The options “Sit on the priest straight” or “Slow down until the crisis passes by” - a tragic strategy in terms of long-term results

    Now we are ready to move from the problem to the options for solving it. At the same time, we immediately offered our solution to you: “The head needs to be loaded with something useful: training gives a payload + when you switch from knowledge to actions, it gives results on the position and money”.

    Static load

    We simply don’t see another option, because the option “Close yourself from the outside world and just don’t listen to anything distracting: BEBEBE” creates a vacuum effect in which a person as a social creature does not live long. In addition, our brain is by nature imprisoned to constantly digest information, and in conditions of artificial hunger, it will begin to finish building something on scraps that somehow fly from outside.

    Boundary decisions: listening to everything that comes from the world and not listening to anything are two inoperative extremes, since in the first case your input channels are overloaded and you lose the ability to adequately analyze the input information stream, and in the second you switch the brain to “listening” mode and you react too emotionally - like to a crunch of a branch in a night forest, when your head immediately draws a bear / maniac in the dark, although for days you could not even hear or crush this crunch.

    Hybrid Solution:listening to everything, but filtering is very expensive by resources: you still need to work and live. In order to remain functional and to control the situation, one must skillfully and constantly understand not only work and tasks, but also 27/7 to be an analyst included in the information field in order to quickly filter out implausible facts and understand who creates an informational throw at a particular moment in time or stirs up panic with another law in the field of taxes for individuals, for example.

    Then the usual problem remains, not even from the theory of systems, but from mechanics:
    • The engine (your brain), in addition to the gasoline it runs on, draws in air from the environment. In normal mode, this air is good and everything is fine. Now in the air that the engine needs is a lot of impurities (parasitic information that the brain processes as well as useful), due to its mixture quality decreases and the engine as a whole works worse (you are distracted, argue about anything with colleagues, think about global and processes not controlled by you - the quality of work and life decreases)
    • By definition, it is impossible to control the whole environment: everyone around can dump waste into it (even just work colleagues, not to mention traditional and online media)
    • Do not feed the engine air - it is impossible: the work stops, the engine begins to greedily swallow any air and it only gets worse
    • What is left? To give air from the cylinder directly into the engine: a clean flow of information that helps the engine to work well + reduces stray and increases the payload. If you give a stream of air under pressure, the engine stops sucking in air from the outside, where the pressure (flow of information) is less

    With this model, we are really talking about the dynamics of the process, and this is the plan for the next article in this cycle. Comrades motorists, subarists and mechanics: please do not rush into the embrasure for such free use of your favorite model of the world: this is the same descriptive application of the engine model as in the case of the globe with which we describe our small planet. Let's go back to the solution and check it first in statics.

    Let's test this solution for sustainability so as not to rely solely on our statements in its performance and consider the conditions under which it will work.

    Downloading useful information solves only one problem - to free your head from what’s bothering you and to shield you from “information impurities”. In order for the new information to lead to a significant result, something else is needed.

    From the experience gained in becoming managers, directors and entrepreneurs, from communicating with familiar top managers, the following picture has developed. To get some kind of result in life you need a) to do the right thing and b) to do things right (what and how).

    Do the right things + Do the things right.

    We have already said that a sustainable way to reduce the number of smut exported from above and to be able to influence the processes in the system in which you are located (company or department) is upward movement. Over 7 years of work, we have gathered simple recommendations that help our students move, get new positions and projects, and implement the necessary changes.

    Our list is simple and short: 7 right things and 8 principles on how to do these things right.

    What are the 7 right things to do:

    1. To give the result : the result must be given, the silver bullet "how to have positions and accomplishments without applying work" we do not know
    2. To ensure the transparency of the process : what is transparency and what subordinates and managers think about us in each unit of time + how it affects the results and pleasure along the way
    3. To ensure the trust of the customer, the boss and the team : there is such a thing as a “trust tax” and sometimes it goes off scale so much that the work turns into hellish hell, when you don’t even want to think about how to do something different, just to wait evenings and home
    4. Work with the customer : trust, expectations, how to behave in case of problems, how to postpone the time and argue the point of view
    5. Work with a leader : trust, expectations and all the same, adjusted for the fact that this is your boss and it isn’t any easier
    6. Work with the team : any manager or team leader “stands on the shoulders” of his team; why, for some managers, a team is the engine for results, while for others, an anchor that firmly fastens the boat to the middle of the swamp ...
    7. Work with yourself : there is nothing sadder and nastier than a cool specialist who spent a lot of time and effort to become a leader or to pull a large piece of work and ... died on this top, having spent all his strength while climbing up

    How to do things right: 8 basic principles of growth

    1. Work for a long time

    Anyway, if you want to grow high-quality, then you can not do this without the help of other people.

    This does not mean that you definitely need to tearfully pray for their help. This means that their opinions about you and your work affect your future.

    Remember the old fact that all the people in the world are connected to each other by no more than five handshakes? Now we are not just connected, we can still communicate - through social networks. And if someone wants to receive feedback about you as a person, he can do it in 2 minutes. In 1 minute he will find someone to write to, and in 2 minutes he will receive feedback.

    If you give a result due to the fact that you use your colleagues or the customer blindly, what will happen to your career when it becomes known? .. And it will become known for sure.

    If you want to reach a new qualitative level, then it is worth working with people for a long time, thinking ahead of time about what impact your actions will have on your relations with people. The following follows from this principle:

    2. Refuse from manipulation

    Manipulation is a hidden influence on a person in order to achieve some of his goals. We will not go into technical techniques now, disassemble light manipulations and heavy ones. talk about the levels of the picture of the world, the roles that the manipulators play ... We will be hooked on the key word - hidden.

    Everything hidden sooner or later becomes apparent. And when a person, cooling off from the discussion, understands that he made the decision on emotions, and you evoked emotions, he will have the feeling that he was spent. Or cheated.

    How will this affect your long-term relationship? What will he then say if he is asked to give you a review? ..

    In addition, standing people will begin to come across less and less. Life is too short to spend it on working with unpleasant people. People who steal your positive attitude and your good emotions.

    And here it is worth noting that some people also steal time. From here we derive two more principles:

    3. Write in the case

    It's amazing to see how many people swear in the mail. social networks and other forums. We try not to write negative - for several reasons:

    a. This delays the solution to the question - a person’s emotions turn on, and logic turns off right away. Then he begins to defend himself from his trophy poop, moving further away from the essence of the discussion.

    b. It is unclear how a person will perceive this. If, God forbid, a hypertensive crisis occurs, or when he comes home, he will fall apart in children - this is not good. Why would it happen because of you? In addition, the person remains an emotional residue. And if we work for a long time, then this precipitate should be positive, not negative.

    at. Everything that is written on the Internet remains on the Internet. So, our children, when they grow up, may want to read what their dad and mother wrote there. I really want that from the pages of what they wrote, they would see calm, positive, confident people, and not slippery trolls.

    d. Public discussions in the same way can be seen by your future employers or clients. Will they want to work with you after that? No one will say in advance.

    If a conflict begins in the mail, it is much better to call or approach the person in person. The conflict immediately resolves.

    4. Speak briefly

    Once upon a time, our good friend director formulated his life credo: “Speak less, do more.” People can listen to you for a long time and carefully, but they will still look at things.

    Therefore, you should not spend a lot of time on discussions. Spend them better on business. And so that the words take less time - you need to prepare for conversations. Choose arguments, think over the conversation, be able to grab the constructive grain in the words of the interlocutor, be able to concretize your and his point of view. But you can learn this, it’s not difficult.

    5. Not to forget anything. The

    best way to ruin relationships with people is to forget what they promised. the discrepancy between expectations and reality always gives rise to unpleasant feelings: injustice and resentment.

    As an officer said in an old Soviet joke: “Comrade cadet, if you have a head like a toilet bowl in which nothing lingers, then start a notebook. And better two - like mine. ”

    Record, put reminders on the calendar and phone, keep promises. This is how credit of trust is accumulated. which then repeatedly comes back.

    6. To be clear
    7. To be consistent

    Life is not a fairy tale, and you and I are not a hundred bucks to everyone to like. Making bad decisions is part of the game. And you will definitely do something unpleasant to other people: cuts, layoffs, making other decisions, etc.

    But people do not need pleasantness - they need clarity and expectation of your behavior. A pleasant surprise is good. And unpleasant is unfair. Explain your actions and do it ahead of time - then people will perceive it with understanding, and your accumulated credit of trust will not merge at one moment due to an unreplied decision.

    8. Ecology and karma

    Do you believe in karma? This is a stupid question for people who have received a technical education and who rely on knowledge, not faith. But in working with people, this concept is definitely there. It is called differently: a credit of trust, somehow else. This does not change the essence.

    According to the results of communication with you people, your actions, people begin to relate to you either better or worse. And then it becomes either easier to work with them and negotiate, or more difficult.

    The idea is that if you already work with people for a long time, then it’s rather silly not to think about this karma. Popular wisdom formulated this a very long time ago: “Do not fool where you live.” We will say more modern: “Be environmentally friendly.” But the essence is the same.


    Understanding the rules and patterns does not say what needs to be done. And here is the abyss or phase transition between knowledge and action.

    A short illustration: many of us can explain and disassemble the principle of operation of an internal combustion engine, but it is not clear where to start, what to grind and how to assemble in order to get a working engine. There is no process, sequence, step-by-step formula.

    And about this: how the transition from principles to practice occurs, how to make knowledge work, which helps us to implement long-term projects, and how more than a third of our students achieve atypical and sometimes truly amazing results, we will talk in the next issue of this series.

    What we have sorted out at the moment:
    1. How does a state or business level system behave towards you at the time of crisis
    2. How the situation developed in 2008 and counter-examples of crisis thinking, behavior and results
    3. The solution in statics: counterloading with information that is verified and useful in the future (knowledge)

    What else will be in this material cycle:
    1. The solution is dynamic : your efforts must be capitalized. The transition between theory and practice is to increase your income and change positions to more responsible ones. Our offer: a long-term training and transition program.
    2. On December 16 (BT), at 11-00 Moscow time, we will conduct an online presentation of the new annual training program for the Stratoplan School of Managers, which was designed by us taking into account all those principles and ideas that we analyze in this series of materials.
    3. Register now so you don’t miss and don’t forget: it’s free and takes less than 30 seconds:

    Do not switch. To the connection!

    Alexander Orlov, Glory Pankratov
    Stratoplan School of Managers

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