CDO Consulting

Our daily realities generate a systematic response to the detriment of anticipation. What are the objectives? To ensure consistency in constant change, to encourage a return on investment for our actions, while cultivating the notion of a direction for our actions. We differentiate between "what to do" and "for what impact".

Why is the question of direction a necessity?

For over ten years, we have witnessed an increase in the cycles of change. Responsiveness and stress levels increase proportionately. Few managers are "equipped" to deal with changes in the way the goalposts are moved. For a long time, we have seen the limitations of hyperactivity and increasingly frequent corrective actions.

When our familiar landmarks are no longer available, or when confidence falls too low, something happens that can be described as a "loss of sense of direction". Nobody likes this feeling - related to the unknown, to a great wide open nothingness. The consequence of all this is then expressed in several types of behaviour, such as: a tendency towards persecution, the emergence of frustration, difficulty in finding things enjoyable, fatalism, decreased creativity, limiting prejudices, etc.

Our current need is therefore to provide new benchmarks in order to get through times of change. These markers are different to what we are used to. Once our "navigation cockpit" is equipped with this new information, then we can make reference to them in order to guide our strategies and actions.

Two worlds coexist continuously: the rational and the irrational.

The rational world ("what I do") is made up of of tangible and measurable elements. For example, it covers observations relating to the environment, behaviours and capabilities implemented.

Known benchmarks that cover areas of the rational world "environment" are, for example: financial and analytical accounting, surface area, staffing, market conditions, money, time commitment, equipment and technology. Those in the "behaviour" field, while tangible and the source of how to get through crises, are not often explicitly addressed in some organisations, mainly because behaviour is directly linked to our emotions, which is a complex subject that requires a great deal of work on oneself - a constant personal challenge. The "capacity" field is perfectly measured in terms of qualifications required to perform tasks, results objectives, intellectual knowledge or expertise.

However, the sum of all these opportunities of measurement is subject to many external constraints that are harsh enough to generate a feeling of exhaustion or ineffectiveness.

The irrational world ("who I am") is an integral part of the individual and of any organisation of individuals. When the term "irrational" is used, it is important to understand that "irrational" does not mean "non-existent". Although sometimes not explicitly measured, some phenomena do still exist. This is reflected in concepts such as values, convictions, ethics, dreams to be achieved, etc. These concepts are fundamental ideals that we hold on to.

This irrational world is a magnificent reserve of the "impossible", as it "always" stays true to its owner until the day the owner decides to change it. In fact, if you are convinced that to hold a particular value in your business is a guarantee of success, we stand little chance of forcing you to change your mind!

The subtle link between the rational world (tangible actions) and the irrational world (ideal effects sought) is possible when an entire process of clarification is performed. Recent applied research demonstrates the huge interest in establishing a consistent system - a system that acts in line with notions of known and declared sensemaking.

Advice on managing a good balance between the rational and the irrational: "do" - "who I am," as much as possible.

Mission definition, strategic element of direction.

Words relating to this notion of sensemaking: mission, effect, intent, etc. We choose, by convention of speech, the word "mission" as we integrate this vocabulary into whole models that cover other concepts. Our definition of 'mission': "... The desired effects of our activities when conducted by an expert...." A mission is not what I do, but what I am trying to generate as an impact.

In experiments working with the world of professional sports, we have clearly identified that one of the strategies for an athlete's efficiency is their ability to project an intent into the future (an effect) before acting, which increases their chances in terms of results. Transposed to the corporate world, the answer to "what should you do ideally in your position? " is the "mission".

"... Question put to a director of Industrial Operations: What is your mission? His response "action": plan, organise, coordinate and implement objectives x, y and z, once the customer has translated these actions as "missions" such as: generating more freedom of decision-making for executives, fostering inter-departmental close collaboration, enhancing the reliability of procedures, etc.

They realize that this is about a freedom of choice on action plans that will come up, whatever the surrounding conditions! ".

The positive impact of the clarification of one's own mission, for peers, for colleagues and for the organisation is dealt with in a separate article.

The "cons" of this kind of approach.

The need to develop a clarity of vision if you want to achieve realistic aims. Encourages the expression of strong personalities, and natural chartism. Supports the emergence of strong leadership (skill of distributing resources around an idea or a project). Brings out a "captain" (or team captaincy) that makes decision-making difficult.

Possible openings.

Additional skill for managers on irrational registers creates visionaries and leaders with high added value. When this skill is extended in the organisation, significant boosts to creativity an efficiency occur.