This is not a blog about male psychology…  but something more simple: common sense.[mfn]POP= purpose, outcomes, process[/mfn]

Musing on PET (and humanity)’s mission of encouraging social development, environmental protection and improvement, and wellbeing, I am forced to admit that what often holds me back  from doing the right stuff, is the knottiness of the issue at hand…  I’ll say to myself: “Do I understand the issue well enough, and therefore the ramifications of any changes I would want to make?  No?  Then better to err on the side of caution…” (and so just continue to do more of the same).

A blog I read today explores one powerful answer to this problem, from the 4profit business management view point.  Reading this emboldened me to “go for it,” also seeing the fantastic real-world results of the companies mentioned.

The writer’s solution for complexity?  “… Common sense. Instead of speaking in vague terms or over-complicated theories, these pioneers thrive on simplicity.”

Here are some highlighted causes for complexity & some solutions:

  • “Most companies lose their edge when they grow. Then, futile attempts to exercise control, with paralysing ‘fixes’, are added.
    What common sense solutions are there for not falling into this trap? Stop growing or split before you become too big.” [when is enough enough?]
  • Imported & imposed leadership. “Motivating a group of followers makes a better leader than ass-kissing.ass-kissing, the right way!
    Let team members select their leaders. They are in the best position to decide who should lead them.” [subsidiarity[mfn]the principle that a central authority should have a subsidiary function, performing only those tasks which cannot be performed at a more local level[/mfn]]
  • “One of many potential conflicts of interest is over time. When overtime is paid (and rewarded), employees have an incentive to work as many hours as possible and thus lower their productivity, as happens in some manufacturing companies. A battle of individual and organisational interests ensues.
    What can be done to avoid this? Commonsense pioneers say: “Make sure the individual and the company want the same.” Align the goals of the individual and the organisation.” [unity of purpose]
  • “People love to say they are busy. But they dislike being busy. But they still rush from meeting to meeting, from deadline to deadline. There is little time for reflection or relaxation.
    Simple solution? Stop working so much! At the Belgian Ministry of Social Security, everyone fills just 80% of the working hours with prescribed roles and tasks. Then 10% is reserved for unforeseen activities, plus 10% for innovation projects.” [when is enough enough?]
  • “Let’s make common sense more common. It will help businesses thrive and people flourish.”
[vertical-spacer]This last is fantastic:  simple common sense allows  individuals to flourish  and  encourages the development, protection and improvement of society, environment and wellbeing.  It’s not complicated to CARE in action for people…

My experience teaches that my own choices make ‘flourishing’ easy or difficult…  As Anthony deMello[mfn]4 September 1931 – 2 June 1987; an Indian Jesuit priest and psychotherapist, spiritual teacher, writer, and public speaker[/mfn] said:

And honestly, dropping stuff is the real rub!  “Simplicity is the most difficult thing to secure in this world; it is the last limit of experience and the last effort of genius.”[mfn]George Sand; officially Amantine Lucile Aurore Dupin, 1 July 1804 – 8 June 1876; French novelist.[/mfn] Those are two pretty pertinent challenges in my case! It is my goal: to support PET’s mission and let both flourish!

What about you?