Tag Archives: behaviour

The Knave’s had it…

Happy Boris-bashing day!

I read the report straight away. I will keep this brief, and cite from the report with good humour. Much as whoever wrote from page 62, titled “Mr Johnson’s resignation as an MP and his attack upon the Committee”. Nothing spared there – well worth a read {here}

In a full blooded reply to Boris’ resignation low blow, the Committee state, “Mr Johnson’s incorrect assertion that the Committee’s powers are new, and its procedures unfair, is a continuation of a pattern of statements which are bald expressions of opinion without justification” [para. 221]. The claimed lacking integrity inviting the strongest response, “Mr Johnson does not merely criticise the fairness of the Committee’s procedures; he also attacks in very strong, indeed vitriolic, terms the integrity, honesty and honour of its members“, a few lines on concluding such remarks, “...amounts to an attack on our democratic institutions. We consider that these statements are completely unacceptable” [para. 222].

Nothing Churchillian to see here

“…I owe my advancement entirely to the House of Commons, whose servant I am…”

Winston Churchill

If ever a Prime Minister has failed so miserably to acknowledge the weight of commitment of that role – it is the now “contemptable” Boris Johnson. Churchill he was not.

In Boris, we instead got a cad – now a knave. Belligerent to due process right the end, “we conclude that either Mr Johnson was being deliberately evasive with the Committee or that he has deliberately failed to abide by his undertaking to be candid” [para. 175]. Kicking the bin by way of resignation, he “broke the confidentiality of the process by revealing the contents of the warning letter and linked material, and attacked the Committee” [para. 215] – later confirmed as “a serious further contempt” [para. 222].

“He ought to question them upon everything, and listen to their opinions, and afterwards form his own conclusions”

Niccolò Machiavelli “The Prince”

From this report we also have the means to know Boris as the defensive decision-maker, extraordinaire. This is useful to see tell-tale behaviours. e.g., not asking the tougher questions, and asking only those people we know will say what is easiest to hear. In this instance “…from his then Director of Communications, Mr Doyle, and his previous Director of Communications, James Slack” [para. 176]. Further evidenced by those he did not seek out, “Mr Johnson himself told us that he does not claim Mr Case gave him an assurance” [para. 174]. And selectively ignoring the harder but better advice, e.g., when Boris “reiterated this assertion [of following all guidance] despite having been advised by his Principal Private Secretary not to make this claim” [para. 181].

“It is necessary for a prince to have the people friendly”

Niccolò Machiavelli “The Prince”

His friendlies have come to his defence of course, but these seem lame in the face of what is reported – and what is plain to see. Three examples. [1] Nadine Dorries (MP…?)- taking time out from her oddly extended resignation process – warning backers of this report will be “held to account by members and the public”. And adding starker warning to Tories still in post, “deselections may follow. It’s serious”; [2] The pro-Boris, anti-much else, Brendan Clarke-Smith MP reading all as “spiteful, vindictive and overreaching conclusions of the report”; [3] Sir Jacob Rees-Mogg, offering his ‘voice of the people’ perspective from his seat at GB noise, “this report is in danger of making the House of Commons look foolish…”. All as reported in The Independent

Will this make the House of Commons look foolish, Sir JRM? Some may say from what baseline do we measure such remarks? Reclining from the front-benches, I suppose.

From The Independent Sept 2019

As to the attempts to discredit the process and the committee, the report addresses the resignation attack head-on. It makes explicit the processes in place, the extra measures taken to ensure the full disclosure and rights of reply provided throughout. The report also demonstrates an early anticipation of just such a rebuttal:

“the Committee took the additional step of appointing Rt Hon Sir Ernest Ryder, former Senior President of Tribunals and former Lord Justice of Appeal, to advise on the fairness of the process”

paragraph 218

Boris the Knave

The first modern era UK Prime Minister to be found so contemptibly short – and so personally far from his Churchillian idol. He is perhaps also the second to claim that undignified King-of-the-World fall (if we count the post-resignation contempt too). We will soon find out if the House agrees. His actions last Friday a legacy low-point perhaps. Lowest of this most indignant of dignitary.

Machiavelli – or another way

5 Machiavellian lessons for King-of-the-World

The self-serving leader. Low in morals, toxic, taking all down with them as they go. Well, Silvio Berlusconi is warming new fires today. That downward journey is a one person show.

💭😈 Such a wicked thought: naughty me. It brought Machiavelli’s “The Prince” to mind (written in 1532 CE). This blog is aimed at more fitting, self declared, “King-of-the-World” archetypes: Boris Johnson and Donald Trump. Both now finding rule of law not to their taste. As to other judgement: a just world is but one belief. I believe that around five hundred years ago , Machiavelli had both of them pegged. [Perhaps he pegged we Europeans one and all. 1532 CE is also the year Henry VIII defied Rome. And the year Francisco Pizarro killed a living God and stole all of Inca’s gold]. Here are five Machiavellian lessons that circle back around.

#1 invite the conflict that reveals the better way

This Machiavellian reading begins with a tell-tale sign that the wrong people are in the tallest chairs. Namely, those that surround themselves with the less threatening and agreeable.

“There is no other way of guarding oneself from flatterers except letting men understand that to tell you the truth does not offend you”

Machiavelli (The Prince)

#2 live with dissonance

This is a futile bind that must eventually invite conflict

On the one hand, inviting that free opinion. And in doing so making friendly those that count

“It is necessary for a prince to have the people friendly”

But on the other hand retaining the steadfastness of leadership

“He ought to question them upon everything, and listen to their opinions, and afterwards form his own conclusions”

What is revealed by this conflict and dissonance is a constant weighing up. But weighing up based on the best of information, not the easiest. This is firstly, prudence of judgement

“Prudence consists in knowing how to distinguish the character of troubles, and for choice to take the lesser evil”

Such choices are not always picked from more fruitful, but the less sour. This is therefore secondly, the capability to making better choices as a result. Even if that choice is harder but more coherent to the bigger goal.

“He who does otherwise is either overthrown by flatterers, or is so often changed by varying opinions that he falls into contempt”

This balancing then leads to the more diligent Machiavellian Prince retaining more difficult felt angst. This remains that same notion of dissonance, but one that is held not passed on (as the defensive decision-maker would do). But with clarity, not deceit (to oneself)

This leads to a second double-edged impossible reality (#3 and #4).

#3 Tyranny

Firstly, when to dictate

“pursue the thing resolved on, and be steadfast in his resolutions”

… or liberty?

or when to give way, but not too far

“And there is nothing wastes so rapidly as liberality, for even whilst you exercise it you lose the power to do so”

Machiavelli (The Prince)

#4 tomorrow

Secondly, making room for what is important (not urgent). This is the impossible planning toward a vision but having access to means to adapt constantly. Covid-19 proved neither were in place. Nor would they be today.

… or today

Quentin Skinner offers access to other Machiavellian writing. This next citation originates from private letters – where an indignant dignitary (Pandolfo) is defending how he conducted his affairs of state – a remark that applies well to the need to situationally adapt

“wishing to make as few mistakes as possibile…I conduct my government day by day, and arrange my affairs hour by hour; because the times are more powerful than our brains”

Machiavelli (Legation L912)

If Pandolfo is right (that situational response is all), this begs the question who then is planning for the long-term? Perhaps we only think long-term when the short-term is not demanding our time:

. . . never in peaceful times stand idle, but increase his resources with industry in such a way that they may be available to him in adversity.”

Which is to bring us back to a final lesson that returns us about – back to surrounding ourselves with those capable of offering that more difficult truth. Or making the executive decisions in our stead. In the long-term the capability to build is building the capability to be replaced. Nonetheless, if we are capable enough then surely that is what we invite – if we are capable.

#5 Nurture capability

Related to the first therefore- i.e., #1 invite the conflict that reveals the better way – note the capability of those being rewarded. In other words the servant steward is a capable person; capable enough to both admire and enable capability in others. Honouring peers with peerage as a service to debt, does not count…

“A prince ought also to show himself a patron of ability, and to honour the proficient in every art”

Machiavelli (The Prince)

There is much to learn from the King-of-the-World dilettante – i.e., those with a care for the prize but not the serving in the role. Machiavelli saw plenty like that, and rated very few. We now see them, too. We know what they crave, and see how they behave. All too well, we know how they fail when real crisis demands leadership. Even the better Machiavellian fights to keep the better peace. The capable leader has power enough to empower more. Machiavelli, “The Prince”, the more principled diplomat.

—End—

That was a little fun, written in a moment between my research write-ups and reading. My PhD relates conflict to governance, and both to wider notions of shared intentions (collaboration, cooperation, competition). Machiavelli “The Prince” formed part of reading that did not make it to my philosophical worldview (i.e., the support to my methodology). Quentin Skinner introduces Niccolò Machiavelli exceptionally well. Both are well worth a read.

About Me

In psychology we are required to look beneath the mask. This blog series is attempting to unmask some hidden parts of projects to engender a more collaborative way.

Find my professional mask here:

Original art
, ,

PhD and me – plasticity

Change: how much do you control?

Month 5 of 42 – My First Formal Progress Report (FFPR) is now complete. All is fine. I am the student who can, “accept the supervisors feedback and builds upon it”. Those are prized words in the appraisal of my progress. Three other comments were most welcomed too. [1] regarding my bi-weekly written submissions, “the quality of the submitted deliverables has improved”; [2] regarding my research problem and reasoning, “…this is a very much improved paper and I actually don’t have too many comments”; [3] regarding my means to prepare an academic idea, “improved substantially from the initial proposal”. My most cherished feedback however is of being credited with an attitude of adaptability – i.e., the accepting of feedback and building upon it – because that is to the heart of what my research is turning to.

🧠 Brain plasticity

In regard to my own control, I have in mind here plasticity. Human brain plasticity is a lifelong property that happens within a more rigid frame. Adapting and morphing within a range but changing at molecular, chemical, and physiological scale. The main impetus of which is external environmental change, but in humans that is also an intended change to our environment. We are both the intentional actor, whilst also being acted upon.

💭 Behavioural plasticity

Therefore a PhD candidate aged 50 (i.e., someone like me), has a brain capable of adapting much as someone aged 25. However, some of these adaptations are beginning from a longer lived history, longer period of morphology, and – most critically – from different socially adapted norms over that much longer timeframe. My brain plasticity remains, but do I intend behavioural plasticity too? Social psychology describes this as both changing behaviours to change attitude; and attitude changes that can alter how we behave. That same intentional actor, whilst also being acted upon.

☔️ Environmental stability

Social psychology also confirms that attitude is a most subtle changer of behaviour. Weak when compared to the more impactful wider social norms and inner desires. Attitude is the least effective means to change behaviour. Yet it is also the factor we can most obviously act upon. The wider world – social norms, values, conventions; as well as individual perspectives and desires – play equally fundamental but more powerful roles than attitude. A prolonged period of significant personal change therefore requires a predictable environment. Attitude can be overridden by stronger social or personal need. Few people I know aged 50 have that economic freedom, or such limited social responsibility. I am claiming 42 months of selfish stability, and of all that enables that possibility, least of all is the ongoing plasticity of the brain. These are the limits of the intentional actor, and the more powerful impacts of being acted upon.

The conclusion offered for now is simply that a PhD is a process not an outcome (as is all of life). It is a time of great change, but it is change within a wider stability. I am therefore grateful that I have all externals under some semblance of control. And grateful too, to those outside parties that help make that so. These are not just my efforts or my attitude. There is a great deal of economic and social factoring here, too. An attitude open to change but within a stability that enables a greater sense of autonomy and self-control. It is that collective that means I can “accept feedback, and build upon it”. An actor, free to choose to be acted upon.

…to be continued

#twitterquitter

💩 Cancel culture or a dirty protest 🪧

I suspect my decision to deactivate my Twitter account will be almost universally unnoticed. But occasionally it feels good to just severe ties. To see enacted sociopathic attitude, malevolent intentions, and belief so opposed to my own that it was time to pull the plug.

Bye bye Twitter. You were my least liked platform of misinformation, anyway. Bye bye to the baiters, the denigrators, and the hateful propagators. And thank you Ego Must for making such an overt effort to confirm the lack of humanity and humility by such an exemplary disregard for care. I understand the reasoning but deplore whole heartedly the callousness – the classlessness – in how the deed was done.

Those were human beings waiting for those emails. How ridiculous that redundancy pantomime was.

Get yourself to Mars, Elon. You’ll be happier alone…

Is “Quiet Quitting” really a thing?

‘Quiet Quitting’ is not laying flat enough for me

27th August 2022

Tang Ping : is to lay flat.  A controversial phrase popularised by its supposedly being banned in State control of social media in China.  Supposedly.  It is associated with possibility of social rebellion of industrial scale apathy.  To lay flat at work, is to be present but unproductive and unseen.  Quiet Quitting has therein become the August phrase of choice to collectively approximate disengagement of a workforce, especially of the young.

Quiet quitting. I am immediately on edge by this trending phrase.  Simply because it seems to have captured the imagination of folk-psychology and has happily landed into immediate everyday language as something to be diagnosed and cured.

I found myself saying the following on a LinkedIn post today:

“Quiet quitting” will be the next great harm. Not as a thing, but as a grouping of issues that become hidden by this term. Just as “wokeism” becomes a convenience of debate.  We get to the heart of a problem by pulling it apart. Not bundling constraints up into a pithy phrase. Mental health starts with the dissonance being exposed, not upheld. Quiet quitting is not a phenomenon to manage, it is a false-step of pseudo-diagnosis being shared in the dark.”

LinkedIn chat

Unsupported in academic writing. A few hours of searching through my university library is a cursory look. I have not researched this thoroughly.  But I have found no academically obvious links to bring “quiet quitting” into my corner of science i.e., psychology.  Psychology Today have found means to comment using the term in blogspace, but this quickly moved into surer footing.  As to peer reviewed papers, I have had to turn to a management journal piece from 2018 that offers pre-quitting behaviour as a connection of sorts.  However, the more socially constructed truism or appropriation seems the less rigorous source of a term I suspect is already here to stay.  Please let me know if a more thorough check of academic literature offers more support than my brief examination uncovered.

Let us find ways to engage. This is not to discredit the notion of what quiet quitting is suggesting overall.  We must certainly have the discussion about engagement.  Let us widen this out to the full teleological discussion of life, or the subsets of priorities, meaning, and how to better share goals.  Let us perhaps further widen this challenge towards long-term objectives; innate motivations; autonomy of action; all of which I believe brings sustainability discussion to the fore.  But let us proceed with more rigour and less reaction to trend.

PhD and me. I will have such teleological challenge close to hand in my PhD research into project threat.  I begin that in earnest in a month from now.  And if personal observation from consulting and discourse is indicative, “engagement” is an emergent discussion – one I am now having regularly.

Fashions are not facts. But please, please, let us not fall into the easiest of all traps – and ironically be directed in our efforts based upon nothing more than the hearsay of popular everyday truisms.  Truisms that are founded on nothing other than the media circus that now distracts us from longer-term purpose in the today.

Random invites

Three reasons random invites fail, and why you should be worried if they succeed…

This blog is prompted by a noted increase in the number of random invite connections received on LinkedIn this month. I love connecting with new people, but some basics can be identified which seem to offer a universal truth.

visibility | behaviour | trust

I conclude this is principally a question of trust. But this connects to visibility, and to behaviour, with both necessarily increased if trust is to be found.

v | b | trust

Random invites. Context free and no prior history. Unless of course they can find you off-guard, but that is intent (i.e., behavioural) which should be inviting more than distrust because of the hidden truth that reveals (i.e., visibility).

v | behaviour | t

This is the behaviour of someone in a rush; or grouping you with many others; or hiding their intentions, concealing their real identity, and/or attempting to appeal to vanity where the less information offered is enabling more directed distraction. As such invites are also more likely part of a cluster, this offered more indicators that the invitation is intended for spamming or farming or otherwise hidden intent (i.e., purposeful low visibility)

visibility | b | t

This random invite is offering minimal visibility. With no note to bring to attention toward the intent of the invite. Less information, offering more uncertainty. Or targeted information without intended subterfuge (i.e., negative behaviour). Perhaps this is overtly using a profile title or photo image to attempt to skip past checks. Note how much more suspicious it is when with minimal extra effort you reveal there is limited information in the profile to offer context.

These are three categories to consider why random invites fail. Low trust, reinforced by minimal information or positive action.

The intentional deceit. And so what of covert attempts to overcome these signals? When might these random invites succeed? How about appealing to that covert side of our own behaviour, using that same overtly visible shallowness against us. Why might that work? I think deep down, we all know. It’s the means to override our more attuned sense of when to trust. Am I alone in being doubly suspicious when an unnecessarily dressed up face wants to say hello? Too right, I am. And if you are selling yourself by your image, that’s precisely the unsaid term I have just used. Without apology. Without limitation to ones preferences or bias. There are plenty doing this from all sides. These seem to me the most common-sense flags to avoid the many fake accounts that overtly play this game.

Examples of invite warning signs:

  • reliance upon shallow appeal (e.g., photo, title, pod followership)
  • offering little in way of content or prior chat
  • nothing relatable in profiles
  • industry or geography that seems completely left field

The interaction of visibility | behaviour | trust

So let me finally return to that telling lack of a note. That should say plenty. Why would you think someone is going to accept an invitation without a note that has something that connects you?

Conversely, I do actually send invitations without a note. But only because prior discussion has made that blatantly unnecessary. But then that’s increased trust, built via prior visibility and relatable behaviours.

Trust is built upon these principles, but should also be where it is lost…

Coaching more…

“…are your people empowered to spot quality issues, and the conditions that breed them, and speak up…?”

Dave Stitt (2022) “Coach for results”

A blog to briefly congratulate Dave Stitt on a book worth a place on the desk of any construction manager (and people managers everywhere).

Coach for Results : Empower your people to achieve the extraordinary. Dave Stitt (2022)

Dave and I connected instantly when we first spoke last year, completely unrelated to this or any other book. Our discussions have been varied since, always with shared enthusiasm, and unabashed confidence of where we have been, or going. His energy is infectious, his perspectives easy to align to, with pithy anecdote never far behind.

It was therefore no surprise at all to read his 2022 book in similarly attuned frame of mind. His passion comes through on every page; and the anecdotes help keep a steady pace, fixing each new point firmly into the construction paradigm.

Coaching Leadership

Here is Dave explaining what is different in engaging with your people in a coaching style

“…you stop seeing them as a problem to be fixed and you start seeing them as a treasure to be discovered…you say, ‘what do you think?’, and then you listen…you the coach and them the thinker…”

Stitt (2022) Coach for Results pp9-10

and Dave of the wider cultural transition possible

“…courtesy, respect, and esteem are universal…it is the antidote to exclusionary micro-cultures…”

Stitt (2022) Coach for Results pp25

The premise of the book is not new. The coaching leadership style is well documented and has probably not passed by any MBA or well-read manager or consultant. But Dave’s writing is to the point, backed up with pertinent example, and just enough academic reference to be assured the bridge between the two is secure. Crucially, everything is directed back to what counts most: the day to day of management and leadership, as it connects to the construction project world; and the care and growth of those coming through that are its future, and it’s today. Chapter 4 of this second edition offers confirmation of this appreciation, from at least a dozen cohorts from his accompanying training course.

Self-Determination Theory

As part of my psychology MSc this year, one module focused upon classical and contemporary social psychology. I have concluded that much of the management jargon I have been fed over the years, at least the decent concepts, have been influenced from here. Dave has a chapter outlining one of the most significant revelations (in my opinion). He does not name the series of connected theories per se, but he cites Dan Pink who is well respected in this psychological field, and Dave describes this and related theories perfectly.

It is called Self-Determination Theory, one I have written about before {here}. It helps explain why our obsession with motivation by cash incentive, as employer of internal teams or of external contracts and work packages, ultimately causes organisational or project harm. As Dave states “…external enticements…extrinsic motivations…are not very effective…” pp11, to which he then makes the comparison to command-and-control style management which is very much the abrasive construction norm most can relate (be that employee or supply chain relationship carrot and stick, comply or die culture we all know).

In Dave’s words:

“…command and control…sucks initiative, confidence and accountability out of a team…”

Stitt (2022) pp26

“…risky when…commercial agendas are indifferent to the success of the project as a whole…. Are your people empowered to spot quality issues, and the conditions that breed them, and speak up…?”

Stitt (2022) pp27

Understanding these implications of externalising motivations are lessons we should all have close to hand.

Managing the coaching conversation

Thereafter Dave offers some excellent practical advice in managing the coaching conversations. As an empathetic manager myself, with training from several multinational organisations seeking to enable this style of communication and learning leadership, these chapters resonate. Learning the right way to prepare and start such discussions, how to direct them, and how to conclude them in empowering rather than directing ways. These are important things to give your people their means to find their why. I am reminded of my own why in reading his words here, but also improved by these practical chapters and how they can be applied.

How far can coaching go?

I do disagree with Dave on one thing. His pragmatic stance is one in which the fundamentals of construction are considered beyond absolute change – it is just how it has evolved to be. My opinion, is that this confrontational industry norm is a reflection of how we set projects up. And if this more engaging coaching style of leadership were present in senior political spaces – where expectation was on leaders to bring teams with them, not just drive them hard to the next staging post – the projects serving these masters would be less caustic from the start. A world better informed and more real in its possibility in consideration of this project management style. But that is my research challenge – and therein my bias.

There is more I could offer in review. Dave has given plenty more insight and well reasoned connection to contemporary thought, similarly linking other behavioural thinking to construction project application. But I will let you read the rest for yourself. At 126 pages this is an afternoon’s single sitting read. But one to keep close by as that next chance to try “…a tool for challenging and supporting your people…”, pp14, to which both you and all your leaders-in-waiting should be demanding and apply.

Stitt, D (2022) “Coach for Results : empower your people to achieve the extraordinary” 21CPL Productions

Change control

…review structures and processes that could make a difference…

Lindsay Hoyle – Speaker of the House

This is a quote from today’s news. In my project world this kind of review is about matching the framework to the range of influence it intends to control. From the world of insuring construction projects I observe this matching of control to need is not done well. In project management academia I think we miss this point when considered holistically. In psychology this assessment of behaviour to aid control is understood in part, but typically only observed in simple settings and in a lab.

Sir Lindsay wrote: “In my opinion, it is time to consider radical action, and review structures and processes that could make a difference…”

“…serious allegations have been made, and we must address them as a matter of urgency. It is imperative we do the right thing by staff and MPs as well.”

BBC “Westminster reform: Lindsay Hoyle and Andrea Leadsom call for urgent changes” 1st May 2022

How control, influence, and intended change interact is what my research is all about. I am researching this in projects of construction. It is what I do in my consulting work. It is how I now orientate my own life.

At its heart, my research is directed toward a simple explanation that enables us all to ask more…

v | b | t

Here are some simple metrics of in applying this to the question of Parliament:

v | b | trust

We are directed toward lost trust. Where there is failed intent, we trust less. Establishing better frameworks for the intended change seems to me the sensible first assumed move to make. It is how to enable the electorate and the stewardship that serves us to regain some shared trust.

v | behaviour | t

We are addressing self-serving behaviour being empowered to serve itself. We are required to challenge innate motivations and compare what is happening to what is required. It instils the accountability of decision-makers and removes the defensive-decision making they hide behind. But more than that it so considers the suitability of their agendas, their capacity and capability, their judgement and the support systems they need. So that leaders can be what they intended to be, as servants to us all; not have what they intended to have, as servants to themselves.

visibility | b | t

We are seeking better visible to us all. An electorate that currently just has visibility of the indifference shown by the power-base. Visibility of deceit, misinformation, and calculations of what needs to said rather than what needs to be done. Legislation passed to protect past error in response to the questions we ask. Repeating evidence of leadership being the opposite of integrity and in not leading by example. What is needed is greater clarity on what is being intended. What vision is being worked towards. And what independent governance from independent source, ensures accountability of all.

Three possible latent origins of failure

Across each of these metrics we appear to have a failing framework of control in government. Beyond the personalities and party colours of the day, it is to our Administration that we should expect permeant control. I see three likely sources of failure that allow the wrong influences to reign:

1. the control of the internal system is failing

2. failure in the policing, the governance, or assurance of appropriate control

3. the clarity of intended change and to whom benefit is the primary goal

Either way the framework needs to have measure of all. Able to have account of all influences redirecting intended change. Thereby protecting the collectively agreed goals and/or the means to adapt such goal to the novelty of new or that which was previously unknown.

Projects | Within Projects

Whether in politics, or in charges of failure by the United Nations or World Health Organisation. Whether we are considering major projects like HS2 or Crossrail. If we are focused on decisions of priority to feed the hungry, or house the homeless, prevent needless bloodshed; or empower the entrepreneur, realign relationships with Europe, intervene in Ukraine, tackle climate change; or ensure our own growth upon a polluted home. Or, if we are addressing our personal purpose and how best to get there. All such intended change requires the appropriate selection of control, and account for all actor interests that may influence this goal for better or worse.

At its core, that is what is being called for here. At its heart, I contend that this is what we are all really asking for.

PhD and me

Learning by doing

I had to give this one a try. It came to my attention too late but I tried anyway. My first PhD proposal has now been submitted. Let the learning begin.

Written in three days is not the ideal preparation. But as a forced period of solid focus and serious questioning of what I’m trying to contribute as research and how it fits to wider academic research overall, was useful reminders of what it’s all for. My passion lives here. I just hope that shines through.

18 pages of my heart and soul. A baseline reset that serves as a useful confirmation that my research, my study, my consulting, and my life choices, all still sit well upon long-term goals.

That’s a good weekend, come what may. Learnt much by learning how much more I have yet to do.

If I had my time again I’d {insert here}

Finding your project

Finding my project
(beardall.blog)

visibility | behaviour | trust

It took me quite some mental rebuilding before I was able to look this question in the eye. Not a day goes by now that I am not reminded of my answer. My answer from asking the right version of myself. It has become my means of innate motivation, intention, direction, and goal. It is how I have defined my project.

For me this is the visibility I needed. To what I direct my behaviours. What gives me a regained trust in myself. From which I have built critical controls to both enable and protect my project goal. From which I now proceed, mindful of external influence, and internal need.

What does this question mean to you?

Projects | within projects