Wikipedia is Wonderful

Wikipedia is Wonderful

Here I am, starting a new blog post on the state of play in the world of Rightshifting, and wanting to use the term “SEP Field” as the hook for this post. What do I find? A great entry in Wikipedia for just that term. Note the numerous cognitive biases listed as contributing to the phenomenon.

Rightshifting is Somebody Else’s Problem

Since their inception, circa 2008, my ideas on the Rightshifting of organisations have emerged, evolved and gained some credibility and support in the software development and business communities. (Much more in the former than the latter, it must be said). The late, great Grant Rule added much in the way of historical context and statistical rigour to the theme. We’ve had some number of Rightshifting Unconferences in London, and some interest from the academic community (e.g. London City University).

I have presented on different aspects of Rightshifting, on numerous occasions, both locally in London, and national and internationally too. (My thanks to everyone who has invited me to their fair cities). These sessions are always well-received, excepting possibly Los Angeles – a strange outlier.

In general, I get the impression that most folks believe that organisational effectiveness is Somebody Else’s Problem. Senior management seem to think other folks in their organisations should be working on it. Middle management seem to think it should be Senior Management’s job, and most everyone else in the organisation is keeping their heads down and getting on with their day jobs – which for the most part they don’t see as including anything to do with improving the effectiveness of the organisation.

This comes as little surprise. There are precious few organisations indeed that even understand the benefits of taking a holistic view of how their organisation works (and its place in the wider supply chain, and society at large). Fewer yet who actually take steps to adopt and exploit said holistic view (i call these the Synergistic-minded organisations, and folks).

As an education/awareness campaign, I think Rightshifting has permeated into the subconscious, at least, of just about as many folks as I could reasonably hope for after four (!) years. <Sigh plus wry smile>.

There are even a few folks and organisations – such as 21Apps – that have taken it to heart in a deliberate attempt to improve their effectiveness.

I shall continue to carry the flag for the Rightshifting Ethos e.g.

“I believe that a Rightshift of knowledge-work businesses will bring improved health, wealth and wisdom for [both] individuals and society at large.”

Hell, maybe one day I’ll even find some organisations that actually want to become more effective as an organisation – and determine to do something about it. God knows there’s enough scope for that to be so.

And I shall continue to evolve my research, and unearth more real-world examples of how whole organisations are tackling the challenge of transitioning collective (organisation-wide) mindsets. One consistent response I get from interested folks is “Yes we agree with the premise, but how to go about effecting real change? What should we DO?”. As @papachrismatts wrote:

“From what I’ve read, Rightshifting seems to be a call to arms to radically shift improvement of organisations. What I’ve not discovered is the means [Rightshifting proposes] to achieve this.”

I am not averse to providing answers to this, nor even examples, but the honest answer is “it depends…“. (Fuller explanation here).

If you’d like to be part of the Rightshifting future, please let me know.

And if you’d Rather Not Know, I quite understand that perspective, too. Regarding organisational effectiveness as Somebody Else’s Problem can look like the safe, comfortable option – at least until your employer goes bust or you realise where your frustration and stress at work is coming from, and that it really doesn’t have to be that way.

The only thing I don’t understand is “Meh“. Perhaps you can help me with that? Or at least share in my perplexity?

– Bob

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