Latest News About The Book
- The Globe and Mail
- The Ivey Business Journal
- The European Financial Review
- Fast Company
- Plexus Institute
- Practical Wisdom Management Research Review 2013 Final
- Academy of Management Learning and Education Review
- Plexus Call July 12 Slides and MP3 Audio
- Integral Leadership Review 2013
- Practical Wisdom – 2013 MRR Article
- Canadian HR Reporter – September 17, 2013
- Faith in Business – Review by Tim Harle Fall 2014
- Post-Rational Management: The Montreal Review – January 2015
- Cultivating Organizations in Leadership & Change May 2015
- The National Post – June 17 2015
- Changing Our Models of Change: The RSA October 21, 2015
David Hurst delivers multimedia presentations and a range of customized experiences that will inform and inspire your people and help them learn from the past, master the moment and create the future. For a recent sample of a short keynote to the 10th Annual Global Drucker Forum see the embedded link.
Too little, too late
Only a local doctor and his colleague recognized the pattern – a plague was beginning to sweep through the population. They tried to alert the authorities, but the government was reluctant to sound the alarm. Some action was taken, but the language was optimistic and politicians downplayed the seriousness of the problem. It took a jump in the death toll before serious measures were taken: the town was sealed, and a plague officially declared. The pestilence went on to ravage the city, as usual affecting the poor the most.
From allegory to analogy
You may recognize this story outline from Albert Camus’ The Plague (1947). Anyone who has read his newly popular allegorical novel would know what to expect during a pandemic. At the onset of the current coronavirus pandemic, when there was little data, experts conducted what can be thought of as an analogical inquiry, using the liberal arts.
They consulted historians who had studied the flu pandemic of 1918 and other plagues from the past. They looked for comparable coronaviruses, like SARS and MERS. They began to compare experiences in different countries with similar circumstances. They searched for metaphors and analogies, even fiction like The Plague for ideas that might be relevant.
Action before data
Like so many entrepreneurs, it seems clear that those countries whose leaders took early decisions to quarantine their societies, based on wise judgement, had much better experiences. They were willing to commit to action, rather than wait for the inevitable delay for data and calculation. Only once data was available could they claim to be ‘guided by science’ and ‘evidence-based’. But because of the exponential growth of the virus, a few days delay could make a huge difference.
What really matters
“There are only two or three human stories,” wrote Willa Cather, “and they go on repeating themselves as fiercely as if they had never happened before.” We are living through just such a story right now.
The universe may be made of matter, but we humans live in a world of value and significance, of ‘what matters’. Science deals with fact, narrative deals with truth. As screenwriter, Robert McKee explains, “What happens is fact, not truth. Truth is what we think about what happens.”
Leadership requires empathy and decency
This is the power of analogical inquiry. The liberal arts help us learn from the experiences of others, to feel what they felt and to think what they thought. We call the quality ‘empathy’, the essence of what it means to be alive and the critical ingredient of effective leadership – a preoccupation with “what matters”.
This is Camus’ message: the “plague”, ill-fortune and injustice in its many forms, comes and goes but never completely disappears. It is the underlying human condition, to which our response must always be one of caring – ‘common decency’ “There is no question of heroism in all this,” says Dr. Rieux, Camus’ narrator, “It’s a matter of common decency. That’s an idea that makes people smile, but the only means of fighting a plague is – common decency.”
Drucker Forum 2020
On June 17, 202o. from 1pm to 2pm. Eastern Time I will be giving a TED-style talk and hosting a discussion with i4j. The password is i4jcommunity. i4j Innovation for Jobs is a global leadership forum organized by the IIIJ Foundation, a 501(c)3 non-profit organization with headquarters in Silicon Valley.
At the onset of the coronavirus pandemic, when there was little data, world experts conducted what can be thought of as an analogical inquiry, using the liberal arts. They consulted historians who had studied the Spanish flu pandemic of 1918 or the Black Death in medieval times. They look for other coronaviruses that might be comparable, like SARS and MERS. They began to compare experiences in different countries with similar circumstances. They searched for metaphors and analogies, even fiction (e.g. Albert Camus, The Plague) that might be relevant. Only once data was available could they claim to be ‘guided by science’ and ‘evidence-based’. In this presentation I suggest that analogical inquiry is at the root of all learning in conditions of uncertainty a.k.a. ‘life’. As information becomes available, abstraction and analytical thinking allow us humans to turn uncertainty into risk that can be managed. But it all begins (and ends) in uncertainty….
My latest article, Forces of Nature, has just been published in Strategy+Business. In it I discuss Canadian ecologist, “Buzz” Holling’s adaptive cycle and how, transformed into the ecocycle, it can help us understand the dynamics of complex adaptive systems.
Metaphors matter, especially in uncertain times, when the only way to frame a complex predicament is to use models from a familiar past. The title of this blog borrows from Tomas Pueyo’s excellent article and the picture that accompanies it is a mashup of one of my ecological images and it.
When it comes to the coronavirus, war metaphors abound. British politicians summon the ‘spirit of the Blitz’, while Donald Trump describes himself as ‘a war-time President’. These bellicose approaches have rhetorical value and may help address logistical issues, but we need additional views. Ecological analogies supply a helpful lens. For, from an ecological/business perspective, the coronavirus is the ultimate entrepreneur. If the purpose of an entrepreneur is to create a customer, the coronavirus is superb! In a population without immunity every human is a potential ‘customer’. This vulnerability is increased by globalization and global travel and aggravated by long just-in-time supply chains, tuned to efficiency rather than resilience.
What’s more, everyone infected with the coronavirus ‘recommends’ it persuasively to others, with an average of 2.4 (now estimated at 5.7) other people becoming infected. In marketing the well-known net promoter score is measured by asking customers the question, “On a scale of 0 to 10, how likely is it that you would recommend our organization (product) to a friend or colleague?” Those who score 0-6 are classified as ‘detractors’, those who measure 7-8 are ‘passives’ and those with a score of 9-10 are ‘promoters’. You add up number of responses that fall into each of the three categories and calculate the percentage that each category represents of the total. Then subtract the percentage of detractors from the promoters and the result, expressed an as integer, is your net promoter score. It ranges from +100 to -100. With all ‘customers’ very likely to ‘recommend’ it to others, the coronavirus’ net promoter score would be a perfect +100!
This is a report on a Round Table discussion at the 2019 Global Peter Drucker Forum. Click here for the LinkedIn version which has hyperlinks
Chair: Richard Brem, Senior Advisor, Peter Drucker Society of Europe,
Peter Paschek, Management Consultant,
Timo Meynhardt, Professor for Business Psychology and Leadership, HHL Leipzig Graduate School of Management,
Verena Ringler, Curator, Erste Foundation
Aaron Barcant, Independent Researcher, Karl Polanyi Institute of Political Economy
The round table began with Richard Brem introducing the panelists and each of them summarizing why Peter Drucker’s work and vision mattered to them.
Drucker always argued that one’s worldview mattered to one’s understanding of one’s role and contribution in society and one’s ability to manage oneself and others. American philosopher Thomas Sowell, describes a vision as a ‘pre-analytic, cognitive act’ that helps simplify an overwhelmingly complex reality. Think of it as a walking stick that helps you travel over rugged terrain, giving you support when you need it and allowing you to probe the way ahead. A social vision gives us a sense of how the world works, of the nature of humankind, of causation and how social change happens.
As panelist Peter Paschek pointed out, Drucker described himself as a ‘conservative Christian anarchist’. While accepting the necessity of governance and government, he saw power and the yearning for power as the central problem of society, with that of managerial power and its legitimacy a particular concern. The political philosopher he admired most was Wilhelm von Humboldt, the pioneer of the modern research university, who found balance and harmony while managing the tension between continuity and change. Drucker was concerned with this balance at several levels, especially those of society and community. It was this interest that allowed him to see management as a social function, an organ of society that is responsible for the performance of institutions and gives the individual both status and function. Panelist Timo Meynhardt said that Drucker’s depth of thought and his emphasis on values – his practical wisdom – was his distinctive strength, making him a ‘companion in the darkness’.