Stuck in a Zombie Paradigm

I’m in the passenger seat. My wife is driving. We’re on our way to second Christmas with her brother’s family. This has been the pattern for around twenty years.

Yesterday I stepped into the kitchen to see if any help was needed. My mother-in-law, whom I love dearly, is 86 years old and beginning to have a bit of difficulty handling more than a few things at a time. The food prep was not quite in sync and we needed to keep the broccoli warm while other food prep finished.  She was stuck on the “don’t use the serving bowls in the oven” paradigm. And, yes you can’t use them for baking, but the warming oven is at 120 degrees and the food is near 200. Not baking, just warming. She was stuck in that paradigm.

A few weeks ago I did laundry. I didn’t have time to fold so I just put the underwear in the drawer. That was the first time I’d tried that approach. It didn’t work out well for my mental state.  I was able to use them up without taking them out and folding them but I felt weird the entire time.  I am stuck in my fold the underwear paradigm. It’s worse because I have a specific way to fold them. I could feel the stickiness of adherence to pattern.

We are all stuck in various paradigms of thought and behavior.  The patterns we adopt are comforting to us for a couple of reasons. One, once a pattern or paradigm is adopted we don’t have to think of it any longer, we just do the thing or think that way. It frees up the mind and creates a sense of familiarity. Whether right or wrong it feels familiar.  And, second, because the thing is known and we know what to expect we have a sense of safety. Change and ambiquity require us to develop new pathways mentally and behaviorally. For most of us this makes us feel uncomfortable, unsafe.

The same is true organizationally. This phenomenon is especially apparent when the organization suffers from too much dysfunction. By default, organizational behavior is a direct result of the people in it.  And is greatly influence by the people leading.  It follows then, when there is a culture of mis-trust and fear that those in the culture must seek ways to feel safe and seek out less ambiguous situations.  This leads to a reluctance to share bad news, increased attempts to fix things before anyone notices, too few “experts” to whom everyone else has to get direction, micromanagment at all levels, an inability to make decisions, slow decision making, and a host of other dysfunctional behaviors.  These are the very dysfunctions for which a transformation is undertaken.

After working at a transformation for many months and not seeing the expected changes occurring a step back is needed to figure our why.  Work with those in charge helped them see the light, opening up the space for their people to fly, step out of the way, and learn to let go, a little.  Then the zombies come out.  You know the zombies, something like with ones in “World War Z”, that shuffle around until they get stimulated by a sound or smell a healthy fresh human.  Then they go into a mad dash frenzy. Though the frenzy isn’t good for the healthy humans, the zombies are getting what they need.

It turns out that “retrained” management is not enough to overcome fear and distrust.The organization created by the long standing pattern of dysfunction builds a culture that reminds one of the dormant zombies in WWZ.  The very people that would benefit the most from the transformation, those who would decrease the dysfunction, are the ones who are trained to distrust, had the bar lowered; who have not had the space to take ownership, to be empowered, or to engage. These are they who can’t step into the action because they don’t know how and no longer have the stimulus (direct orders, expectations, decisions).

In the end a transformation must not only be pursued at every level of the organization but an appreciation of the maturity, skill and professional capability of everyone involved must be addressed.  One of the ways to detect this potential situation can be had in the response to creating a group to address some aspect of the transformation.  After some guidance, and assistance, one would typically expect the group to organize themselves, find a leader, and assist in moving the work forward. When this doesn’t happen, assuming that management is not the impediment, look for zombies.  If you find them a decision needs to be made relative to de-zombification.  In the movie “Warm Bodies” the male protagonist zombie found himself romantically, if not impossibly, attracted to a warm bodied girl which triggered a cure of his zombie-ism.  Turned out love, as it often is, was the cure.

Assuming one wants to cure the zombies, love takes the form of training, learning, coaching, encouraging, and sometimes replacing, those who are too set in their zombie ways.  Only when enough “Warm Bodies” are created from the transformation of the zombies will a lasting cultural transformation take place.


A Miracle in the eBook World

How fast can an eBook be published?

Our ebook “Exploring the Practice of Antifragility” went from conception to published in about four weeks.  Here’s how that happened.

For many months early in 2015 the topic of writing a book covering the practice of antifragility would come up. These occasions were around the timing of the “Antifragility Panel/Webinar: Practice Beyond the Rhetoric!”.

On many occasions over dinner during 2015, Si and I would discuss doing a book together.  We were searching for a way to make it happen.  The demands of the work in which we were engaged were so extreme that they prevented much more than wishful thinking.    However, ultimately something triggered us to make traction and below is the timeline that resulted in getting the book published.

Oct 2015 – Discussed spending a long weekend cloistered to work on the book. Of course since both of us have spouses with whom we are very madly in love (Milad Alhir and Cat Gould) some insight from them was required.  The plan was to remain near the client site, hole up in Si’s hotel room and work out the outline, draft content and basically get a publishable version done — a 72 hour writing marathon.   That plan also meant a weekend away from the source of our sanity and vitality. That idea didn’t survive.

2nd week Nov 2015 – Having been thwarted with our previous plan and with book publishing ardor still running high an alternate plan was needed.  In true antifragile style the conditions or reality required us to adapt or not publish. Somewhere during one of our evenings the idea came up of creating an eBook that would contain a brief description, reference the recordings from the webinars, initial contributions from us and at least a few from those in Si’s network that might be interested. The response was magnificent. Seven wonderful contributors provided answers to the basic questions.

  • How have you interpreted Taleb’s concept of Antifragility?
  • How have you translated your interpretation into practice?
  • What are the results and impacts of your efforts?

15 Nov 2015 – Exploring the Practice of Antifragility site created.  During the previous week when it became clear that we could get enough content from contributors to get a viable eBook completed, Si reached out to all the webinar contributors to ensure everyone was “in the know” and created a site to house the details.  A stroke of genius.  Here you can get access to the recordings from the webinars and see all the ebook contributors and when their work was added.  Of course, this site will be updated as new contributors participate.

21 Nov 2015 – Published.  Si did the “heavy lifting” to get the book organized and published while provided the “sounding board” for anything he wanted to discuss and explore.  Though I’ve written several books none are published yet so I don’t have the immediate experience. Our ability to work together is deeply rooted in how much we respect each other and how we have demonstrated to one another that we take the necessary initiative and actions to meet our commitments — we make a good team!

To say we were excited to bring the book to the world with the concept of accumulating the insights and wisdom of so many would be a gross understatement. When the book became available I was at Edisto Island for our family’s annual Thanksgiving get together. Needless to say I showed everyone. I purchased two books. I couldn’t help it.

25 Nov 2015 – I was floored. Nassim Taleb bought our book. What else is there to say.

25 Nov 2015 – I was too excited to keep track of the actual date. On Amazon Best Sellers One-Hour Business & Money Short Reads we went to #2.

26 Nov 2015 – We went to number #1 on the same list. Shortly after we went to #1 Hot New Releases

28 Nov 2015 – Three new contributors were added.

5 Dec -2015 – Five new contributors were added.

What we learned:

  1. There is a lot of interest around the world in the concept of antifragility.
  2. Practical application of the concept is nascent.
  3. It is possible to go from concept to published quickly with a bit of preparation but a lot of passion and care.
  4. The process we’ve experienced is antifragile. We encountered unknown roadblocks, stress to adapt, and challenges from which to “grow”. I know I’ve gained from the experience and will continue to do so.

One of the direct results for me is learning that allowing evolution of an idea or making progress toward the goals is more important than having perfection out of the gate.

As Si and I continue to reflect on our experience, we are gently reminded of Ray Bradbury’s quote:

“And what, you ask, does writing teach us? First and foremost, it reminds us that we are alive and that it is a gift and a privilege, not a right.”

As many writers have echoed, “Just Do Something”.