Friday, April 13, 2007

13 April 2007: Here I Go Again

Though I keep searching for an answer, I never seem to find what I’m looking for
Oh lord, I pray: You give me strength to carry on,
‘Cause I know what it means to walk along the lonely street of dreams.”

--Whitesnake, “Here I Go Again

Each of my passions are merely an outgrowth from my first which came to me at a very young age; probably since the third grade, if not younger. The search for wisdom: Answers and truth.

In physics, the “holy grail” has been listed as the search for a grand unified theory, leading to a theory of everything. See, in physics there are four fundamental forces of nature: Electromagnetism, gravity, and the strong and weak nuclear forces. It is often said that this grand unification theory will be easy to recognize because it will, maybe, be about an inch long and mathematically elegant: Simplicity, elegance, boldness. These are the tenets of what wisdom truly is.

And so, I find myself along the path to seek answers and meaningfully relay them to the world while supporting my own needs. Along this journey of discovery, I’ve done much to discover myself and the ways the world works around me. Life is rarely a simple organism happening in small bubbles: Rather it is a large and complex system with multiple forces interacting on one another. We can, however, apply Galilean methods and only analyze discrete systems with little entropy involved. We can pick apart these systems and boil it down to a simple set of causal forces to determine how each element—and we—interact with the rest of the system.

However, I digress.

Business is the organization of resources to do commerce. Through commerce and open markets, great things can be had: Innovation, social change, and moving civilization forward. Necessity begets invention, which often leads to it being developed and marketed, especially in a free enterprise system. Take electricity, for example: Candles had their limitations. Two scientists, Edison and Tesla, vied for the top spot of whether to supply the civilized world with alternating or direct current. In the end, Edison won with his AC power, but DC power can still be found in many applications. They found a simple and elegant solution, applied the economic principle of economies of scale, and made it so that only the rich burned candles.

I write this on the eve of embarking fully on another adventure to seek wisdom, better society, and do commerce, going down the only road that I’ve ever known: Here I go again.



Regular entries coming soon

I've recently been working on my new website, so additions to the blog have not been as forthcoming as I would like. As I think I've finally developed a schedule for everything, next week things should be getting fairly regular again. At the very least, I plan on doing something once every other day if not more frequently.

Tuesday, April 03, 2007

Monkey!

Monkey Flees Zoo, Attacks Bus Passenger

Predictions of 2001 from 1901

Predictions of 2001 from 1901

Engineers Bring 'Invisibility' One Step Closer to Reality

"Researchers using nanotechnology have taken a step toward creating an "optical cloaking" device that could render objects invisible by guiding light around anything placed inside this "cloak.""

The design...would bend light around the object being cloaked."

A co-worker of mine and myself devised this very same theory in 1995...but the known limitations back then were very similar to this: Production of a current small enough to have the desired effect.

Thursday, March 29, 2007

Procrastination

Why do today what can be put off until tomorrow? The arch-nemesis of productivity, procrastination is the act of avoiding something that should be completed. Whereas procrastination is the maladaptive form of the behavior of prioritizing, this behavior has been shown to be one of those things that separate the “haves” and the “have-nots” in society. Productivity is a trait commonly found in the affluent and often found missing in those on the opposite side of the wealth continuum.

George S. Patton was fond of drilling “boldness, speed, simplicity” into those in his charge. It was epitomized by his quote that “executing an imperfect plan today is better than executing a perfect plan tomorrow.” The search for perfection often has diminishing returns, especially when coupled with the adage coined by a general in the American Civil War about being there “the firstest with the mostest.”

So, why do people procrastinate?

U =

E x V

I x D


Whereas:

U is the desire to complete a task.
E is the expectation of success
V is the value of completion
I is the immediacy of the task
D is the personal sensitivity to delay.

Let’s take a quick look at how the variables relate to one another.

Expectation of success multiplied by the value of completion: What is the likelihood of task completion? What value does this task have once completed? If you believe that you have absolutely no probability at completing the task, it doesn’t matter what the value of completion is, because when zero is multiplied by anything the result is still zero. Likewise, if you have a high probability at success, but the task means nothing to you completed, then the result will be nothing. Both E and V are direct motivational factors: Expectancy is an internal variable and value is an external variable.


Immediacy of the task multiplied by personal sensitivity to delay: What is the priority of the task? How does delay play into your personal prioritizing skills? Immediacy and delay sensitivity are both subjective factors where your perception of the task might make it more important than I would. Likewise, I might be an impatient individual and have a high sensitivity to delay, and thus work diligently at task completion in order to ease my burden of having the task open. Someone else, on the other hand, might have a lower delay sensitivity which manifests itself as—yes—procrastination.

The numerator and denominators—that is the top and bottom results—must produce non-zero numbers. Having a numerator that is zero translates into “having zero parts of something,” while a zero denominator (bottom part of the formula) translates into “some parts of zero.” Certainly, if you have no parts of something or some parts of nothing, it still ends up being nothing.

Let’s take another step back: Presuming the top equation is the motivational function (internal and environmental), then motivation must come from the individual or the task must be enough to cause the motivation necessary for its completion. The bottom part of the formula are numbers that have subjective meanings—such that the perceived values can (and likely will) be different from person to person. Perception is the key word here: Have you ever heard the saying that “perception is reality?” The world is how each individual person sees it, not any differently. Your perception of utility or value of the immediacy of the task and how this fits into your priorities must be enough to complete the task.

Motivational factors divided by perceived value equals desire to complete the task. That’s straight enough. How can we harness this to get a better handle on our lives?

· Always maintain motivation: Internal motivation can be the single most important factor of all of this: Doing so can increase the value of the numerator in this equation such that if there is any value on the bottom—that is, there is any perception of value in the completion of the task alongside any non-zero delay—then the desire to complete the task will always be high.

· Quantify the value of the task: Is the task worth it? If it is worth doing, it is worth doing well and it is worth doing in a timely fashion. Keeping in mind this line of thought immediately can make the task at hand a priority and help to increase your delay sensitivity.

· Urgency: A sense of urgency is one of those traits that employers often look for but don’t often find. A healthy sense of urgency (not to be confused with the maladaptive form of urgency commonly known as impatience) can foster an environment in your life where procrastination is no longer a problem; and with procrastination no longer a problem, you no longer need to be studying the procrastination equation to get a better handle on a lack of urgency in your life!

Sunday, March 25, 2007

People Mechanics, Part 3

Human Mechanics: Profiling and The Myers-Briggs Type Inventory

I’ve long used the MBTI, or Myers-Briggs Type Inventory, to help me quantify the various traits of people and establish a profile of them. With the negative connotation that profiling has received in the past several years: This term, often coupled with the word “racial” suggests that profiling is used by the nefarious in order to pigeonhole people that are different from the profiler and fit them into an agenda.

Or some such nonsense.

Rather, the way that I’ve always been familiar with profiling is that it isn’t tied to any particular set of race, although it could be tied to a particular culture: Cultures often promote certain values, whether they are good or bad, and behaviors will thus permeate throughout the culture and its various subsets. For example, eastern cultures are fond of tradition and honor whereas recent studies point at those currently of college age in the United States (by contrast, a western culture) as being narcissistic. Profiles can be as simple as patterns in an individual’s behavior that can be used to predict their future behaviors or correlate these patterns with other traits that may exist with them.

People are creatures of habit: On average, doing something 21 times makes something a habit; more or less depending on the individual. Changing behaviors requires energy, focus, and time: One method is continually modifying targeted behaviors to elicit the results for which you are aiming. This is analogous with the concept of inertia in physics: An object at rest will have a tendency to stay are rest, an object in motion will have a tendency to stay in motion—both are contingent upon energy being added to the system to put the object in motion or stop it from moving. We’ll come back to this.

While people may be creatures of habit, we are very adaptable. This can either be as a matter of survival or as a matter of preference. The classic example is the “fight or flight” reflex often told in textbooks as the early hunter encountering a much meaner predator—a lion, a tiger, or a bear (oh my)—and making the decision in that moment whether to fight with the beast or to run away. And analysis of risk aside, if you fought the animal the last time you encountered one and were successful, you’d have a propensity to fight it again—especially if winning gave you a good feeling. However, if you fought the beast before and it left you with a bad feeling, your tendency might instead be to not fight the beast and run away. The same two options can be added to the flight reflex: If you run and it is coupled with a good emotion then you’re likely to flight again; if you run and it results in a bad emotion, then you’re likely to fight. Lastly, the fifth option will be to do nothing and let nature take its course. Suffice it to say that the emotional elements in the scenario would probably be somewhat more complex; this analysis still demonstrates the fundamentals of the encounter and the decisions that could be made therein.

There is not necessarily a correct answer; there is not necessarily an incorrect answer: It all depends on your point of view. Is your preference to fight rather than run? Is there some utility to be had by fighting: Does killing the beast mean that you’ll have meat for your family? Is there utility to be had by running: Have you already killed your food for the day, headed back to cook it, and have exhausted your energy for hunting for the day? The end result, in some form, will result in an economic decision by you in terms that you and the predator are both “intelligent agents.” Which way will you maximize your satisfaction?

The decisions that we make on an everyday basis are formed within the construct of the “nature and nurture” of our past and influence the quantitative aspects of our profile. Furthermore, certain behaviors (differing with cultures) can indicate your tendency to act one way over another. Actions, if not entirely rational, deliberate, and reasoned, will almost always have a rational component—at least in the mind of the person partaking in said action. This extends itself to the notion that behaviors are not necessarily isolated in a person: Behaviors are often manifestations of other traits or behaviors such that people are very much a cause-and-effect mechanism. These manifestations can range from the simple biochemical to the devious and manipulative.

When September 11, 2001 happened, I was serving in the U.S. Army. Quickly rushed away to be trained for a forthcoming mission, I found myself being trained in the “quick and dirty” methods of spotting the out of the ordinary in the environment that I was in. To this day I cannot walk into a room without doing some level of threat assessment.

Profiles can be simple or complex things. You can rely solely on experience without being completely aware of the mechanics involved; or you can be a constant student of the human (mechanical) condition like I have become. Either way, you simply need to be mindful to look for patterns and not to rely on misplaced actions to establish a firm profile.

Psychological inertia: The tendency of someone to stick with certain personality traits without additional energy and effort being added to the formula. People will often form behavioral patterns because they have found that those behaviors are effective in dealing with the environment around them. This could be as simple as putting a smile on their face when they walk out the door in the morning or relaxing in a good book at the end of a stressful day. It could, however, mean that they have found that pouting means they can get what they want or some other maladaptive behavior can elicit an outcome favorable to them (albeit probably unhealthy).

The Myers Briggs Type Inventory offers a powerful insight into people, while minimizing the number of “paradoxes” of each personality type. Each individual possesses preferences in managing, coping, and dealing with their environment: The Myers Briggs Type Inventory identifies these preferences and, it is believed in some circles, treats them like skills that can be improved:

According to Myers-Briggs Theory, while types and traits are both inborn, traits can be improved akin to skills, whereas types, if supported by a healthy environment, naturally differentiate over time. The indicator attempts to tell the order in which this occurs in each person, and it is that information, combined with interviews done with others who have indicated having the same preferences, that the complete descriptions are based on. The indicator then, is akin to an arrow which attempts to point in the direction of the proper description.”

Take the Myers-Briggs yourself and see how it works for you!

Thursday, March 22, 2007

People Mechanics, Part 2

Of course, there is the “Knowledge is power,” contrasted with “ignorance is bliss.” I always think that a mediocre individual came up with that last saying. The first statement, however, holds some interesting ramifications with it…if we look a bit deeper.

The Second Law of Thermodynamics: In a closed system, unless energy is added to it, the amount of chaos will increase and eventually take over the system.

In this context, when I think energy, I think power. What do you want to do today? If you are a “blissfully ignorant” person, how much energy will you need to exert in order to accomplish said task? The larger the task and the less energy you have to devote to it, the more time it will take to apply the proper amount of energy to the task at hand.

Now, I’m using metaphors: Your competencies or talents; skills; level of awareness of yourself, your surroundings, and of others; those things that give you a unique differential advantage when compared to others in your environment. This is your power, this is from where your energy exudes. Power can simply mean commanding respect when you walk into a room. It can mean being able to reconcile an account better than anyone else. It can mean having the necessary components in yourself and your life to go into business.

Take, for example, a guy that works in construction. After a while he grows unhappy with his construction job and wants something in more of an office environment. Maybe only a college class or two in his personal portfolio but a high level of desire to see to the satisfaction of meeting his goal of getting out of construction and into an office: He plans, prepares, and produces. Plan how to get from where you are now to where you want to be: Have a goal in mind and plan with that end in mind. Prepare yourself to meet this goal. Produce the results necessary.

In physics there are two kinds of energy: Potential and kinetic. If kinetic energy is the energy of motion, then potential energy is the energy that might be there but hasn’t been realized yet. Traits such as desire and motivation are potential energy: The planning and preparation stages are when this potential energy begins to manifests itself as kinetic energy. By the time that you are producing what you want to happen there is likely enough momentum built up to help you get ahead.

Another physics principle there: Inertia. An object at rest will tend to stay at rest, an object in motion will tend to stay in motion. How do you change either? Exert energy!

Are you satisfied with where you are now? Perhaps you are or you know people that are, and this prohibits them from realizing their full potential. Their satisfaction has manifested itself as the maladaptive behavior of complacency.

In the past you or people you know may have reacted or behaved in certain ways that may have been destructive, unhealthy, or just plain bad. Because history has taught people who use maladaptive behaviors that they can often get away with them, they will have a tendency to use them over and over again—probably making them a habit. On the other hand, there are adaptive behaviors that are psychologically healthy alternatives that will often give better results to their users than their maladaptive equivalents.

Take, for example, the person that orders something and is delivered the wrong thing. Experience teaches us that most disagreements stem from misunderstandings. In this case, there was probably some barrier to communication or other flaw that caused the misunderstanding. The maladaptive way of dealing with this situation is probably to yell, scream, and otherwise berate the order-taker; the adaptive way of handling is in understanding that there was probably a misunderstanding and mutually searching for a way to remedy it.

Which kind of person would you rather day with?

Skipping directly from expecting your order to angry takes little energy and can couple the feelings which you’re presenting to those that witness your anger. The emotion that is going to be coupled with this dilemma is probably not going to be the one you want to have them take away about you. However, taking a deep breath and exerting a bit of energy into the situation will not only increase the quality for that interaction, but could also have spillover effects such that the order taker may be less likely to make such a mistake in the future.

Your power, therefore, is represented by your knowledge, skills, and abilities in relation to your environment. Recently decide that you like skim milk over two percent? It is likely inside your scope of influence, inside your power, to stop purchasing two percent milk for the lesser fat variety. Are you unhappy with a municipal ordinance that your town or city just passed? It could very well be within your power to get elected to your local governing body, increase your scope of influence by various means, and change the law.

I can’t emphasize it enough: Find ways to assimilate new knowledge, new data, into the context of your life and it will be more effective for you.

Think Macguyver: The guy that can take a set of seemingly mundane parts from a variety of sources that, in and of themselves, wouldn’t be able to accomplish a task outside of their primary area of expertise and make them into extraordinary devices: Take, for instance, when he disarms a bomb with hockey tickets or starts the truck in a recent commercial with a pocketful of things that he purchased at a local store, including a tube sock, a rubber band, and a tool to baste a turkey with.

Finding the place where you can make things relevant to you not only increases your ability to absorb new information, it also increases awareness. The ancillary effects of this could be countless.

Wednesday, March 21, 2007

People Mechanics, Part 1

Human Mechanics: Awareness, Learning, and Context

I have recently found myself picking apart the mechanics of fundamental human processes: Decision-making, learning, adapting, dealing with change, etc. To mention nothing of the psychology involved, it certainly has been a multi-disciplinary approach. Fields ranging from Information Theory to physics have found their way into my process and analysis of this academic study: One that I hope will have practical applicability.

Where to start?

General wisdom through the ages has passed on the adage that people have a tendency to do two things: Seek pleasure and avoid pain. Fueled by advancements in current technology this has been challenged. Dr. Gregory Berns of Emory University has dug more into the “what do humans want?” question. If pleasure is a sensational emotion that only happens occasionally then, it stands to reason, that something more substantive must exist along the way. Take from this that the ideal place to be is somewhere between pleasure and pain: Satisfaction. Let’s first examine this by looking at the definition of pleasure with a simple “define:” search in Google.

· a fundamental feeling that is hard to define but that people desire to experience; "he was tingling with pleasure"

· joy: something or someone that provides pleasure; a source of happiness;”

Two definitions stand out, yes: The second pointing at joy, or a source of being happy. The first one points to the simple abstraction and how difficult it is to pin down the true meaning of pleasure. Of course, it’s a subjective term, but pleasure is always a positive thing—therefore finding a definition across a sampling of many individuals, many subjectivities, shouldn’t be impossible.

Next, satisfaction:

· The human experience of being filled and enriched by their experience.”

And:

· act of fulfilling a desire or need or appetite”

Imagine moving up a hill: The hilltop represents the completion of the task, winning the prize for the effort that you’ve exerted. Although this supersedes satisfaction into pleasure, pleasure—especially in this context—is fleeting. There is also the downside that exposure to too much pleasure could desensitize its recipient to all but the most intense forms of it. Satisfaction, on the other hand, is achieved as a feeling of atonement for the accomplishment of component tasks of a larger pleasure-bringing project. In the long run, the seeking of satisfaction is better than the seeking of pleasure.

As with all behavioral mechanisms—satisfaction-seeking and pleasure-seeking, for instance, there is a “spectrum” to be observed. On one side of the spectrum of satisfaction there is complacency. Complacency is the maladaptive form of satisfaction. Destructive pleasure-seeking is the maladaptive form of pleasure. We’ll re-visit this topic later.

When we are trying to remember something one way of increase retention levels is to couple the proposed memory with something pleasurable. I’ve heard this recommended as coupling things you want to remember with thoughts of sex; while this might work (especially as a pleasurable form of memory utilization) , it fails to get to the heart of the matter and how memory really functions. Research into how people store memories show that the brain doesn’t store discrete pieces of data—such as the way a hard drive stores data as “1’s” and “0’s”. Instead the human memory is contextual in nature: When a topic was brought up by a person you were having a conversation with, did it make you remember something else? People have different types of memories. Among these are procedural and episodic. As you would imagine, episodic memory deals with the types of memories from your personal experiences and your past. Procedural memory, then, is what I often refer to as “drill memory,” or the type of memory that you utilize when you are doing something that is a set series of steps like brushing your teeth, combing your hair, arming a landmine, or formatting a report.

I read somewhere that people will remember about a third of what they read, half of what they see, and all of what they feel. Why does the “remember something alongside sex” trick work so well? Sex, generally, makes a person feel good: Thoughts that are coupled with satisfying or pleasurable feelings are well-retained. That is not to say, however, that data coupled with painful feelings doesn’t get remembered: It’s just that painful memories can be more easily forgotten and replaced with bad memories or otherwise repressed.

You might be asking yourself: “Which is better…episodic or procedural memory?” The simple answer: Procedural. I recall hearing an interview of a psychologist in which he took an Alzheimer’s patient to a golf course once. This patient was, once, a very avid golfer. Upon getting to the golf course and getting his hands on some golf clubs everything about golfing came back to the man. However, on the way back from the golf course the gentleman saw the golf course and the beautiful day and remarked how “beautiful the day was” and that they should go golfing.

I’ve long held to the belief that this is the reason that the military emphasizes battle drills. Just as you have probably seen soldiers, marines, sailors, or airmen march (although it is more likely to be one of the first two), you probably noticed that everyone performed a series of precise, discrete series’ of movements along with other members of their formation that can amount to some very spectacular sights to see. The same can be said for rifle drills: Everything in these drills and ceremonies is nothing more than a number of actions, one after the other. They can be repeated until perfect, able to be memorized to the point where someone can do it in their sleep.

The concept of drills does not stop at simply marching troops or inspecting their arms: Battle drills are used for many team maneuvers from building a bridge to constructing a mine-laying system. The more that drills are repeated and “drilled” into memory, the less a person needs to think about them when it comes to doing them. The concept of drilling removes the need to consciously thinking about performing a task when it matters, rather it is made a “second nature.”

Now, the talk about the emotional component earlier is not lost to the battle drill. The feeling of being a part of a team, that one has purpose, a sense of urgency: These are both satisfying emotions, adding to the effectiveness of the battle drill and why it can be remembered so well.

So, memories are often not simple bits of information stored in your brain. Rather, they are often embedded in a web of context. Data coupled with more data, random bits of different memories and types thereof comprising a larger set of data, eventually linking all thoughts in the brain together to form the sum of your experiences. Context is the key.

I’ve met people who have difficulty, for one reason or another, learning new data because of the lack of context it has in their everyday life. Of course, not everyone is going to find an essay on “Ode to a Grecian Urn” important, or even satisfying or pleasurable, to fit into their worldview. A person who has an affinity for history, art, literature, teaching, or to just broaden their perspective on the world at large is, however, going to take note of the Keats piece. People are often not compelled to expand their horizons with new sorts of information that don’t directly apply to their immediate world, though. How is one to combat this?

Log in tomorrow for Part 2!

Sunday, October 15, 2006

New Blog!

I'm now part of a new blog over at GeekCulture.

Give it a look.

Friday, April 14, 2006

Saturday, February 18, 2006

18 February 2006 Entry

I was watching television recently; a bad habit of mine, when a commercial for Bar None, a vehicle financing company came on:

This little sock puppet approaches what he calls a “pretty girl,” asking her if she’d been waiting long. The woman replies that she doesn’t have a car. The sock puppet replies with “I have a car.” The woman states that “I can’t get financing.” So on and so forth.

Another man enters the scene and, after finding out about this great deal, he picks up his cell phone. Yes, his cell phone, and calls Bar None. No credit, no justification for him to pay his cell phone…and he has one. These people appeared to be “bright shiny happy people,” too.

Yeah, so…I have acquired a new employer. Finally, the evils of receiveables management got beneath my skin. Maybe I allowed it, maybe it found it’s own way, maybe it was a bit of both. Regardless, I am now a Computer and Printer Repair Technician with Laser Junction in Grand Junction, CO. It is a much more fun job with good people to work with and for and challenging situations to solve.

Wednesday, October 05, 2005

Thus spake the master programmer:

``When the program is being tested, it is too late to make design changes.''

I've been programming too much lately.

Or have I?

Sunday, October 02, 2005

Celebrities with Political Opinions

Celebrities with political opinions

Everyone is entitled to their opinion—this is the free world—and celebrities are no exception.  However, free speech aside, “the invisible hand” of free market economics does apply to everyday interactions.

Let me illustrate my point:  Donald Sutherland is saying things that I don’t agree with.  In fact, I’m certain that there are several people who are very, very peeved off at these sorts of remarks (instead of me being just peeved).  However, when people say these things we can choose not to listen or to avoid these people and the things that they do & say.  

It’s free market economics applied to personal interactions.  People have the right to say it, but you also have a right not to hear the stuff coming out of their mouths.

Thursday, September 29, 2005

Phoenix

“A clever warrior is one who not only wins, but excels at winning with ease”
—Sun Tzu

Since I was 14 years old, I have been an owner in an operated three businesses; been a general manager for one; bagged groceries, baked pizzas, flipped burgers; for all practical purposes, ran a 26-soldier combat engineer detachment; been a part of a team that managed the personnel actions and records for more than 1,000 soldiers; been an office manager for a defense contractor; and been a concierge for a world-renowned resort. This doesn’t count the small lawn-mowing empire that I had while I was a kid, either.

However, the years of 2003 and 2004 were not my finest in the business world. I fell. I fell hard: Somewhat because of my own failings, somewhat because of the betrayal of those around me; somewhat because of various environmental factors. I was burned, but vowed someday to get back into the business world and once again run a company.

That time is now. Over the past several months I have been training myself in the art of programming in visual basic for applications. I have previously taught myself pretty much every other language of BASIC (since the fourth grade), have picked up smatterings of HTML and Flash over the years, and was formally trained in the basics of Ada while in my first two years of undergraduate school. A few friends/co-workers and I have determined that we will start developing a game. This is a departure from previous projects I have worked on, mostly research and development, but I feel it could very well be a profitable move.

And so, it is time for the phoenix to rise from the ashes. It is time to play the game again.

Sunday, September 25, 2005

Real Life and the Movies


You ever watch TV, and then compare it against real life?  

I was watching a TV show tonight…in fact, it’s still playing in the background, and there was a heated argument.  Upon one person making a valid point, the other person broke down and told the truth about the situation.  This doesn’t happen in real life.

In real life, when I make a valid point to a person, they often don’t rationalize (or even attempt to do so); they instead get defensive or combative (one goes with the other in many cases) and throw logic or any other linear thinking out the window.

However, things can be very funny like the movies.  And the special effects are sometimes better, too.

Work Update

This week has been a cross between “business as usual” and testing the waters in an environment where it’s been determined “the big, big bosses” won’t back us up on matters where we are dealing with customers.  In fact, it’s like walking on eggshells, afraid that you will fall through at any moment.

My attitude on the phone, when taking an escalation, is not very process-oriented as it is goal-oriented.  My intent, and my behavior on calls in the past, is to find a resolution for an issue as quickly as possible while getting through the B.S. that the customer usually has to say…anything from how they hate the company…yadda yadda…to I am a bad person…yadda yadda…to, well, you get the picture.  I know better:  People like to vent, and giving them some time to vent is often a good thing to defuse a situation.  

Most of the time, however, the customer simply perceives that they have a problem.  The computer systems have automated most every routine transaction as to ensure that errors aren’t made as much as people think they are.  

Oh yeah, I had one guy tell me today that he thought we were trying to de-fraud him out of money.  This becomes funnier in the context that this is not the first time I’ve heard the argument.  However, let me assure you…there is no wrongdoing.

Regardless, most perceptions are not reality.  Most everything is remedied with proper customer education, and I attempt to do that.  People just have a problem with not wanting to hear what, well, they don’t want to hear.  They impress and project their own thoughts and feelings into a situation and no amount of rational thought or intelligent interaction will make them realize, think, or perceive otherwise.

Having a mind for theory in whichever endeavor I am in at the time, I began thinking on the topic of call handling earlier this week.  To my good friend and colleague Rick, I state something along the lines of:  “You know, back here we take 2 kinds of calls…advice calls from representatives and escalated calls from customers.  However, in both circumstances we are always doing the very same thing:  Offering resolutions.  So why don’t we change the paradigm of an escalated call and an advice call to being a paradigm of all ‘resolutions calls.’”

There is a stigma throughout my organization about my work.  We take escalated calls and draw upon obscure policy and workarounds (ahem, hocus pocus?) to make things work.  Escalated calls carry with them a certain aura that is impressed upon representatives in their first days in training.  Changing the paradigm from escalations to resolutions was such a big hit I got my supervisor to thinking about implementation.

And then there is the new application that we are working on…one to generate notes for a calls with a few clicks of a mouse.  We are close, but the included feature set increased by about a fourth this week on a whim of mine to make the program more of a policy guide than it originally was conceptualized as being.
I also learned of a new word that a colleague of mine devised this week:  Dodophobia:  The fear of stupid people.

I fear stupid people, but I need to talk to them most of the time.

Quote of the Day

You ask if I’ll grow to be a wise man, I ask if I’ll grow old; You ask me if I known love...I’ve seen love come, I’ve seen it shot down, I’ve seen it die in vain" - Bon Jovi, "Blaze of Glory"

Strategy, Part III

War is a struggle between two forces that can be formulated into discrete formulas until irrationality and human emotion enter the fray.  As such, the study of warfare can be broken down into a series of geometries that face off against each other, exerting force on one another.
Concentration:  This is a number more suited towards the density of forces on the battlefield and can be measured when the application of force is being planned against an enemy’s own concentration of forces.  From a metaphorical standpoint, where are your assets, and how are they arranged relative to those things that you must conquer prior to reaching your goal?  Concentration is the brother to Economy of force.
Economy of force:  You have an idea what the densities of your forces are, but each of your assets have economical values.  For instance, fuel trucks are more economical for logistics (fueling vehicles) than they are in mechanized combat.  In the corporate warfare sense, you need to make the same kind of assertions about what you can do, what you’re up against.  When you’re going for strategy over brute force, economy of force is a key factor in a success.
Maneuver:  In a strategy-over-brute-force battle, maneuver is the pal of force economy, which will save the day.  You may have everything else arranged correctly, but if you can’t utilize the assets properly in the heat of battle, you will lose.  Losing is bad.

Cooperation:  You have planned arrangement of assets to include density and economical considerations, and how they will move to contact their intended targets.  Now, you must ensure that all the elements of this system interact as they should.  They need to cooperate well with each other.

Security:  And, certainly, you cannot maintain initiative in any sense if your forces—your assets—aren’t protected.  This could mean anything from securing your intellectual advantage by not letting out trade secrets to making sure you or yours are not hurt.

Next, we will start to look at strategy through the eyes of the great strategic thinkers and begin to produce a grand picture of strategic thinking and winning the war.