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Your history and legacy as a company isn’t just an asset. It might also be a liability. Consumers and employees that are more and more jaded prefer brands without tradition and history because they have nothing to hide. These companies are innocent at birth, and they have been born in a transparent world.
Let´s reverse "Déjà vu"... Vuja De, the feeling that somehow... none of this has ever happened before…
Suppose you’re in a situation that is very familiar—perhaps you’re driving to work or doing something else that you’ve done a hundred times before—and you suddenly feel as if you’re experiencing something completely new. This is vuja de, and it could be a key to becoming a better questioner and a more creative, innovative thinker.
“Vuja de” it´s not just for creative Jobs, people running companies, can spark ideas and insights if they can somehow manage to look at familiar ways of doing business with a fresh perspective—and to do this they must act and behave as if they’re newcomers or outsiders… as if they’re seeing it all for the first time.
The same could be said for someone tackling social issues or even personal ones: If you can somehow look at old, entrenched problems and challenges as if you’re seeing them for the first time, you’re better able to ask fundamental questions that can sometimes get to the heart of the issue and yield profound insights.
“The vuja de mentality is the ability to keep shifting opinion and perception. It means shifting our focus from objects or patterns in the foreground to those in the background… It means thinking of things that are usually assumed to be negative as positive, and vice versa. It can means reversing assumptions about cause and effect, or what matters most versus least. It means not traveling through life on automatic pilot.”
Can a shift in perspective help us to become better questioners?
By Warren Berger
Suppose you’re in a situation that is very familiar—perhaps you’re driving to work or doing something else that you’ve done a hundred times before—and you suddenly feel as if you’re experiencing something completely new. This is vuja de, and it could be a key to becoming a better questioner and a more creative, innovative thinker.
“Vuja de” it´s not just for creative Jobs, people running companies, can spark ideas and insights if they can somehow manage to look at familiar ways of doing business with a fresh perspective—and to do this they must act and behave as if they’re newcomers or outsiders… as if they’re seeing it all for the first time.
The same could be said for someone tackling social issues or even personal ones: If you can somehow look at old, entrenched problems and challenges as if you’re seeing them for the first time, you’re better able to ask fundamental questions that can sometimes get to the heart of the issue and yield profound insights.
“The vuja de mentality is the ability to keep shifting opinion and perception. It means shifting our focus from objects or patterns in the foreground to those in the background… It means thinking of things that are usually assumed to be negative as positive, and vice versa. It can means reversing assumptions about cause and effect, or what matters most versus least. It means not traveling through life on automatic pilot.”
Can a shift in perspective help us to become better questioners?
By Warren Berger
Start thinking of employees as “Allies on a Tour of Duty”.
The expression “Tour of Duty” comes from the military, where it refers to a single deployment. Obviously, it´s unwise to run a business exactly like a military unit, especially in today´s world, but military and business tours of duty have one important thing in common: “ A focus on honourably accomplishing: a specific finite mission”.
In business, a “tour of duty” is an ethical commitment between employer and employee. It´s written down and agreed to by employee and manager. A tour of duty has a specific mission with a realistic time horizon. For example: Ship this product in 18 months. Be sure the tour of duty promises specific career benefits for the employee. For example: Over the next 18 months, you will develop excellent negotiation skills. Avoid vague promises to employees like “you´ll get valuable experience”.
Tours of duty, reveal the “central paradox” of employment age…”Acknowledging that your employees might leave is how you build the relationship that convinces great people to stay”.
Extract from the book “The alliance”
The term has be coined for business by Reid Hoffman, Ben Casnocha and Chris Yeh.
The future workplace will be multi-generational, with four generations working side-by-side. Traditional notions of hierarchy and seniority will become less important. The skills for leading and managing the 4G workforce, and for facilitating collaboration across multiple generations and their values, will be in increasing demand.
