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Posts Tagged ‘thoughts’

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Last year, the Future of Jobs Report developed by the World Economic Forum identified the Top 10 Skills in 2020.  The top six were:

  • Complex Problem Solving
  • Critical Thinking
  • Creativity
  • People Management
  • Coordinating with Others
  • Emotional Intelligence

Finding this very interesting, I did some research to see if I could identify critical skills identified in 2007 to see what has changed in just ten years.  Here are a few:

  • Communication Skills
  • Honesty and Integrity
  • Strong Work Ethic
  • Computer Skills
  • Teamwork
  • Analytic Skills

While there is some connection between these two sets of skills, the change is telling.  Let’s look at a few:

Complex Problem Solving.  According to the World Economic Forum report, complex problem solving is defined “as the capacity needed to solve new, poorly defined problems in complex situations.”  It is the ability to solve real-time problems that are not clearly defined in a dynamic and complex world that cannot be addressed by routine actions.  Whoa!

Critical Thinking.  According to the Foundation for Critical Thinking, critical thinking is defined as “… that mode of thinking — about any subject, content, or problem — in which the thinker improves the quality of his or her thinking by skillfully analyzing, assessing, and reconstructing it….”  The focus is on objectively analyzing a problem by assessing evidence (data), patterns, relationships, etc. in order to arrive at an informed decision.

While the skill definitions seem overwhelming, in the simplest of terms, both are ‘mind sets.’  It is how we think about the problems/opportunities we are facing.  In other words, recognizing that many of the problems/opportunities facing business are not only below the observed surface, they are also complex, dynamic, and often obscured by fuzzy signals.

Compare these two to the 2007 skills, which are important, and think about how we have been educating and training our workforce for the last ten years.  Interestingly, the number one challenge I hear from business owners is that they cannot find qualified workers.  So, how does someone acquire these skills?  How does a company even begin to interview for this talent?  Where does it begin?

It begins with the leadership of the company “challenging the conventional thinking” within the organization.  It is a new mind set; it is a culture.  The first step is recognizing you will often have to dig below the surface of the observed problem/opportunity in order to grasp the substance/complexity of what you are dealing with, ‘before’ applying resources (time, people, and money) to act on it.  The descriptions say it all, we live in a more challenging environment than we did just ten years ago that requires a different skill set to survive and prosper.  Your move.

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Watching

I was recently talking to a young executive in a large corporation who was frustrated with his boss.  His frustration centered around his perception of his boss’s indecisiveness, guidance, and commitment to a very important project.  He said, “I can’t believe the executive team doesn’t see what is going on.”  If you have been in business long enough, you no doubt have experienced this frustration.  Maybe not with your boss, but certainly with a coworker or fellow manager.

It has been my experience that in most situations the level above the young executive, and all those impacted by the project, know what he is dealing with.  So, they are all watching.  Not only the progress of the project, but also how he is managing himself in a difficult situation.  Early in my career I was made an assistant manager of a department where the department manager had his issues.  I had to learn how to effectively manage the department in spite of the challenges.  It was only much later that I learned the Vice President of the division knew the situation and was watching/hoping I could get the department back on track.  I did, but it was frustrating because I didn’t think people knew how bad it was.  I never forgot this.

However, I don’t believe that above example is the norm; it happens but not often.  More often the frustrated young executive “believes” that their boss is disconnected when in fact, they are challenging the young executive to figure it out without a lot of hand-holding.  I have distributed responsibility and provided direction to many managers over the years.  I was crystal clear in what I needed but I wanted them to develop their own ideas and processes to carry out my direction.  Sometimes I knew that they had to deal with difficult people in order to be successful, but they had to figure it out. – Not only was I watching, in many cases, so was my boss.

One of my favorite sayings I tell young managers is that “You have to be able to sit at a table with Mother Teresa on your left and Attila the Hun on your right, and still carry out your direction/responsibilities.” – Remember, they are watching.

 

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One of my early recollections of a ‘sound bite’ was “War is Hell.”  Our fathers, the greatest generation, had returned from WWII and this expression was occasionally heard in those rare conversations about the war.  What was the substance of this simple snippet?  Four years of global war that touched every family in this country.  It was a fact; war is hell.

With the onset of the digital world, social media, instant news, and our rushed lifestyle, we have become more dependent on sound bites to find out what is going on in the world.  Just look at the number of twitter messages you receive in a day.  The problem is you cannot determine the substance of these sound bites/snippets.  Let’s look at what I believe was the biggest sound bite used in our recent political campaign.  First, let me say that I am not taking a political position on this example.

Make American Great Again. – How many people cast votes driven by this slogan?  I am all-in on wanting a great America; we all do.  Personally, I think we are still great.  However, I wonder about what is meant by ‘again.’  Greater than what period?  Pick a decade in the last 100 years that defines the point of reference for the word ‘again.’  What do you want to return to?

In the months following the election, I have had the opportunity to occasionally ask people what the slogan meant.  There were many responses that identified singular issues that bugged them, e.g., taxes are too high.  Others were more general, e.g., Washington D.C is broken.  However, no one could adequately describe the ‘again.’  To many, it was a catchy ‘feel good about America’ statement, so they ran with it.

The greatest contribution each of us can make when referencing a sound bite/snippet that we find interesting is to investigate the substance of its meaning, and then, describe it in our own words.  Don’t just pronounce it like everybody else.  Doing so you are accepting the absence of identifiable substance, and missing the opportunity to add real value.  You either help to debunk it, or support its message.  Either of which is of real value

One symbol and motto, widely used in the election, would have been better served if its “history” was known.  Two hints: it first appeared on a drum and Marines.  What is it?

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orignal-thought

One of the great benefits of the rapid development and integration of computers in our lives is that information/data is ubiquitous.  It is basically available to anyone who wants to discover it.  So, some say, original thoughts are simply a compilation of existing information; a new recipe of existing ingredients.  It reminds me of a quote I ran across years ago:  Charles H. Duell was the Commissioner of US patent office in 1899 when he said that “everything that can be invented has been invented.”

Think of the journey the Wright brothers traveled to develop the foundation of manned-flight.  Remember the term “wonder drugs?”  They were ‘magical’ discoveries.’  I remember the conversations I had with my Uncle Frank, who was born in 1914, about some of the discoveries he experienced in his lifetime.  Even as an engineer, he marveled at the atomic bomb, and in later years personal computers.  Society couldn’t begin to understand the substance of these early discoveries.

For me, I remember in 1964 when I was at the World’s Fair in New York City; we were young kids.  Several of my friends and I walked into a room to get something to eat.  We were directed to a cooler that had hot dogs in small plastic bags.  Quite surprised, we turned to the clerk and said “these are cold.”  He pointed to a machine of some kind and told us to put the hot dogs in it and press the hot dog button.  Sixty seconds later we had steaming hot dogs out of a machine that didn’t get hot.  It was magic.  We couldn’t wait to get back to Kentucky and tell our friends about this magic box.  The funny thing is that we couldn’t adequately explain it.  The magic – a microwave oven.

So, what has changed?  Is original thought dead?  My answer, a resounding NO.  What has changed is the “expectation” of discovery.  Just a few decades ago, society did not expect some of the inventions that have become part of our lives.  Now society recognizes the power of the technology/information/data we have at our fingertips, and how it is going to change our future.  Original thought is not seen as ’discovery;’ it is simply an expectation.  Even to the point where you hear “Why is it taking so long?”

 

 

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