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Change hurts

14 Sep

Our little graph shows the process of change.
Nothing changes without movement. Movement causes friction. Friction causes pain. So no real change will take place if we don’t accept any pain as part of the change-process. This is true for large scale transformation of societies, and it’s true for personal development. So the question is not: how to change. The question is: Are you willing to take some pain?
Typically the announce of a new, say, Head of Marketing leads to lots of movement (hiring new ad agency, re-positioning etc), it stirs a lot of water, but you won’t expect a lot of pain. And therefore: also no real change. On the other end: endless meetings lead to a lot of pain but often no movement, because no one is willing to make a decision.

Decision in Rear Mirror

9 May

Thanks Michael Stutz for this contribution to our blog. The horizontal axis is labeled “conscious” and “unconscious” (how you took your decision), the vertical is “positiv” and “negativ” (how your decision turned out). In the rear mirror of a decision you look back and you “were lucky” (upper left), you “regret” (lower left), you are “full of self-confidence” (upper right) because you know how it works or you maybe lie to yourself by saying “that was only bad luck (lower right).

How we became what we are

25 Jun

Reality is no fun to read. Here is an example (y-axis = degree of success, x-axis = age): Do you remember what you wanted to become when you were a child? Do you you remember what your parents wanted you to become?
Compare your dream with their dream: what would have been more difficult to achieve? Now look at what your doing right now for a livin:. How far away is that away from your childhood dream? Where did it all go wrong? And why? Or are you – on the contrary – happy you never went for your childhood dream?
All of this just to say: it’s sometimes good to lean back, grab a decent drink and ponder the question: What makes us happy? Here’s a hint: maybe we are happy when we forget what we cannot change.

High potentials

22 Aug
personality-, social-, leading- and professional potential

personality-, social-, leading- and professional potential

We are tired. We don’t have any smart ideas. So we read books. Something we found: Ask yourself and your co-workers to give you a feedback (on a scale from 1-10) regarding…

  1. ability to learn
  2. ability to cope with pressure/stress
  3. abilitiy to interact with other people/co-workers
  4. having a optimistic attitude, that things are feasible
  5. good resource manager
  6. role model for the others
  7. entrepreneur
  8. seeing things from a helicopter perspective (overview)

Are you a high potential for your company?
From: Martin Hilb, Integriertes Personal-Managment, Luchterhand

Until death do us apart

3 Aug


Here is another matrix we found in Integriertes Personal-Management (Luchterhand 2008) by Martin Hilb. It is about the loyality of employees. It shows what companies should be careful about if they don’t want to end up with a hire-and-fire reputation.

Let’s take a look at love. It’s the same principle, with a twist.

Until death do us apart

Until death do us apart

The axis „story told“ illustrates your partner’s perspective. But it also shows the position and values of your social (and religious) environment. If you prefer to read it from a society’s point of view you have to replace the sentences:

  • „I want to stay“ = „I have to stay“
  • „Well it’s complicated!“ = „I give a damn’ what people say!“

The axis „story lived“ shows what you think what your partner feels about being with you.

The action speaks louder than words?

31 Jul

Action speaks louder than words?

True? Neither do we like people who simply are talking about what they could do nor do we like people that are too actionoriented. Again: It’s all about the balance of thinking, speaking, doing (and of course we dislike people demanding this balance). However Martin Hilb describes the role of employees within a company in his book Integriertes Personal-Management (Luchterhand) and speaks about human co-entrepreneurs as employees with „a cool head, a warm heart and working hands“.

  • rare bird/fish: develops only visions without action = illusions
  • inner resignation: people without any ambition (work-to-rule)
  • grey mouse: works furiously without knowing why
  • human co-entrepreneur: high social competence, high responsability in decision-making and high organizational skills.

Passion, Skills and Opportunity

15 Jun


A week ago we went through old notebooks from University. We found this venn diagram as presented by Courtney Page from Play.We started to check upon our professional careers by asking these questions:

  • Do we do what we are good at? 
  • Are we doing it with passion? 
  • Did we start doing it being offered the opportunity? 
  • How did we choose what we are doing now? 
  • Did we choose it or did it happen to us?

The day after we received from Sabine Zaugg a hint. Great job, Bud Caddell! You spare us the explanation for it. Please read this, it’s great and helpful!

Meat and potatoes of being creative

16 Apr

The definition of creativity, ideas and innovation is a never ending story. Here is our contribution to it. During our education at the Kaospilots we called  self-appointed creatives „kiddies“. Nothing wrong with a childish worldview if you consider the need of ambigous thinking and a huge curiosity in order to come up with an idea. It would be wrong however to call a child creative as far as the organizational ppart of creativity is concerned. The ideas a kid can come up with are for sure funny, crazy or even dazzling but we doubt the ideas could be turned into an innovation. They would probably lack the expertise knowledge. However, sometimes there’s no need that one person is equipped with the nessecary expertise around the basic idea. That’s where workgroups, organisations or companies step in. Lets look at the steps

  1. being creative (process),
  2. come up with an idea (the outcome of being creative),
  3. turn it into an innovation (processing the idea) and
  4. change market/society (sell the innovation through a process again)

…we sense that the process of change needs a huge set of premises. We tried to illustrate it and refer to Nives Nizic “Erfolgsfaktoren des betrieblichen Ideenmanagements (German only)”.


Maybe this short thought can be read as an answer to the frequently asked question, if anybody is or can be creative. Well, yes, but on a different scale and with different importance.


17 Feb

You can't have both


Replace in a couple of month “go on a trip” and “save money” with “voted for Obama” and “voted for…what was his name again?”.

Risk and Motivation

11 Dec


Atkinson claimed 1957: If one can choose the grade of complexity (difficulty) of a task individually and independently most of the decisions are taken in a mid-complexity-level. Too easy tasks or too difficult tasks can neither provoke a strong feeling of satisfaction nor a strong disappointment. Or the other way round: Highly motivated people often choose a realistic complexity of tasks whereas low motivated people choose tasks that are finally to easy or too difficult for them. Then Atkinson continued his studies with something, but we wanna have our afterwork beer and discuss our  new business idea for Web 3.0. Which we gonna start tomorrow. And be a millionaire in 2 days…

Innovative field

30 Nov


Who’s innovative (by the book)? We found a couple of indications in our old logbook from the Kaospilots University. How we change the world? And who is changing it? Nowadays it’s common sense that the innovative field is set somewhere in the middle between chaos and method, between structure and intuition. Is it? After all since change has a name, Obama is acting within these guidelines. His put-together-administration isn’t too revolutionary nor boring. You can put in your network and think about it. We did. But we won’t put it online, sorry guys.

Me is you and me

1 Nov


(Selbsteinschätzung = self-assessment, Fremdeinschätzung = assessment by others, Kongruenzzone = matching assets)

This method did not make it into our book “50 Erfolgsmodelle”. At second thought it’s a pity. We developped this visualization to help clarify the question of the question. Who am I? We do not claim to have the answer but a nice tool to approach it. Ask yourself on a scale from 1 to 10 e.g. how relaiable am I? How daring am I? Am I honest? Ask a friend, a coach, an enemy or your mother to answer the same questions about you. Fill in and discuss it with your friend, coach, enemy or mother. Are you the person you pretend to be? Do you value yourself higher or lower, on which characterization? Tedning to under- oder overstatement?

Ego and social behaviour

15 Oct

This is a comprehensive way to pinpoint your colleagues at work, including your boss(es). Where do you find yourself in this scheme? Somebody who is coordinating, leading and taking initiatives might fit best into the upper left quadrant. A person who is working best in team, agreeing a lot and helping others might fit best into the lower left quadrant. If you (or your subject of investigation) is evasive, admitting and offtaking, you might be placed into the lower right quadrant. A dominant and isolated person shows tendencies of superior analytical skills, but also he might be also condemning and opposing. 

It is important to use this scheme at the moment. You might see tendencies, but normaly everyone can be put in every corner, depending on the situation.