About dualisms
Leading Initiative 2
“One must simplify the world to discover something new about it. The problem comes when, long after the discovery has been made, people continue to simplify” David Graeber and David Wengrow: The Dawn of Everything. A New History of Humanity
Ken Robinson once mentioned that “the man is obsessed with linear narrative: that it starts here and you go through a track, and if you do everything right, you will end up set for the rest of your life.”
I guess that we are using simplified models, schemas and linear narratives because the reality is too complicated. We’re trying to simplify reality to the schemas and linear models to feel in control and to feel secure. This way we can handle our daily routine.
Another example of simplified mental models I want to mention is dualisms. Our Western civilization is based on dualisms, from Plato to Descartes, we are surrounded by dualisms like “spirit and flesh”, “body and mind”, “materialism and idealism”, “good and evil” and so on and so forth.
It is not just a matter of philosophy, it affects theology and modern society: how we speak, how we think and how we solve problems.
Dualisms unconsciously influence how we solve problems when we build digital products and software applications. Many organizations change their platform through complex programs and cross-stream initiatives.
Many times I have heard questions: Is it an initiative project or a product? What approach should we follow? What tools should we use in the discovery or development phase?
Of course, we are surrounded by simplified mental models. The problem is we forget that we are using schemas and we treat them as reality. Our mind is hypnotized by them and they construct the way we see the world.
So I found it more useful to treat initiative mainly as a change — change on organizational, product and personal level.
One of the main challenges of the initiative owner is to onboard peers, product managers.
According to the ADKAR theory, your peers must be not only aware of the change but they have to desire it. Desire represents the willingness to support and engage in a change. Desire is ultimately about personal choice, influenced by the nature of the change, by an individual’s personal situation, as well as intrinsic motivators that are unique to each person.
If your peers avoid your meetings, do not update progress regularly in the company tracking tool and are running away because they spot you in the corridor — then it is your fault! It is your responsibility to make sure your partners understand the change and are willing to adopt it. Don’t blame them and change your approach. Evangelize and create allies who will help you roll out the change and turn it into reality.
As a single initiative owner, you can’t execute change just be yourself. I found it useful to identify initiative key players, enablers and supporters. Key players are my primary targets — I have to make sure they understand what the change is about and what is their role in the change. This is the moment when we are identifying intrinsic motivators together, on a very deep personal level. It requires an extra effort from you to ensure change is adopted by your key players. Regular 1:1 meetings with each product manager should address their questions, worries and risks to onboard them.
The reality is too complicated to narrow it down to the schemas. In the current era of product management hype, we can easily forget about the project management legacy. Using product and project management questions and tools in the right contexts can bring you joy from work, a valuable product for your customers and ensure your peers will survive initiative without harm and scars.
