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Having a Plan Turns Bystanders into Helpers

October 28, 2021 By David Griesing Leave a Comment

“If those around him had known how to intervene to stop him, it would never have gotten to this point,” someone might have said about New York Governor Andrew Cuomo recently.
 
I wasn’t expecting to write about bystander interventions today, but was jarred (as many were) by the longstanding accommodation of Cuomo’s harassment. His temper, directed at everyone in his orbit, was a common secret.  Like Churchill once said about Secretary of State John Foster Dulles, Cuomo was apparently another “bull who brings his own china shop with him.” But in addition to the tolerance that those around him had for his temper tantrums, Cuomo’s groping and touching were also common knowledge. Many around him knew he was grabby with women, but none of them intervened to stop him (or protect him from himself), so apparently it became “the way that things were for years” if you were in the Governor of New York’s orbit.
 
The longstanding tolerance for Cuomo’s conduct reminds me of Harvey Weinstein’s decades-long run of predatory behavior in Hollywood. Like Cuomo, those in Weinstein’s sphere of influence were afraid of crossing him because they relied on the power of his support and feared the wrath that might jeopardize it. Too many came to feel that accepting Weinstein’s abuse was the price of admission. And because (like Cuomo) the power disparities between Weinstein and almost everyone else were so profound, “the way he acted” became an open secret, widely known and effectively normalized, while he continued to groom his prey and damage more lives. 
 
Because so many in the entertainment business “knew about Harvey,” those who were “in on the joke” regularly got to have an uncomfortable laugh when somebody (usually a comedian) had the gumption to drag the stinking truth onstage. 

As reported by one outlet after his first accusers got press coverage, the finger pointing had been ongoing in mainstream comedy for years. For example, Weinstein’s behavior was a punchline in the TV show “30 Rock,” where the character played by Jane Krakowski says in one episode: “I turned down intercourse with Harvey Weinstein on no less than three occasions out of five.” And while announcing actress nominees for an Oscar in 2013, comedian and comedy writer Seth MacFarlane joked in front of Weinstein himself, the rest of those in the “live” audience, and the 40 million people viewing on TV: “Congratulations, you five ladies no longer have to pretend to be attracted to Harvey Weinstein.” As time goes on, we’ll probably hear about the jokes that staffers and favor-seekers in Albany were telling one another about Cuomo too, instead of doing anything more than laugh among themselves about it or cringing in a corner as he headed their way.
 
Part of what was so compelling here was the high visibility of Weinstein’s and Cuomo’s misconduct. After all, they were acting out their dark fantasies in Hollywood and the Empire State, with their wall-to-wall press coverage, enterprising scoop-hunters, and hangers-on with blackmailing agendas. Yet for both of them, it took years and a long trail of victims before collective action started to puncture their skeevy underbellies. 
 
Clearly, some basic checks and balances were missing in the workshops that Weinstein and Cuomo once dominated. 
 
Clearly, far too few at their stratified elevations knew how to inoculate their workplaces from the diseases that undermined them, along with every individual who worked with these two and tacitly permitted their misconduct.

Clearly, Weinstein/Cuomo/comedians Bill Cosby and Louis CK/artist Chuck Close/ former House Speaker Dennis Hastert/former Cardinal Theodore McCarrick/former Olympic gymnastics’ doctor Larry Nassar/all those victimizers in the American military who continue to act with impunity towards their subordinates: each of them was or is enabled by others in their reigns of terror, and it was more than their closest victims that lost something of value by not having healthier places to work before “what almost everybody seemed to know already” finally became unacceptable.

In the wake of the report about Governor Cuomo by New York’s attorney general in early August, there was a brief interview with an employment law professor named Marcia McCormick about redesigning employee training and reporting systems to fight sexual harassment in the workplace. What caught my attention was the interview’s focus on “activating bystanders” who already knew about the harassment so they could join in the fight against it.

This angle in the discussion could be traced back to a 2016 report by the EEOC (or Equal Employment Opportunity Commission) which insisted that victims were not the only ones who needed to know the rules about workplace harassment and discrimination; every employee needs to be empowered to challenge both perpetrators and their fellow employees to drive predatory conduct out of the workplace. Said Professor McCormick:

[B]ystander training in particular is very effective, to allow co-workers [of the person being harassed or discriminated against] to intervene in ways that are not [as] risky to them…[W]hen people complain about discrimination against themselves…they are perceived to be whiners. Their complaints are sometimes not taken seriously…[but] when a person advocates on behalf of another, that usually doesn’t happen…[R]eporting by a bystander doesn’t trigger the same kind of psychological backlash and potential for retaliation that the person who experiences it might.

Moreover, when all employees are trained to recognize, intervene and demonstrate their solidarity with targets of illegal behavior, they are better able to disrupt new overtures before they happen and help victims to report and gain more backing from fellow workers afterwards. 
 
A 2018 article in Harvard Business Review acknowledges that empowering an entire workforce like this is a lengthy and difficult task (far more so than having “a canned training session” and an employer’s checking “the legal liability box” afterwards) but when executed properly, empowerment training almost immediately begins to deter likely perpetrators, from the boss’s office on down. This is how one expert described the root problem that needs confronting to the article’s author:

Jane Stapleton, co-director of the Prevention Innovations Research Center at the University of New Hampshire and an expert in bystander interventions, told me about an all-too-familiar scenario: Say there’s a lecherous guy in the office — someone who makes off-color jokes, watches porn at his cubicle, or hits on younger workers. Everyone knows who he is. But no one says anything. Co-workers may laugh uncomfortably at his jokes, or ignore them. Maybe they’ll warn a new employee to stay away from him. Maybe not. ‘Everybody’s watching, and nobody’s doing anything about it. So the message the perpetrator gets is, My behavior is normal and natural,’ Stapleton said. ‘No one’s telling him, I don’t think you should do that.’ Instead, they’re telling the new intern, ‘Don’t go into the copy room with him.’ It’s all about risk aversion — which we know through decades of research on rape prevention, does not stop perpetrators from perpetrating.

Once again, when the bystanders aren’t empowered to act, harassing and discriminatory behavior is “normalized” in the same way that rape or child abuse is normalized when the family where it’s happening pretends that it’s not. 
 
Enabling bystanders, the author writes, “is leveraging the people in the environment to set the tone for what’s acceptable and what’s not acceptable behavior.”

A still from the 1985 movie, Witness

Because I’m sometimes unable to act on my best (or even better) impulses when confronted with something that seems wrong, I spent a lot of ink in early book drafts considering how any of us might do a better job of it. 
 
From behavioral studies that delved into the mechanics of helpful intervention, it seems that the cure for bystander inertia comes in two doses: already having a better plan in mind before the unacceptable happens and seizing the occasions to act on your plan when it does. 
 
The deeper I dug, the more I appreciated how visualizing the path we want to take before being called up to act almost always improves our responses. It’s the difference between being ready when the time comes versus having to make up what you’ll do (or far more commonly, refrain from doing) on the spot. But this requires preparation. You have to want to act in a certain way—like treating others in the same compassionate way that you hope they’d treat you in similar circumstances—so you’ll make the effort to devise a plan that you’ll already have it in your pocket when the need arises. 
 
If it’s really as simple as that, why weren’t more people in Weinstein’s or Cuomo’s or other predatory orbits—and why aren’t more onlookers of “bad stuff” generally—able to follow their better angels and intervene to stop (or at least help in stopping) the damage that they’re witnessing?
 
In my case, I’ve usually been delusional enough to imagine that “I’ll be as brave as my best hopes” when I’m called upon by circumstance to right some wrong, or stand up for somebody who needs my help. Unfortunately, whenever I’m surprised by the need to intervene in a bad situation, I usually find it easier to fret about my skill set, whether I want to get involved or have enough time, or if someone else is in a better position than I am to step in and make a difference. In other words, my hoped-for better self usually never shows up and I end up making lame excuses to explain to whomever’s listening why I failed to do much of anything at all.
 
In research I did at the time, I learned that it doesn’t have to be this way, that even considering my thoughts and feelings more deeply in advance of witnessing, say, sexual harassment at work or one stranger being tormented by another, would likely have enabled far better responses on my part. 
 
One study I found had some of the study participants attend a lecture on the ethics around rescue and the bystander effect (where they’d presumably imagined their own responses to various situations) and other study participants who missed that lecture, before all of them encountered a stranger who’d actually fallen and couldn’t get up outside the lecture hall. While the scenario was staged by the study’s authors, its findings were not: 43% of those who’d just attended the lecture ended up coming to the victim’s aid, while only 25% of bystanders in the study who’d missed the lecture stopped to offer their help. It’s a resonant statistical difference between those who already knew something about overcoming bystander reluctance and those who never may have thought about it at all. (Notwithstanding these findings, I still recall being surprised and disappointed by the fact that only 43% of the lecture goers actually stopped to apply what they’d just supposedly learned!)
 
Another study revealed that even taking a relatively minor step “in the right direction” (beyond just learning more about it and imaging how you might act beforehand) makes an additional difference in determining how you’ll act or fail to act going forward. This tendency was demonstrated by an experiment in which some teenagers pledged to remain virgins until marriage while others in the study were never given the option to make such a pledge. Given teenage hormones, It doesn’t seem like much of a commitment, but this study found that those who took the pledge had sex much less often than the non-pledgers. Indeed, even the non-pledgers who said in advance that they supported abstinence before marriage ended up having sex far more frequently than their pledge-taking peers. In other words, even as small an act as making a verbal commitment tended to reinforce attitudes and lead to behavior that was consistent with one’s helpful intentions going forward.

To test this behavioral guidance system—and to pay-it-forward on behalf of all who had came to my assistance over the years when my car has broken down on a busy road—I did some of my own committing in advance. The next time I saw a car broken down in traffic, its driver in distress and I could pull over safely to help, I promised do so. I rehearsed the likely scene in my mind, and a couple of months later the opportunity presented itself. 

A woman outside of her car was being confronted by an angry truck driver during rush hour on North Broad Street in Philadelphia after an apparent collision. I could and did pull over and offered her my assistance which, after some initial surprise (who is this white guy in a suit offering to help me?), she ended up being visibly grateful for.  

Without an action plan, I would likely have found a dozen excuses for not stopping. Once I acted, I knew even better what I’d do the next time, the likely range of emotions I’d feel while intervening, and the best part, how I’d feel afterwards—which was genuinely enabled. On the other hand, without a plan of action beforehand, my hopes alone about being a helper would likely have left me at the bystanding sidelines.

When we want to, it’s not so hard to empower ourselves towards helpful action.

It’s not so hard to train ourselves to help confront the Weinsteins and Cuomos who can end up dominating our worklives by finding ways to move in a constructive way beyond the “common secrets” and “inside jokes” about the boss or “that guy over there” or the touchy-feely holiday party.

It’s learning about the bystander inertia that naturally holds us back by plotting our ways to helping when the need arises.

Maybe when more of us make this commitment, there will be enough people in every workplace who are ready, willing and able to intervene on behalf of victims who will almost never be vindicated when standing alone.

This post was adapted from my August 8, 2021 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning and occasionally I post the content from one of them here. You can subscribe by leaving your email address in the column to the right.

Filed Under: *All Posts, Being Part of Something Bigger than Yourself, Building Your Values into Your Work, Continuous Learning Tagged With: acting on plans, activating bystanders, Andrew Cuomo, bystander, bystander effect, Harvey Weinstein, planning, planning to intervene, rescue, witness

Ready To Leverage Rapid Social Change

August 12, 2018 By David Griesing Leave a Comment

Because of innovations in technology, the near-instant availability of vast stores of knowledge and a random web of expanding connections, we’re in a period of rapid social change today.

With rapid change comes an opportunity to re-think, well, almost everything we believe has been etched in stone. It’s a chance to return to fundamentals, to the underlying value-propositions that drive our most basic decision making.

– Does society have to be organized this way?

– Does every channel of government have to aim at maximizing some peoples’ wealth?

– Is our society’s aim of producing more stuff at cheaper prices (and the instant gratification that it brings to us as consumers) more valuable than having better jobs and additional leisure time?

– Should the price of human consumption today be the destruction of the natural world?

We might be able to allocate our social resources differently if we got back to basics. We might make different trade-offs. Periods (like this) of rapid change come with the realization that “It doesn’t have to be this way.”

At times like this, there are opportunities to harness key drivers of change so that when you come out the other end, the world is better off. For this, it helps to have a vision of the future that you want to live in. In prior newsletters, John Seely Brown and Jed Purdy were “thinking out loud” about their visions for that better future and, as a practical matter, how we can get there. Deeply humane ideas like theirs can help us to maximize the advantages of change in the “good work” that we’re trying to do, both in our paying jobs and outside of them.

This week the news story is about how to learn productive lessons from times of rapid social change in the past. Over the last few years, some forward thinkers in the UK have been creating educational materials for anyone who is interested in seizing the opportunities of a world in flux to produce a better tomorrow. Theirs are ideas for the classroom, the workplace, the community—wherever imagination has real problems to solve in a “white water world.”

History Gives Us Hope

One reason to believe that tangible, positive change is possible today is because it’s been possible during similar times in the past.

A group of scholars who are clustered around the University of Sussex have been presenting some of those history lessons along with their arguments for “seizing the days” that we’re in. The image that they use in their educational materials is the butterfly because it represents a point in the arc of change between chrysalis and taking flight. As teachers, they’re saying something about the potential of these times, but they’re also referring to us as individuals and the opportunities we have to “take wing” instead of drifting in complacency or thinking that whatever we do won’t matter.

The Sussex scholars know that their first task as teachers is to get their students to engage. As such they remind us that during other times of rapid social change, people just like us achieved real progress. Because history shows that humanity can learn to do things differently, adapting on the fly, we can do the same while bringing others along.

The Sussex scholars also have the real (as opposed to theoretical) world clearly in view. Their aim is to engage us in what they call “living exercises” to tackle The Problem as they see it today.

We are currently locked in to a high-carbon global economy by multiple factors. They include energy-intensive infrastructure, high-consumption culture, unequal distribution of political power within and between states, and an economic system dominated by finance that fails the poorest, takes infinite growth for granted, and resists reform, however broken it becomes.

This is the challenge they designed their teaching for, but the approach they take would likely succeed if you defined The Problem that we face today differently. That’s because:

‘It is easier to imagine the end of the world than a change to the current economic system.’ And yet, as it also says in Proverbs (29:18) ‘Where there is no vision, the people perish.’ Visualising what can be done, inclusively and progressively, to bring about a sustainable society is therefore our challenge …Only in this way might we overcome the ironic maxim of medieval historian Vasily Klyuchevsky, that: “History teaches us nothing but just punishes us for not learning its lessons.’

History Provides Working Models

Promotional image for the booklet “How Did We Do That?”

The following historical examples are cited in a booklet the Sussex scholars compiled in 2016 and you can download here.

The examples that they discuss all involve (1) responses to a radical change in circumstances that would/could not have been possible in a less disruptive time, (2) rapid adaptation by the public, and (3) longer-term improvements thereafter, some expected and some surprising. Despite the length of the following quotes, I thought these authors needed to teach their history lessons in their own words.

IN THE WAKE OF RECENT ECONOMIC RECESSIONS, WORK WEEK & OTHER JOB-RELATED CHANGES

“Responding to a recession in the early 1990s, the public sector in the Netherlands began offering a four-day week to staff to save money. Since then it has spread and become common employment practice, with the option offered to workers in all sectors of the economy. As a result, job-sharing has become the norm in the health and education sectors. It is common to have part-time surgeons, engineers and bankers making the much hyped work-life balance in modern industrial economies a practical reality. One in three men either work part time or compress their hours, working five days in four to enjoy a three- day weekend. Three quarters of women work part time. The popularity of the different pattern is such that 96 percent of part time workers do not want to work longer hours.

“It’s not just liberal Northern Europe that’s seen the benefits of shorter working weeks. In the United States, in the midst of the financial crisis in 2008 – faced with recession, rapidly rising energy prices, growing lines at food banks, rising unemployment and mortgage foreclosures – instead of simply bringing a knife to public spending and pushing austerity measures, Jon Hunstman, Utah’s Republican Governor, surprised people with an experiment to save money. At only a month’s notice, 18,000 of the state’s 25,000 workforce were put on a four-day week and around 900 public buildings closed on Fridays. The impact of the scheme was studied. Eight out of ten employees liked it and wanted it to continue. Nearly two thirds said it made them more productive, and many said it reduced conflict both at home and at work. Workplaces across the state reported higher staff morale and lower absenteeism. There were other surprises. One in three among the public thought the new arrangements actually improved access to services. It wasn’t the main objective, but at a stroke the four-day week also reduced carbon emissions by 14 percent, a huge annual, climate-friendly saving.”

INSTEAD OF PRESERVING ITS BANKS, A COUNTRY RE-INVENTS ITSELF

“Iceland was at the heart of financial crisis in late 2008 and nearly destroyed by it. It built its economy around speculative finance but, after the meltdown, a ‘pots and pans’ revolution led to a process to draft a new citizen-drafted constitution, engaging half the electorate. Rather than making the public pay for the crisis, as the Nobel economist Paul Krugman points out, the country, ‘let the banks go bust and actually expanded its social safety net’ and instead of placating financial markets, ‘imposed temporary controls on the movement of capital to give itself room to manoeuvre.’The constitutional exercise proposed a new approach to the ownership of natural resources for public good. Iceland now gets all its electricity and heat from renewable sources.

“The crowd-sourced constitution ultimately fell foul of legal technicalities and the Supreme Court, but that didn’t stop the new mood creating lasting conditions for change and the desire for new economic approaches. Where other countries largely let banks off the hook, in 2015 Iceland’s Supreme Court upheld convictions against bankers at the heart of the crisis. Finance is now so sensitive that when the Prime Minister was caught up in revelations from the release of the so-called Panama Papers, he was forced from office.”

WE COULD ALSO HAVE INVESTED IN A DIFFERENT FUTURE DURING THE GREAT RECESSION

“The notion that you can’t ‘buck the markets’ was turned on its head by the 2007–2008 crisis when financial markets realised they couldn’t survive without a massive public bailout and long-term support…The novelist and observer of modern banking, John Lanchester, made this observation in his book about the financial crisis, Whoops!: ‘The amount of state intervention (in the banking system) in the US and UK at this moment is at a level comparable to that of wartime. We have in effect had to declare war to get us out of the hole created by our economic system.’ 

“Lanchester was referring to the amount of money created by central banks and pumped into the financial system. It was used to recapitalise the banks after the financial crisis had destroyed money and the banks’ balance sheets. The method was given the technical term ‘quantitative easing’, but it was in effect printing money. In the UK the sum reached £375 billion…To put that figure into context, it is about double the UK’s combined health and education budget in 2017. In the United States between 2008 and 2015 a breathtaking sum of $3.7 trillion was mobilised. Meanwhile, across the European Union, the European Central Bank has been injecting €80 billion per month to stimulate the economy, a figure which only fell in 2017 to €60 billion….

“There was…a missed opportunity [here]… The alternative was highlighted by a report called the Green New Deal, published in 2008, which estimated that the annual spending needed in the UK to set the country on a path to low carbon transition was around £50 billion.That was not simply a ‘cost’ as it would have an economic multiplier effect, generate economic activity, creating jobs and tax revenues. It’s a sum coincidentally similar, in proportion to national income, to Franklin D. Roosevelt’s New Deal programme in the United States.”

In other words, the £50 billion investment in “a low carbon transition” should be contrasted with £375 billion invested in the U.K.’s banking industry. Moreover, given the “wartime level” of social investment by the UK, the US and Europe a few years ago, stabilizing the financial system and a low carbon transition did not have to be mutually exclusive.

What else could America have invested in with portions of the $3.7 trillion that was mobilized to bail out this country’s banks? A 4-day workweek for every working age American? Universal health care? Whatever the trade-offs, when they are “thought through” beforehand, they can be considered and even implemented during times of rapid change when their advocates (and supporters) insist upon having that debate. In other words, we can leverage the lessons of history if we’ve learned them beforehand and strike while the iron is hot.

The radical circumstances that leaders and countries responded to above were all deep and unexpected economic events. It’s only fair to ask: how can we leverage continuous change (involving technology, the unprecedented availability of knowledge, and a world of random interconnection) to implement our visions for a better future? In this booklet at least, the Sussex scholars don’t say. But it would surely include leveraging the changing states of mind of citizens in democratic societies. They might include:

–alarm over the privacy of information—with the possible result that personal information is recognized as “personal property,” including the protections and value that come with private ownership;

–fear of massive forrest fires burning homes and communities—with its consequences for changes to climate-related policy; and

–revulsion over another mass shooting—with new priorities impacting the availability of guns and their ownership. In this regard, here is a video that effectively uses humor to describe Australia’s movement towards greater gun control after public revulsion following a mass-shooting incident.

A shift in the popular mood can combine with similarly disruptive social forces to precipitate change when enough people are envisioning and debating the better future that they want after the change.

Teachers Showing the Way

The Sussex scholars are motivated by values (like fairness and the pursuit of intangible “goods”), preferences (like collaboration) and insights (like seeing opportunity in new limitations and during times of crisis). They end their booklet with 12 “observations” that function like recommendations. Here are four of them, explained in light of The Problem as they see it:

– Fairness matters: Demonstrable equity matters for the public acceptability of rapid change. This is especially true if and where there is any perceived sacrifice to be made for the greater good.

– Working together works and creates new possibilities: The experience of acting collectively to solve common challenges itself creates self-reinforcing possibilities for further transformative action, often unanticipated.

– Accepting boundaries triggers innovation: Setting new parameters around consumption – such as introducing safe limits on the burning of fossil fuels – can unleash innovation and reveal great, nascent adaptive capacity. Businesses, societies and whole economies adapt to new ‘rules of the game’ remarkably quickly.

– Value experiences, not ‘stuff’: Material consumption of ‘stuff’ in rich industrialised countries can be substituted by spending on experiential activities that benefit well-being.

Even if you define The Problem that needs solving differently than they do, these 4 basic “observations” can serve anyone who wants to be an agent of change.

The people who are behind the booklet are principals at the STEPS Centre and the New Weather Institute. STEPS stands for “Social, Technological and Environmental Pathways to Sustainability.” The Centre describes itself as “an interdisciplinary global research and policy engagement hub” at the University of Sussex. The New Weather Initiative describes itself as “a co-op and think tank” that was formed:

to accelerate the rapid transition to a fair economy that thrives within planetary boundaries. We find, design and advocate ways of working and living that are more humane, reasonable and effective.

Our associates work through projects involving debate, thinking, trend-spotting, community, arts and culture.  This means they are:

– organizing debates and seminars on how to think and do things differently to make rapid transition possible;

– publishing books and pamphlets about a future that works to make it more imaginable and achievable;

–  talking to local government about using scarce resources more democratically and creatively for fair and planet-friendly economic transition;

– learning the lessons of history and applying them for successful, contemporary rapid economic and cultural change;

– bringing attention to what works, and how and where in the world a more fair and ecological economy is already growing;

– working with communities to discover what creates resilience, and about ‘the sort of environment, colours and patterns that give them identity’

– talking to businesses and services about re-imagining the human efficiency of involving employees and users;

– bringing together organizations and people with experience of doing things more effectively; and

– helping organizations re-discover the lost arts of using the judgment, honesty and loyalty of staff and customers.

While these organizations might inspire you, they might also be a resource in your own work given their desire to:

enlarge the conversation about rapid transition, and ensure that its best insights are brought directly to bear on how we live and make decisions – from the home, to local life, the workplace, to governments and international institutions.

If readers are aware of organizations that define The Problem differently than the Sussex scholars do here (or Purdy did last week)—namely, from an ecological perspective—while also providing a competing vision of the better future that they want to inhabit, I hope that you’ll drop me a line so that I can consider their work for an upcoming newsletter.

A Living Exercise

A couple of final observations.

The men and women I’ve called the Sussex scholars are noteworthy because, as they describe it, they are offering “a living exercise” in their rapid-change booklet and elsewhere. In other words, they want an engaged public to “live” their lessons with them as they struggle to leave a positive imprint on the future. I hope you’ll follow their work, as I do.

Unfortunately the teaching of history (like the rest of the humanities) is in decline.  But it’s still possible to imagine a history course on incidents in the past where “change provided opportunity,” including examples like those above, others included in their booklet, and many other social transitions. A course like this would connect stories from history with the stories that kids (as well as the rest of us) want to write into our futures. How exciting would that be!

Because the best learning always gives us the chance to take the boldest flights we can imagine.

+ + +

This post derives from my newsletter this week. If you enjoyed it, I hope you’ll subscribe along with recommending it to friends. To receive these posts weekly, you can follow the link to your right.

See you next week.

 

Filed Under: *All Posts, Being Part of Something Bigger than Yourself, Building Your Values into Your Work, Continuous Learning Tagged With: change, change agent, envisioning, future, historical models, history, hope, New Weather Initiative, planning, rapid change, readiness, STEPS Centre, teaching, values, vision, work

The 10 Things I’m Most Proud Of In 2012

December 31, 2012 By David Griesing Leave a Comment

I’ve written several times this year about why we need to take time to be proud of our accomplishments. That is, proud of what we’re producing for ourselves–of who we are becoming through our work. And proud too of the services were providing and the products we’re making for others, what used to be called “the fruits of our labor.”  (It’s Time To Be Proud of Your Work)

I’ve spent some of this week between Christmas and New Years (a jumble of slightly deflated days between the festivities) trying to decide what I’m most proud of in my work this year. As it turns out, my accomplishments were not money-in-the-bank or shout-from-the-rooftops successes. Instead, they were smaller victories on the path to larger ones.

Thinking about your accomplishments, in this way and at this time, is like stringing together the best pinecones—recovered from where they’ve fallen, and hung up briefly once more—like a salute, or pennant in the wind after a good race. It’s part of what makes the journey worthwhile, this pause:  short but necessary, before getting on with it.

photo/dgriesing
photo/griesing

 

So here they are, the 10 things about my work that I’m most proud of this year, in no particular order.

1.         Achieving more economy in thought & word. Not that the richness of life, or its best lessons, can be captured in an elevator speech or tweet. But what we have to say can almost always be said more economically. I can see it in these posts. Maybe you can too. I’m proud that I’m getting there.

2.         Realizing that editing is a worthy endeavor, in & of itself.  Communicating isn’t just about what’s heard or read.  Excising the newest favorite phrase or train of thought because they don’t carry your ball effectively is not only essential but also gratifying. Like polishing dull wood.

3.         Learning how to tell more of the story through pictures. Pictures engage different parts of your perception, both in the taking and in the viewing. It’s Instagram & Pinterest, infographics & new forms of visual learning. It’s pictures of both altruism and tragedy and our responsibilities as viewers when we look at them. In this supremely visual age, I’m excited that I’ve gotten better at using this powerful toolbox.

4.         Recapturing the adventure of great working partnerships. One of the best things about work is who you’re doing it with. When you define your work as broadly as I do, and your collaborations are as far-flung, there can be an amazing spectrum of rewards. It’s been years since I’ve been as open as I am now to cross-pollenizing work that is limited only by the reach of the networks I’m a part of.

5.          Plugging in. There is a great passage in Ian McEwan’s Atonement where the woman of the house is lying in the dark connecting to its sounds: the creaking & hissing of a vast building’s central nervous system. For me, it wasn’t dark or just about the sounds, but when I participated in the #140 character conferences last summer I felt connected to a similar throb & pulse. To speak to hundreds while they are tweeting to tens of thousands is an exponential sensory experience with a half-life that keeps on tingling. That the conferences took place at the 92nd Street Y, where so many thought leaders have climbed the mountaintop, was just the icing.

6.         Toning the voice. Almost as important as what you say is how you say it. Words. Pictures. Sounds. A warning. A rebuke. A laugh. It’s the way you assemble them that adds up to your voice. I’m relieved that I can finally stand “listening” to mine.

7.         Grounding message in service. It’s more of a rolling wave than a beginning this year, but helping smart & talented people find their life’s work has become an increasingly confident exercise, and therefore more satisfying than ever. Too few of us know how to think productively about what to do with our lives. It’s been great to figure it out together, and have fun while we’re doing so.

8.         Seeing yourself in print. I’ve published in other careers, but most of my discussion about worklifereward has been via social media—until this year. An October op-ed in the City’s paper is the first of many forays into the traditional press.

9.         Becoming more resilient. I wrote about the book Antifragile recently because one key to success today is learning how to respond robustly to the unexpected challenges the world keeps throwing at us. This is a life lesson I’ve taken to heart this year (and boy does it get easier when you do)!

10.       Lightening up. Around a year ago when I started blogging, an old friend told me I was a lot more interesting & fun in person. I had worried about this in my first post, where I said values are serious stuff, but that I’d try to host a discussion “with some bubbles added, to give it a lighter finish when needed.” I’m proud that in much of what I’ve accomplished this year, I’ve tried to include those bubbles.

Cheers!

Filed Under: *All Posts, Being Proud of Your Work Tagged With: accomplishments, goals, motivation, planning, summing up

About David

David Griesing (@worklifeward) writes from Philadelphia.

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