If you listen to the podcast of Adrenaline Junkies with DeMarco and Hruschka – they mention that most of the people like bad stories more than the good stories. The bad story is about the poor luck of others and you definitely want to avoid that. So you dig a lot in the bad stories to find out that there is always a bad end … Does this bring hope, will anybody do something?
One great article shows you that you can think positive. It is an article in FAST COMPANY about a book just to be published in February 2010. The book is called: SWITCH Get it in one sentence: Find a bright spot and clone it.
That’s the first step to fixing everything from addiction to corporate malaise to malnutrition. A problem may look hopelessly complex. But there’s a game plan that can yield movement on even the toughest issues. And it starts with locating a bright spot — a ray of hope.
The fist story is hitting the point: There is a problem too big to think about it, it is global, it is political, it is unsolveable for one man or women, but … there is a way. Malnutrition in villages of Vietnam. Read it – you get what it is all about: Find the bright spot.
I do not know if you need to read the book, because the idea is so striking in itself. In the film “Up in the air” George Clooney is flying around to fire people in companies. His success: He tries to find something positive in their lifes that gives them hope to do the next step – out.
But honestly, there have been so many consultants to find out : Who is doing it best? What works? Why? There is nothing new about it. Remember:
1. “In Search for excellence?” published 1989. Peter Senge is the guru of Learning Organisation (great article on it in 1999)
3. www.ftop.ch Do you know this new company? “The Financial Top Performers are identified from 350 leading companies in Europe, which over the last 10 years have benchmarked themselves … “ The team of F-Top identify the gap between you and the others and set up a plan to bridge it and get you up.
They all did a kind of “best practise” you just need to use it – but we prefer to see the big problems, analyse all of them, dig deeper into it and give up because it is too complex to manage.
So we just need to see the fundamental mysteries of change: What, exactly, needs to be done differently?