Lessons in Literature

literature \ n … 3   a : writings in prose or verse, esp: writings having excellence of form or expression and expressing ideas of permanent or universal interest…

classic  n 1: a literary work of ancient Greece or Rome  2  a : work of enduring excellence: also: its author  b : an authoritative source  3 : a typical or perfect example  4 : a traditional event…

epic  n 1 : a long narrative poem in elevated style recounting the deeds of a legendary or historical hero (the Iliad and the Odyssey are classics)  2 : a work of art ( as a novel or drama) that resembles or suggests an epic…

“The Great Books” have earned that title.  Because of their style, substance, and probably most of all their impact, these works of art have stood the test of time.  They have survived for centuries, educated generations, touched our hearts, and reinforced our souls.  They often define the “civil” in our civilization.

Over the long holiday weekend, in the pursuit of wisdom and relaxation I reread one of these classics.  As so often happens I discovered through this exercise an application of the message that had been overlooked in earlier readings.  In my youth this story was thrust upon me.  I did not seek it out.  I did listen, read, and enjoy but I did not fully discern the real meaning.  At that time my search was for entertainment more than wisdom.  I did not know what I did not know.

Today, decades later, I discovered one of the great lessons in this epic and its importance in my personal life and in my business.   My “brain tissue” dominated my first reading.  I didn’t realize how my enjoyment and understanding would be enhanced through the “scar tissue” that I have developed since my original experience with this work of art.

I won’t retell this story since most of you are very familiar with it and I don’t want to ruin the experience for those that have yet to spend time “buried” in this classic.  I will merely reinforce what the students of literature already know.  The story commences with “once upon a time” and ends simply with the hero “living happily ever after”.

It is about a family – triumph and tragedy, success and failure, life and death.  The siblings are the key characters.  The circumstances of their birth and early childhood give no insight into whether the outcome is the result of “nature or nurture”.  It is not about a “good” and “bad” person but rather the “good” and “bad” results or consequences that naturally accompany our decisions.

© Square One Consulting (January 2002) – 1.800.732.6164

This is not a lesson on good and evil yet both are present.  The most positive aspect is that in the end good does prevail.  The story does not contain sex.  It is heavily influenced by violence.  Although the lack of sexual experience does not diminish the narrative nor reduce the lesson, I’m sure that if this classic is ever made into a movie sex will be added.   It is a natural story in a pastoral setting.

What fascinated me was the appropriate message for tomorrow in this story from yesterday.  As a businessperson the message of this story may include the “cleaver” that will separate tomorrow’s winners from the losers.

Simply stated the ultimate hero in this adventure proves to be a great decision-maker, long-term visionary and willing to trade short-term pain for long term gain.  The losers made decisions but were more influenced by the short term “sirens” of comfort, convenience, and immediate gratification.  To them the status quo was most important.

From a business prospective this story foreshadows what ultimately proved to be Sam Walton’s genius.  Once when an interviewer asked Sam Walton the secret of his success, he simply stated, “good decisions”.  When asked how he makes “good decisions”, he responded, “experience”.  When pressed to explain the source of this experience, he smiled and said, “bad decisions”.  Fortunately for Sam his bad decisions were not fatal (sadly, I must report that two of the characters [and ultimately the villain] in this story were not so lucky).

Not to appear too “nerdy” I must now confess that once I discovered the business and strategic applications of this story I enthusiastically read it a second time.  The theme I discovered earlier became more focused.

Two of the characters who were unsuccessful in the long term and paid the ultimate price chose to manage change – they dealt with the problems and opportunities in their environment as these were presented.  They usually solved problems and capitalized on the opportunities that appeared.   They were reactive.

The hero chose to architect change.  This individual chose to take charge of the environment.  He build backwards from the future.  He was proactive.

This epic personifies CHANGE as both SLAVE and MASTER.

What follows are my notes as I studied in depth the lessons of Change Management and Change Architecture that are this classic. 

© Square One Consulting (January 2002) – 1.800.732.6164

Change Management –

Carpe Diem – Seize today!

"The 90's will separate the winners and the losers.  Those who embrace
change will be the winners, those who resist it will be the losers."

Jack Welch
CEO - General Electric

 Today’s opportunities in tomorrow’s world.

 Transitioning the organization from today into tomorrow.

 

Change Management – The System

A Vision

Commitment to the Vision

A Plan

Implement – Monitor – Adjust

 

Change Management – The Process

Define Current Reality

Establish Future Ideal

Create Strategies and Action Steps to Bridge these Points

Determine Contingency Plans – LET’S ROLL!

 

Change Architecture –

Carpe Mañana – Seize tomorrow!

Tomorrow’s opportunities today!

“The best way to predict the future is to create it.” – Peter Drucker

Transforming the organization for tomorrow.

 © Square One Consulting (January 2002) – 1.800.732-6164

Change Architecture – The System

Visit the Future (Travel light – bring no baggage.)

Identify and Prioritize Opportunities

Define Models Necessary for each Opportunity

Design Processes to Build and Operate the Models

 

Change Architecture – The Process

Determine the Foundation for the Model (Values, Mission, and Direction)

Establish the Infrastructure (Budget, Organization Structure, Standards, etc.)

Disassemble the Current Organization to Assemble the New.

Monitor, Implement, Adjust – LET’S FLY!

If these “notes” intrigue you I suggest that you search your library for this classic -  read, think, learn and ACT.  The version I studied was authored by Paul Galdone, the publisher was Clarion Books (© 1970), the Title – The Three Little Pigs!

Good luck in your quest for knowledge.  For the future – ARCHITECT CHANGE!

 

© Square One Consulting (January 2002) – 1.225-273-2243

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