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Edwards Deming's 14 points for management was the need to 'drive out fear'.Īccording to Sean, most successful breakthrough teams don't 'break all of the rules,' just the ones that are truly getting in their way, and they understand the risks and likely consequences.
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Associating fear and desire is revealing in other ways: the eighth of W. This could be fear of failure, fear of the bigness of the becoming-whale-of-an-idea, fear of humiliation or being 'seen'. Sean says that it's as important to let go of fear as greed.
Brian eno oblique strategies list how to#
Initially most teams focus on strengthening the forces working for them, but it's often as fruitful to consider how to diminish the forces working against them.įear and desire, it seems to me, are second cousins: both relate directly to what might be going to happen in the future. Each arrow is assigned a 'strength' by its length. Draw a vertical line down the middle of a piece of paper and then draw arrows representing the forces working for and against the change you want to make. Sean's suggestion is that the team construct a diagram to represent the forces holding the system at its current equilibrium point (keeping the situation stuck). The first line is the oblique strategy, with some additional commentary of Sean's and mine: They are strategies to help get a team 'unstuck'. Somehow or other based on these, is a list of ten strategies for start-ups, which I found on Sean Murphy's blog. For reasons I don't quite understand, there also a list of them on the BBC website. You probably know of Brian Eno and Peter Schmidt's Oblique Strategies. Your mistake was a hidden intention I'm not sure who to credit here (although Freud would seem like a good starting point for the headline, even though it's actually Peter Norton's rather Revised Standard translation of Brian Eno's King Jamesian 'Honour thy error as a hidden intention').