Tag Archives: book review

Making sense

Behaviour through a third lens

This blog takes on a third example of how to examine and thereby prepare to make better decisions toward behaviours. Bringing qualitative technique back alongside the quantitative techniques we are told are our future norm.

—//—

Sensemaking – What Makes Human Intelligence Essential in the Age of the Algorithm

by Christian Madsbjerg 2017

when we commit to losing a part of ourselves, we gain something profoundly new in exchange. We gain insight. I call the practice of cultivating these types of insights sensemaking.

Christian Madsjberg 2017, Sensemaking pp5

In my opinion some of the sentiment of Madsbjerg has a sense of flow about it. He references “phronesis” to mean an Aristocratic synthesis of knowledge and experience (ibid pp6), and the type of leaders that become as one with the systems, societies, and organisations, they are stewarding “as an extension of their body” (ibid pp7).

CULTURE

From a social psychology we have theories that help explain the contextual nuance behind our social interactions. Social Representations by processes of objectification and anchoring which group or categorise based upon shared (communicated) experiences; or anchoring from pre-existing systems of thought. Madjsberg introduces similar influence pertaining to why people in that culture act the way they do (pp6).

He then (pp8) also identifies with the philosophical addresses objective reality becoming subjective understanding. Referencing Heidegger to reflect upon these unspoken assumptions “that on the basis of which beings are understood”.

we stop seeing a room as a space filled with individual items and we start seeing the structures form a cultural reality…nothing exists in an individual vacuum

Christian Madsjberg 2017, Sensemaking pp11-12

He addresses these meanings as philosophical terms reflecting our spoken exchanges. Highlighting contemporary philosophers and their terms: “Habitus” Pierre Bourdieu; “The discourse” Ernesto Laclau, Michel Foucault “The conversation”

In cognitive psychology there is reason to challenge all ideas of comparison between mind and computer, and the linear processing of information this represents. Madjsberg presents this same challenge with more philosophical underpinning. He rejects Cartesian understanding, arguing this “is meaningless without without studying the world” (pp39). Arguing a little later that sensemaking is the missing connective tissue (pp43), and that we must understand the holistic vs the atomised (pp49), and recommend us to read “no exit” by Sartre (pp51) and highlighting Google’s Ray Kurzweil 2012 book “how to create a mind” and the associated Pattern Recognition Theory of the Mind (PRTM) to which he observes “but it’s not how the brain works…” (pp52).

Heidegger helps conclude this philosophical analysis Hubert Dreyfus “Mind over Machine” as the pre-eminent interpreter of Heidegger (pp55-56). Madjsberg argues that these philosophical interpreters both argue against the mind as a rational calculator. Madjsberg instead presenting a framework of how experts achieve mastery through an engagement with culture and social context (cf. pp57-60 for his 5 stages from novice to expert).

Here are additional categorised concepts. Most pithy phrases, and all explanations are Madsbjerg’s.

THICK DATA

thin data is facts. Thick data is how we relate to the many different worlds we inhabit e.g., sensing the stress in a room (pp15)

pp70-75 four types of knowing: Objective; subjective; shared; sensory. These wide types enabling greater understanding e.g. pp76 pattern recognition or synthesis; pp79-81 literary economics. Reason, emotions, judgement, and analysis.

lack of thick data ability in boardrooms, “imagination and intuitions of top leaders are starving” pp16

PHENOMENON

time and space – reframe to a problem of a phenomenon pp99-100

SAVANNAH

pp15 Savannah not the zoo. Phenomenology of human behaviour in social context; pp18 see its ghosts

the thing in itself

pp93-96 . Avoid getting caught up in what is “real”. Example, pp96 the same champagne in a plastic cup or a fine glass from a white gloved waiter leave you with very different experience

always return to the thing itself

Edmund Husserl

Heidegger (Husserl’s best student) reversed the philosophy to focus upon social structures of worlds as opposed to Husserl’s reflecting on the thinking of the individual. cf. Sartre and existentialism

CARE

pp192 “without care, everything is correct and nothing is true“

pp154-155 William James “the principles of psychology” references to attention as focalisation, concentration, of consciousness vs other thoughts. “My experience is what I agree to attend to”

Madsbjerg presents this in a number of forms. pp183 become a connoisseur; pp187 alchemy of sensemaking by being in it. He also reflects upon what is not technical understood (pp191), concluding that “care cannot be replaced with Moneyball type atomised analytics” (pp194).

CREATIVITY

as opposed to manufacturing. pp123 problem solving human behaviour with no hypothesis or clarity of what is known needs sensemaking creativity that comes through us not from us

Related to THICK DATA is need for wider perspective because, he argues pp22, our complexity is artificial and our data is inappropriately contextualised. pp21 Abductive logic affords creative insight, but that requires us to accept dead ends and serendipity. It is messy and needs a confidence to remain doubt for indeterminate amounts of time.

pp130 “grace” as creative insight travelling through us via our social sphere not from us. [the later examples on pp146 akin to flow].

pp131 psychologist Wolfgang Kohler “three Bs” bus, bath, bed as three places where environment engenders creativity. Heidegger referred to “the middle voice” or old Greek word “phainesthai” which erases the distinction between subject and object – rather how they are revealed through us not by us.

pp158 “with a click, the left and the right are equally satisfied” pp159 “the metaphor” pp160 “the derring-do is actually in the service of site constraints” rather than the signature of the artist.

EMPATHY

pp107-108 “mood mentality” neither comes from outside or inside but from our very existence in the world.

pp116 theory of reciprocity (cf Marshall Sahlins three models of giving) give to get more vs get the same vs no expectation of return;

pp 114-116 Heidegger three levels of empathy:

  • below awareness threshold which we adjust to. It may be cultural clothing norms, or particular nuance of language. Sociologists and anthropologists have debated for 100 years whether this has a socio-animalistic or formal structural undertone.
  • awareness when it’s wrong. Often triggered from first level empathy moving to this second
  • Analytical empathy which is systematic, framework and theory supported. “This is sensemaking. Theory unlimatelg reveals the insight” pp116

pp168 “assessing and responding to the core emotional interests in the room” Sheila Heen Difficult Conversation (Harvard business school) pp169 in a room full of executives who is respected? Who is carries weight of insight? Who is seen as difficult? Who is trusted? Who is beloved?

pp170 reading the leader’s relationships, including the relationship with themselves. Self-conscious, cynical, invested, self-deprecating or at least self transforming?

pp171 reading the culture of the company: competitive; egalitarian; creative; hard-nosed; underdog or alpha. Changing points and tensions.

pp173 “reading between the rules”

pp175 be with the people to read them. If you cannot be with them, then read their fiction. The descriptions of the human experience.

pp176 “the gulf of veneer” vs walking in their shoes

pp177 understanding the antagonistic world. pp178 know who you talking to, and who they are really talking to pp179 which means you must know the culture.

pp182 the key is navigating the other persons emotions. The most dangerous negotiation is the one you do not know you are in.

DISCOURSE ANALYSIS

pp101 discourse analysis – words and concepts meaning and significance.

pp116 symbols and nuance of meaning; discourse theory showing words in context (cf Ernest Laclau and Chantal Mouffe); binary codes of social systems (cf Niklas Luhmann); stage-managed impressions (cf Erving Goffman’s “the presentation of Self in Everyday life” 1956); Ludwig Wittgenstein’s theories of language – “don’t think, but look” as most language of cooperation is not verbalised.

ABDUCTIVE LOGIC

Abductive – nonlinear – educated guesswork of most likely.

cf Peirce 1877 “the fixation of belief”; 1899 “first rule of logic”; 1903 “pragmatism and abduction”. Observing that Pierce was critical of deductive or inductive logic the former asserts correctness, and the second asserts unknowns are knowable with more technical ability.

NORTH STAR

not GPS. pp23 sensemaking shows the breadth of textural context needed. Following the North Star not head stuck upon the gps.

pp173 teaching is a negotiation. You’re negotiating for engagement and credibility. Once content is known you can speak from inside the content and thereby respond in the moment to the context.

pp195 Heidegger “meaningful difference”. The opposite in nihilism which corporate hierarchy is filled with. cf Heidegger 1954 “the question concerning technology” which he argues has not only replaced our gods but also replaced us. Optimisation of the material rather than flexing with it to find its best repurpose. pp197 we do this with people as interchangeable widgets vs “the source of meaning in our lives is not in us…it is in being in the world…we can all bring out what is best in ourselves” Hubert Dreyfus.

—//—

v | behaviour | t

As a foil to the biological and behaviourist sentiments of Robert Sapolsky, Christian Madsbjerg’s equally contemporary writing presents the more nuanced reflection of what the mind offers in problem solving, rather than the explanations of behaviour as bio-chemistry and the brain.

The significance of sensemaking as presented in this wonderfully engaging book is its engagement with philosophical discussion in a practical way. Principally reflecting upon the necessary skill sets we all need when managing the very human reality in decision-making. This is the third blog from me this week addressing perspectives on behaviour. All of which I treat as equally valid in potential for understanding behavioural challenge, and therein the means by which controls and directions to decision-making can be outlined.

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
, , , , , , , , ,

Leading is control

Being a leader, not having the badge

Who else needs to know?

Leadership is made, not purchased, not born.  Yesterday I posted a challenge as to why we only look at the leader and not the controls.  Today, I wear the other shoe, and seek to show them as a pair.  I happened upon a book someone else was reading last weekend.  I made a comment on LinkedIn, and I was soon in discussion directly with its author.  Surprised as I was with the one to one access, it is completely in keeping with the man.  Communication is all, he says.  Oak McCulloch, a military leader, living up to both title and first name.

His book “Your Leadership Legacy : becoming the leader you were meant to be”, was, courtesy of very polite prompt, ordered on the Tuesday – Oak’s influence and follow up both said and seen here too.  The book arrived on the Thursday afternoon.  It was read in a few hours there and then.  Another brief discussion accommodated as I concluded this learning project.  His words and influence are now sitting between my last blog and this.

Understanding the concepts of what it takes to be a leader is not that difficult. Actually doing the things required of leaders, day in and day out, is another story. Thus, the dichotomy … It’s Not About You; It’s All About You

Oakland McCulloch, in summarising the key sentiment of his book

Leadership or controls?

His view is that leadership is all.  I have just blogged that we need to take a closer look at the controls, and not just the leadership.  Yet, I think we both agree.

Outcomes are steered home or put to the rocks by the clarity of vision, purpose, and execution.  The first thing this leader did in each assignment he was set, was check what this vision was intending to be.  Next was to check that the control framework was fit for the changes required.  The control framework that enables the visibility, the behaviours, and the trust to be aligned.  All this within the wider framework of the wider control environment within which he served.

Without a leadership interest in the controls, I conclude we are being presented with neither.

Objectives and Guideposts – building trust

There is reference to Oak’s constant journaling of what leadership is.  Journaling that he began from his first cadet days.  I really like that.  It immediately adds an authenticity to the read.  There are quotes from other leaders throughout this book, as a positive reinforcement.  They fit perfectly to the first-hand experience and anecdotes.  Each seems to have been a message lived by, not retrospectively sought.  The book therefore reads as by someone who has lived a life in leadership, reflecting upon its duty, but also diligently seeking more knowledge from others.  The mentors.  The experiences.  The sage words written and passed on.  But also recording the pithy sentiments, learned meaning that transformed something more within. Kept accessible to reflect upon and re-apply.  That is the dedication to becoming the bastion of the role, not just the title it bestows.

This is the essence of the being mode.  Aiming to be more, and not just owning knowledge but seeking it out to apply it.  The being leader, leading by example.

v | b | t

He further enshrines the necessity of teaching and being taught.  The terms used here I equate to the visibility | behaviour | trust categories I am advocating elsewhere. To delegate by increments of trust, that are backed up by the clarity of what is expected and enabling the recipient to feel empowered to do so with their own flare.  Compare that to how we in construction delegate in contract.  Low trust, defensive scopes of service intended to have ambiguity to wiggle around our own lack of clarity of prioritised goal, and a tendency to over burden method and dictate behaviours via reporting but ignore the necessary checking and presence to help or intervene. What lessons does each attitude reflect and teach here?

The relevance to projects, and of psychology

I am reminded of the work of Jungian psychologists like Robert Moore or Jean Bolen, in explaining the necessary maturity required to be the balanced leader.  Frameworks of personal development can be built from these theories.  In Jungian Archetype language leadership is the King or Queen archetype.  Moore argues this inner part is in everyone, but that it is the last to develop fully, and only if other key parts have matured first.  Only then can the tyrannical petulance and demands of the spoilt child be avoided, or the weakling child be countered along with its passive aggressive apathy.

Moore suggests many never advance beyond this stage because to advance means to find balance to many conflicting but necessary needs.  Our instincts and need to train, the warrior preparedness for fight or flight.  Our caring and nurturing side, as reflecting our ability to love.  Our need to develop ideas and tools to explain and do more, and be less beholden to chance, as our means to teach, mentor, study, discover, and learn anew.

It is this hard-won inner balance within each of these archetypes; the balance between each of their competing desires; that we then take all our delicately balanced parts into the outer world.  It is here we attempt to keep our own balance, and account for the imbalance of others toward shared objectives, shared obstacles, as intended changes to what is otherwise just chance.  These are all projects | within projects.  But they all start with you.

Father figures

I will admit a bias in my enjoyment of this book. One known to any who know me at all.  My father was a military leader.  The Royal Navy has a history of its own heroes to boast, as do I.  He had to learn all these lessons of leadership from a standing start.  Both through experience and later found academics. From his first CSEs at 30 years old, to an MA in Military Strategy in his mid-forties.  Working his way up from the most junior rating at 16, to then retire a Commander.  A rare story indeed.

There is much in this book I no doubt reflect upon as strengths acknowledged in my own first leader.  A tall shadow from which to emerge without some reflective doubt. It is only later in life that I was able to acknowledge my unfinished business with developing my inner King.

From mind to management

With that in mind I will conclude with a final psychological observation.  It is with an open mind we should look to understand what leadership is intending each of us to be.  Personality and trait theory would argue there is no single flavour of a better way to be.  It is therefore our first duty to know ourselves.  Our weakness’, our strengths, and our blind spots to both.  As with all learning it is then the application that counts. Reading of how others did something well is not a text book to learn by heart.  It is a glimpse at what it meant to them, to be.  Blindly following another’s formulae is, by its very nature, not to understand what it is to lead.  To be, is to apply ourselves to better ends.

Be your own mind

I recommend this read.  It is a perspective worth seeing.  Reflecting upon behaviours worth applying.  Presented from an authority and institution of some trust.  It has the clarity of word Oak tells us Napoleon always sought.  At around 50,000 words it is a decent single sitting meal.  One of those I think Francis Bacon would have offered to be slowly chewed and digested.

“Your Leadership Legacy : becoming the leader you were meant to be” by Oakland McCulloch.

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
, , , , ,