Tag Archives: Emergency Oversimplification Procedure

Go for Flow in Your Métier First

Volume 2, Issue 7

Valuable lessons from two great scientists — one of the mind, the other of marketing

The Human Effectiveness Institute defines Flow as the state of autotelic perfect action. It is a brain/mind state where all parts of you are in synch, and is now popularly known as the Zone. “Autotelic” means you are doing the action for its own sake, not for its outcome, and it feels to you as if it is doing itself, because you are going with the flow (“automaticity”). This however is different from your robotic Emergency Oversimplification Procedure (EOP) state where you run off at the mouth, for example, without all your mental/intuitive gears meshing and thus you constantly undo yourself.

A subtle state indeed. Most people can remember having at least one experience of being in the Zone, but are not quick to agree that one can learn to spend more time in Flow. Most people consider it something accessible to top athletes, musicians, artists and other performers, but to no one else. The Institute’s mission is to change that perception.

Mihaly Csikszentmihalyi, former Chair of the Department of Psychology at the University of Chicago, coined the term “Flow” and has written the definitive books about the phenomenon. His theories were developed while working to successfully improve the performance of the school’s lacrosse team. He created the accompanying schematic,

presented a few years back at the Technology, Entertainment and Design (TED) conference, which shows that you are not going to get into Flow unless you are doing something in which you are already highly skilled. Flow happens when high skill and high challenge meet.

This means that to truly train yourself to attain Flow more often, you need to practice it within your own personal métier — the thing you do best.

For those of my readers who work somewhere in the broad field of marketing, I recommend Al Achenbaum’s new book. This will be a way for you to practice your skills at an even higher level, by absorbing the 1500 pages of lessons that must be the single most valuable treasure trove of marketing learning in existence, given where Al has been and what he has accomplished.

When I was a rookie at Grey, Al and his estimable right hand at the time (another luminary, Russ Haley) were moving the industry away from sole reliance on judging the value of an ad based on its memorability. They introduced the difficult new concept of attitude shift into a field that at the time was as auteur-dominated by creatives as Hollywood, and therefore just as hard to present science to. Yet they succeeded, with help from FCB’s Frank Gromer and his Study of Brand XL, which established that attitude shifts actually preceded buying changes (the only extant copy I know of is the one I donated to Ed Papazian’s library).

Back in those days Grey had assembled a brain trust of Al Achenbaum, Russ Haley, and Betty Coumbe on the research side, and on the media side Hal Miller, Larry Deckinger, Howard Kamin, Helen Johnston, and Norm Hecht — and me at the bottom of the food chain. These incredible mentors encouraged me to roam the halls at 5AM reading from all the unlocked files on the 11^th floor at 445 Park — like a monk in the Alexandrine Library. This is how I absorbed Al’s teaching, as well as that of other luminaries. Plus Hal had his personal training program for two lucky pups, one of whom was me.

Al’s book is called (“and may I say, not in a shy way”*) Marketing Lessons From a Living Legend and is available from BarnesandNoble.com on their eBook platform, the Nook. Al is truly one of the all-time original Mad Men and he will help your quest for Flow even if you’re not in marketing but have an interest in how scientists have improved that art.

Best to all,

Bill

*From the song “I Did It My Way”.

You Are a World Changer

Leave a reply

Start activating change where you are now

What’s my evidence that you’re a world changer? You read my stuff. That’s my evidence.

I get an interesting if fuzzy picture of who reads this blog from the people who thank me for it. And from some indirect measures, such as how rarely people leave public comments, instead emailing me; what does this tell us: private types who read in this blog information that is also kind of private. It’s about the inner life. Inner, not outer, means that it isn’t something people talk about. If they’re going to talk to me about it, they don’t want to do it publicly.

Aristotle considered the inner life the most important thing to Humanity. If he saw what Acceleritis has done to shrink the inner life down to the smallest part of one’s existence, he would become depressed.

But somehow in my readers that inner life is strong. Why else read about it?

Another indirect measure is how I picked the list I started with when I launched this blog. Out of some 8000+ people in the contact list I culled about 1600 whom I see as game-changing people. People who have already visibly changed the industries I touch. People I resonate with because they too are on another plane, looking in at life from angles that are open to change every instant, to triangulate all the hidden corners. This is what the Flow State is like. People like us who flash through the Flow State spend a lot of time getting back there from the lower states that capture us, usually through distraction and attachment coming at us both at once. One of the universe’s trickier sparring partner moves.

So, given that you’re a world changer, what to do about it? It’s not as if you haven’t been asking yourself this continuously all your life. Therefore my answer may not be new, as you may have already said it yourself. Wherever you are now, whatever job you are doing or trying to get, that’s where to change the world first.

Pretty much the only way to do it anyway. Getting out of your current situation into one that affords you more power to do good is as you know an uphill battle. Where you are is where you are. Change things there. Make it better there.

Then it can roll out as a sphere of integration, all the 3D iron filings working together in harmony around a magnetic intention, a plan, a feedback loop, through moment-to-moment Flow State actions. Get that to work in your company — or even your department — first.

How do you do that?

Start to take notes as if you’re seriously going to do this thing. You are serious.
The first notes — all will flow naturally, no need to push, just wait and be ready to jot — will be problem/challenge conditions you’re out to fix. Don’t attach the usual negative emotions — you’re the consultant here, the cure, not part of the bad weather. Just write trigger phrases — a small number of words, often just one or two — that will remind you of a whole train of thought and the feelings and images that go with it.
Later make a clean table with the smallest cluster of problems organized to the left and large spaces to the right to fill in approach directions toward the solutions of each challenge cluster. You don’t have to rush to jot down the approaches; just let them come naturally and write them in.
When the time is right, contemplate the filled-in table. Be alone and uninterruptible. Critique the solution approaches and note their weaknesses and strengths because this is a springboard to fresh ideation. Add more ideas as they come. Start a new clean table and fill it in with the high points of the new ideas that come to you at this step in the process. Let the old ideas fall away — you can add them back later if merited.
While on the private front you are undergoing this process with notes and ideas, in your public self, become unpredictable.

Is that all there is in the way of technique? No, there’s a rich body of technique to convey; the universe — life — is the most complex game ever invented. But that’s enough to start.

What does being unpredictable mean? And why be unpredictable?

Within your organization you have found a certain footing, a certain platform. It is your basis for leverage and it limits your leverage, which is held in place, i.e. limited, by the perceptions others have of you.

If they can predict what you are going to say next, it has limited throw weight. If you’re going to change the world you have to become unpredictable. You have to look past the answer you always give. Include those ideas in what you finally do say, but go to the next level. What other factors are relevant that you could include in your response to a situation?

As you become unpredictable, your perceived biases will stop being your driver, and so people will notice that and think more carefully about what you said. Right now they apply Kentucky Windage to what you say based on what they think your bias is in the situation. Remove the Kentucky Windage factor and you can move people and the world further each day.

Becoming unpredictable is only one principle, which has to be balanced with all the other principles on a situation-by-situation basis. There are no black-and-white rules. Every principle has situations that are exceptions to the rule. You can’t let your company make a wrong move, for example, just because you’re changing your image.

Then, follow your plan, and evolve it with changing circumstances and new information. Don’t get stuck in the first plan. Let it be the plan du jour until there is such solidity to the success trend that you know it’s the right plan.

If the success trend is not there, you have to keep varying the inputs — try new stuff, start the ideation process described above, all over again from scratch.

If you don’t feel the world changing around you within 30 days, email me and let me help. Let’s face it, the world needs changing. We see world-class threats at all levels — military, economic, emotional, spiritual, intellectual, environmental… In my 9-5 life, I see the first solution in 50 years to make companies more profitable — yet it can only in the most brilliantly-led companies make it quickly through the thicket of confusion and lack of communication. This is all due to Acceleritis. Changing the world means tackling Acceleritis. Getting people to think more clearly and to reach the right decisions more quickly, scraping aside the emotional historical perceptual baggage.

This requires releasing people from Emergency Oversimplification Procedure (EOP) so they can spend more time in the Observer state, where they can slip through into Flow.

Perhaps you want to change the world in ways that seemingly have nothing to do with changing people’s effectiveness levels, but I submit that your desired change will occur all the more easily if your audience of co-workers is at a higher level.

If they are in EOP, scared to come out of the meeting having lost something, good luck getting the best decisions.

How do you get your colleagues out of EOP? One on one. Take them to lunch or coffee or drinks and just talk — but mostly listen. You’ll find out what they really want and what you have that can help them. You’ll also see how certain of your ideas are not yet covered on some particular flank, which is pivotally helpful. Are you doing enough reconnaissance? Are you doing it in the right spirit — nurturing, guiding, mentoring, listening, being a friend and/or ally?

The number one thing everyone is feeling is fear. One of the biggest fears is that the game is going too fast to keep up effectively. This is a rational fear, because it is true that the game is going too fast. That’s Acceleritis for you.

However it is not rational to hold onto that fear. Fear is an alarm clock, and you turn off the alarm clock once you get its message. Move on from fear to dealing with the challenge slope such as it is. Fear only degrades your performance on that slope. Rationality therefore dictates removing the fear as a preliminary step to functioning at all.

A contemplation for burning out fear is to dwell on it until you hit bottom. Since this doesn’t usually happen overnight, schedule times for this contemplation over the course of days, preferably when you are alone. Visualize the worst possible outcome in the most complete detail possible, actually feel it as if it is happening. When the “so what?” feeling comes over you, you know you have burned out that circuit. If the feared scenario ever happens that way, you won’t seem to care as you simply deal with it, and you will have a great chance of turning the whole thing around just by your state of being in that moment.

You won’t be able to talk to all of your associates about the inner life, as some will not be ready. Follow your intuition. You don’t have to address these subjects directly to communicate the essence of attitude adjustment — people see it in you. Just hanging out and being a friend is more than enough to get the entire process to work perfectly.

You certainly don’t want to become manipulative and try to brainwash people. That’s what got us here. We’re trying to go the other way now.

Ultimately you want everyone to make up their own mind. You just want them to do it in the Flow State.

As we all work together to change the world, one situation at a time.

Best to all,

Bill

Optimizing the value of feelings in decision making

2 Replies

What are feelings? How are feelings optimized?

Besides the input from the five physical senses, human consciousness receives feelings. Upcoming posts will offer experiments focused on this input stream, which you can conduct yourself. These experiments will establish whether you can achieve measurable improvements in your own effectiveness stemming from better channeling or processing of feelings-type information.

To prepare for the experiments, let’s contemplate: what are feelings?
Here you can contemplate this question if you wish, or just go on.

Feelings are urges that arise to sensibility within us, within our minds and within our bodies. Feelings are experiences, states of consciousness resulting from motivations, sentiments, preferences or desires. These terms all really mean the same thing: motivations, what we value, what we want, what we are trying to get, what we want to avoid.

Feelings are the way we respond internally to external and internal phenomena, based on what we are trying to get and avoid, and how current events can help or threaten our desired outcomes.

Therefore feelings generally come in two valences, positive or negative. The feelings are positive if current events appear to favor our targeted outcomes, and they are negative if events seem to be heading away from what we want to have happen.

Positive feelings are valued universally in themselves. We don’t need to argue in favor of them, we all like them, and would like to have them all the time.

Negative feelings not only make us feel bad (by definition), they lower our immune system thus making us more prone to disease, and they distract our cognitive concentration thereby reducing our effectiveness. These bad feelings can also serve a positive function as an alarm system to get our attention to the problem fast. Ironically, if the bad feelings continue while one is grappling with the problem on a rational level, it will take longer to solve the problem.

When a problem arises and is sensed partially by the bad feelings within oneself, alerting us to focus on the challenge, it’s easy to say, “Turn off the alarm and get on with solving the problem.” However, it is not so easy because of attachment and Acceleritis.

Acceleritis, the unending acceleration of information entering the human brain each day, simply overloads the average human being’s capacity to do effective mental work of any kind. One kind of mental work we are supposed to get better at as we truly mature and “grow up” and become a “mensch” is to be able to sanely and in a balanced way take our feelings into account in our actions, without being stampeded or reduced to hand-wringing by those feelings. Acceleritis therefore also escalates the power of other mental subsystems that push in the direction of closure, black-and-white thinking, snap decisions, self-consistency and self-imitation — anything to simplify. Complexity is tacitly perceived as the main threat and pain causer. Acceleritis therefore lays many of us low with attachment — if Acceleritis were not present, we would actually have the mental and emotional maturity to cope with the situation without attachment.

What then is attachment?
Here you can contemplate this question if you wish, or just go on.

Attachment is the excessive dependency on something. It is actually love carried too far. You love something so much (a wonderful thing) you cannot do without it, and so you fall prey to fear of losing it, and this distracts the mind so that Observer state and Flow state are impossible. Your mind tends instead — in the Acceleritis-induced state of Emergency Operating Procedure (EOP) — to go around in circles wallowing in the fear of loss or the sense of loss, or the anger and bitterness related to the loss or threatened loss, or the hopeless defeated depression of having lost it with no hope of regaining it. No useful mental work is achieved, no problem solving, no creative new leaps rising to meet the challenge sideways, as would occur in the higher states of effectiveness, namely, the Observer and Flow states.

As discussed in earlier posts, these effectiveness states are posited to be real physical states in the brain, differentiated from one another in measurable ways. Our Theory of Holosentience is based on the hypothesis that the primary dimension determining the state of the brain and consciousness is the degree of harmony among functional areas of the brain (inhabiting our entire sentience at once) — wherein thoughts, feelings, motivations, and the other aspects of self achieve a synchronous integrity in both the experientially measurable consciousness domain as well as the scientifically measurable biometric material domain.

This brings us back to feelings. Feelings have always been less studied and talked about than thoughts. Descartes did not say “I feel, therefore I exist.”

The word feeling originally may have related (Wikipedia says) to the sense of touch, and then its meaning expanded to include the ineffable internal sense that brings us more bits (information) than the five physical senses in terms of the way it affects our actions.

What evidence is there that we are generally more driven by our feelings than by our thoughts? Freud established that thoughts are more likely to be rationalized in support of feelings, rather than people being able to use their thoughts to control their feelings. And yet, how valuable it is to be able to do just that — to have the mental self-discipline to focus one’s thoughts effectively even when one’s feelings are in an uproar.

In a nutshell, feelings are a manifestation of our motivations colliding with the external world. What feeling would we have if we had no motivations?

Here you can contemplate this question if you wish, or just go on.

You can actually discover this for yourself, by meditating. While there are many specific methodologies for meditation, all of them have this mind/gut mirror effect of showing you what your own motivations really are, where they have gotten you, and why you have each experience you ever have. You can also achieve such objectivity that you can, as it were, turn off certain motivations for the moment and see what that feels like — what visions of future possibilities arise now that X motivation is gone, how are you breathing, how do you feel?

This gaining of perspective through meditation makes you feel good. In other words, it not only helps you inspect deeply your own feelings and their consequences in the world, it also generates a feeling, and a very good one.

What is that very, very sweet feeling? Is it happiness? Is it ecstasy? Yes, it’s all those things and more. Then what is it?

It’s love. A word that provokes instant uneasiness all round. It’s a word that makes us all feel silly. The guy has lost it. You don’t talk about such things. Verboten. Just for family talk, not public talk. What an interesting word to have such an effect.

The F-bomb has become popular in meetings with both males and females, at least in certain businesses I have moved through in the last decade. It is more acceptable than the word “love” in such venues.

Beyond getting the author in hot water, what is love?
Here you can contemplate this question if you wish, or just go on.
$Pink sheer heart shape, computer generated fractal abstract background$ It is the master feeling, the one all the others come from. Love is white light whereas each feeling is a color.

Love is the residue that is left when motivations are tuned down into conscious perspective, in light of an open-minded empirical philosophy of demanding proof for everything, dropping every bit of information one has heard onto a trial workboard in the consciousness storage bin, and taking it offline in terms of decision making. This is the perspective of yoga. Zen. Meditation. Contemplation. Focused singlepointed attention. A way of life for millions of people today and throughout human history. These multi-strands of movements see themselves as part of a whole, although to those outside they seem like a bunch of cults that are all different. They are all the same in achieving perspective, distance from motivations that the bodymind otherwise assumes are immutable, non-negotiable. These methods are among those crystallized into simple steps in our book Freeing Creative Effectiveness.

Why does love remain when one has achieved objective distance from one’s motivations? What evidence do we have for that assertion, and what explanation do we have for it?

As an individual my only evidence for any assertion here are my own experiences. Every time through meditation I clear away the built-in locked-in powerful sway of my own motivations, I discover that I am content, every tiny aspect of what I am experiencing is enjoyable and interesting, I simply love it, all of it, I love myself, and everyone. Others have reported similar experiences, enough so that I know I am not an isolated case. In the next post we will offer a meditative experiment whereby this may also happen to you.

Why should it be so? Why should we feel love when we are not being driven this way and that by irresistible motivations?

In my cosmological Theory of the Conscious Universe (TOTCU) we are all dubs of the master consciousness, like MP3 copies of a master recording of a song, each of us a microcosm of the whole universal consciousness. When we rise above the petty motivations that seem so all-important to us in our daily lives down here on this one planet, we partake of the carrier wave motivation we share with the master consciousness, the one that is always there under all the other motivations, from which they draw their power. Love that is omnidirectional is the wellspring, the source from which we splinter off love of money, love of power, love of sex, love of the idea of getting that big job, and so on. All other motivations are modulations of love. So when the splinter motivations are quieted, the background radiation that differentiates itself into these “local” motivations becomes visible. This is how I explain it to myself, that I have this omnidirectional love experience whenever I am centered and immune to the compulsions to protect and seize what I feel I must have.

Acceleritis makes it very difficult for me to communicate this so that it is widely credible, because Acceleritis works against the stopping of the momentum of the mini-mind —so it seems ridiculous to assert that we already have an abundance of love without having to get anything we don’t already have. And yet, if you allow the possibility of a universal consciousness of which we are all a part, what motivation would it have to be doing this universe if it did not love the doing of a universe as a game in itself, the master game, the master art form, the ultimate form of self-discovery.

Acceleritis makes it much easier to deal with information overload by focusing on differences and categorization into buckets mostly on a single continuum from good to bad. This goes on constantly below our conscious awareness. Making automated decisions that are often the wrong ones. This leads to all sorts of feelings, many of them bad. Clouding over the master feeling that exists already, unbrokenly from beginning to end. It is there underneath all this debris. It comes out when we clear off the rubble.

Now that we’ve explored “feelings”, the next post will describe an experiment you can carry out yourself on the optimization of feelings.

Best to all

Bill

______________________________________________________________

PS – Humorously, Wikipedia says that feelings are the conscious subjective experience of emotion. This is funny because psychology defines emotion as the aspect of feeling that can be measured in the body, such as glandular secretions, muscle tensions, breathing rate, brainwaves, perspiration, etc., and you could just as easily say that feelings cause emotions as you could say emotions cause feelings. The leftover behaviorist psychology way of looking at it would be to make emotions more important — in fact 100% important, with feelings relegated to the trash bin of mind as epiphenomenon, a sound track that actually has no control of what the body is doing.

Such behaviorist Pavlovian thinking is now almost a century out of date, yet remnants of that thinking still creep into the generally excellent Wikipedia (which needs our donations incidentally to stay alive, and someone should tip them off to using advertising to support themselves, doing it in a PBS-like manner to the side all the way down from top to bottom, with true sponsorship tonality). Behaviorist ideas permeated so much of our thinking as a culture when they held reign that growing up we each got a dose of such ideas in the background conversations of adults we overheard. This is where we got the idea that we can just let the mind and body do their thing the way we always do and the way other people do, without any stopping to check out what the hell these operational action decisions are being based on.

______________________________________________________________

Re-Imagine Your Life with Fewer Constraints

Leave a reply

Featuring two Mind Movies

What if you suddenly had more freedom? You could do whatever you wanted to do. What would you do? Before continuing to read, take a moment and jot down a few quick notes as you ponder this question.

Read on, and you will get one major step closer to that freedom in the next few minutes.

Now, take a look at what you wrote down (or thought about, if you didn’t actually write anything). This is supposedly what you really want out of life.

Is it? Is what you wrote/thought really what would make you the happiest?

If the answer is anything but a resounding YES!, then perhaps you have not been fully honest with yourself in the past, and perhaps your biggest current plans in life are still, deep down, something that you are settling for, because you believe you cannot have what you really want.

What would your ideal life actually be? Drop all constraints in your thinking — the question is not what might be realistic but rather what is the ideal, unconstrained and unrestricted.

Every moment we face choices. When we make these choices it is always in the context of our options. But we don’t consider all of our options. Therefore we make some choices that might be okay but without realizing it we just threw away a choice that could have been superb. A choice we didn’t even know we had.

Why don’t we consider all of our options? Hidden assumptions keep us from even posting those options on the bulletin board of our minds. We don’t have sufficient insight into our own thought process to even suspect that we only consider the options we think might actually be do-able — just a small proportion of our real options.

And by restricting our thinking to what we at the moment think is do-able for us, we are leaving out too much.

First of all we might discover that something has changed so what was unrealistic before is realistic now. But more importantly, unless we start from the ideal, we will never fully understand ourselves and so cannot be creative in bridging the gaps to get to the ideal. Settling for a “good enough” scenario, whether for our lives, or for our company, or for any situation, is not the way to generate creative thinking. The real value of the ideal is that it always generates creative thinking because achieving it seems out of reach.

Creative thinking is valuable because, even if it doesn’t always get you to the ideal, it gets you closer than if you just exclude the ideal from the beginning of your thought process.

We are operating within self-imposed constraints. We have been told so many things are impossible and advised to not aim so high because we will be heartbroken when we fail.

We also live in a reductionist culture that tends to lop off possibilities from our thinking —this would not normally occur to us, because reductionism is so ingrained in all of us. You might have a hunch taking a certain path could get you exactly what you want, but the reductionist culture says hunches are irrelevant, so the hunch gets left out of your set of alternatives. However, your hunch might have been right, and you might have just thrown away your biggest chance in life.

Hunches should not be thrown out. Include them in the list of possibilities you consider when facing an important choice.

From time to time in these postings we bring you summary insight into one new method for optimizing performance for you and your team — bringing you first into the Observer state and then into the Zone. We write these postings in hopes of directly lifting the probabilities that the largest number of people spend as much time as possible in the Observer state and Flow state (the Zone). We hope also to move more people to read our book, which contains much more than summary insight, including detailed instructions for spending more time in the Observer state and Flow state.

Recently we have brought you summary insight into the mood of optimization, negativity controls, and the power of respect. Today we are talking about the power of imagination.

Most of the population most of the time is in a mental state that has all but shut down the imagination. We have dubbed this state EOP, for Emergency Oversimplification Procedure. It’s what happens when there is an information overload. All parts of consciousness are negatively affected, none worse than the imagination.

Relaxation would be most conducive to imagination, but unfortunately Acceleritis — the acceleration of the global information overload — produces stress not relaxation. This robs mental energy needed to propel imagination, limits the perceived time to do something so seemingly impractical as using our imagination, and creates a mood that blocks imagination by focusing on a list of must-do’s under time pressure.

But even worse than any of these limitations, even when we give ourselves time and let our imaginations run free, our imaginations have been constrained for so long by a reductionist culture that we don’t even realize has stunted our assumptions about reality.

We find it hard to imagine things that quantum mechanics has already proven do exist. In our gut, even if we go to church, we may feel strongly that God is just wishful thinking and superstition, yet we may not realize that God could be something different than what religion teaches — something more than what religion teaches. A universe that requires an observer — the universe we live in, according to quantum mechanics and relativity — could have an original observer that came before all other observers. As soon as we realize this, the question of whether in fact God exists becomes a completely different conversation. Who was the original observer?

Our imaginations fail again to keep up with latest science in being unable to conceive of consciousness as just as primary as matter or more so — which is true in the universe we live in, according to quantum mechanics, relativity, string theory, multiverse theory, and the latest scientific findings regarding extrasensory perception.

In a universe in which the observer is mathematically impossible to remove from the scientific picture, all of our materialistic assumptions about our personal identity, the existence of God, whether death is the end of consciousness, become equal to superstition in the degree to which they are unproven and unscientific.

It is time to live life with a conscious awareness that we do not know the truth about any of these subjects — that anything is possible, and our actions second-by-second need to factor in more possibilities than we ever imagined.

The fact that we would like one set of realities more than another does not automatically mean that the one we like is impossible.

Science today is in fact beginning to lean toward hypotheses conjecturing that by liking one reality we help create it. The mind does appear to be able to modify probabilities.

Some of what we think is impossible is probably not impossible. It’s time to loosen the assumption machine up and see how this changes things. It’s time to re-open our minds to the existence of all possibilities — just as science now has.

Stop saying “No” when you imagine possibilities, even if you do this just as an experiment.

Let’s try two experiments right now. We have opened up our minds together. Now without shutting down again let’s co-produce two Mind Movies.

Einstein rocked the world with his mind experiments. We like to use our Mind Movies in much the same way but on a more personal, less cosmological level.

First, the movie of your life. Get comfortable, remove any sense of time pressure, and imagine the rest of your life as a movie playing out from where you are now to where you would love to be. What are the little successes that add up one-by-one to take you to your ideal state?

Jot down a few quick notes of what you discover. Might be a few workable ideas in there that you can turn into reality.

Now, let’s write the movie of the world. Get comfortable again, free yourself of time pressure, and see a movie of how the world moves step-by-step from where it is now to a perpetual paradise — what steps do you see happening in the ideal world?

Jot down some quick notes again.

This exercise can be used when planning for your company. One clue is to look at competitors in terms of what they do best and what your company does best, and see which companies besides yours could continue to thrive by counterspecialization, without limiting your success. What bold or subtle moves could you make that would push the situation so that competitors would get the idea to follow specializations that are different from yours? How could you use coopetition* to bring about a counterspecialized situation that leaves room for more competitors to be successful?

This movie-of-the-ideal-outcome exercise can be applied to interpersonal situations or to pretty much anything. Our ability to stretch our imaginations is surprisingly resilient and can spring back very quickly despite decades of neglect.

All we have to do is let ourselves imagine the ideal.

Here’s a relevant selection from our book Freeing Creative Effectiveness.

Best to all,

Bill

* Coopetition refers to companies that compete finding ways to work together in specific areas.