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eudora welty's letter to the new yorker to inquire for a staff job
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conversation agent - valeria maltoni http://www.conversationagent.com/
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archives http://www.conversationagent.com/archives.html
video http://valeriamaltoni.com/portfolio-type/video/
hire me to speak http://valeriamaltoni.com/speaking/
hire me to consult http://valeriamaltoni.com/services/
about http://valeriamaltoni.com/about-valeria-maltoni/
responding to adaptive challenges http://www.conversationagent.com/2017/01/responding-to-adaptive-challenges.html
- http://conversationagent.typepad.com/.a/6a00d8341c03bb53ef01b8d2556de7970c-pi
moments of impact http://www.amazon.com/moments-impact-strategic-conversations-accelerate/dp/1451697627/converagent-20
get there early https://www.amazon.com/get-there-early-sensing-compete/dp/1576754405?_encoding=utf8&tag=converagent-20
sensing the future http://www.conversationagent.com/2007/12/using-foresight.html
designing a conversation of impact http://www.conversationagent.com/2014/10/how-to-design-a-conversation-of-impact.html
switch: how to change things when change is hard https://www.amazon.com/switch-change-things-when-hard/dp/0385528752?_encoding=utf8&tag=converagent-20
my take two http://www.conversationagent.com/2010/10/switch-take-two.html
leadership on the line: staying alive through the dangers of leading https://www.amazon.com/leadership-line-staying-through-dangers/dp/1578514371?_encoding=utf8&tag=converagent-20
leading change https://www.amazon.com/leading-change-new-preface-author/dp/1422186431?_encoding=utf8&tag=converagent-20
playing to win: how strategy really works https://www.amazon.com/playing-win-strategy-really-works/dp/142218739x/?_encoding=utf8&tag=converagent-20
“the fall and rise of strategic planning” https://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning
getting to plan b: breaking through to a better business model https://www.amazon.com/getting-plan-breaking-through-business/dp/1422126692?_encoding=utf8&tag=converagent-20
business model generation: a handbook for visionaries, game changers, and challengers https://www.amazon.com/business-model-generation-visionaries-challengers/dp/0470876417?_encoding=utf8&tag=converagent-20
the paradox of choice: why more is less https://www.amazon.com/paradox-choice-more-less-revised/dp/0062449923/?_encoding=utf8&tag=converagent-20
seven strategy questions: a simple approach for better execution https://www.amazon.com/seven-strategy-questions-approach-execution/dp/142213332x?_encoding=utf8&tag=converagent-20
moments of impact http://www.amazon.com/moments-impact-strategic-conversations-accelerate/dp/1451697627/converagent-20
business http://www.conversationagent.com/business/
decision-making http://www.conversationagent.com/promise-economy/
strategizing http://www.conversationagent.com/brand-strategy/
permalink http://www.conversationagent.com/2017/01/responding-to-adaptive-challenges.html
digg this http://digg.com/submit?url=http%3a%2f%2fwww.conversationagent.com%2f2017%2f01%2fresponding-to-adaptive-challenges.html&phase=2
eudora welty's letter to the new yorker to inquire for a staff job http://www.conversationagent.com/2017/01/eudora-weltys-letter-to-the-new-yorker.html
- http://conversationagent.typepad.com/.a/6a00d8341c03bb53ef01bb096dc98d970d-pi
what there is to say we have said https://www.amazon.com/what-there-have-said-correspondence/dp/0547750323/?_encoding=utf8&tag=converagent-20
on writing https://www.amazon.com/writing-modern-library-paperback/dp/0679642706/?_encoding=utf8&tag=converagent-20
business http://www.conversationagent.com/business/
creativity http://www.conversationagent.com/creativity/
media http://www.conversationagent.com/new-media/
permalink http://www.conversationagent.com/2017/01/eudora-weltys-letter-to-the-new-yorker.html
digg this http://digg.com/submit?url=http%3a%2f%2fwww.conversationagent.com%2f2017%2f01%2feudora-weltys-letter-to-the-new-yorker.html&phase=2
interpreting truth http://www.conversationagent.com/2017/01/truth.html
- http://conversationagent.typepad.com/.a/6a00d8341c03bb53ef01b7c8c9f73b970b-pi
why truth is important to us http://www.conversationagent.com/2015/09/truth.html
on truth http://www.amazon.com/on-truth-harry-g-frankfurt/dp/030726422x?_encoding=utf8&tag=converagent-20
on dialogue https://www.amazon.com/dialogue-routledge-classics-david-bohm/dp/0415336414?_encoding=utf8&tag=converagent-20
conversation is a critical aspect of doing our best work http://www.conversationagent.com/2017/01/conversation-is-the-work.html
the paradox of our age http://www.conversationagent.com/2015/12/the-paradox-of-our-age.html
business http://www.conversationagent.com/business/
culture http://www.conversationagent.com/culture/
permalink http://www.conversationagent.com/2017/01/truth.html
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next » http://conversationagent.com/page/2/
more recognition http://www.conversationagent.com/more-recognition.html
conversation agent https://www.facebook.com/conversationagent/
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conversation agent - valeria maltoni best articles archives video hire me to speak hire me to consult about responding to adaptive challenges   for more than two decades, ronald heifetz has been teaching and writing about leadership at harvard kennedy school. in a series of books, he and his colleagues separated business challenges into technical or adaptive in nature. in a vuca world, it's critical to understand the difference between the two. as christ ertel and lisa kay solomon say in moments of impact: technical challenges involve applying well-hones skills to well-defined problems—such as building a bridge or organizing a production line. technical challenges may be complex, but they can still be resolved within well understood boundaries. in these situations, more traditional, hierarchical approaches to leadership work well. if you're having heart surgery, you want the most experienced surgeon calling the shots—not a consensus building exercise. adaptive challenges, by contrast, are messy, open-ended, and ill defined. in many cases it's hard to say what the right question is—let alone the answer. many of the most important strategic challenges that organizations wrestle with today are adaptive challenges. [...] it's nearly impossible for any one senior executive—or small leadership team— to solve adaptive challenges alone. they require observation and insight from a wide range of people who see the world and your organization's problems differently. and they require combining these divergent perspectives in a way that creates new ideas and possibilities that no individual would think up on his or her own. many leaders don't have enough experience creating full engagement with colleagues, asking deeper questions, connecting insight from difference sources, and doing so in real time. analysis works well with technical challenges, but is unable to provide the coveted “silver bullet” when it comes to adaptive challenges. the term vuca was first used by the u.s. army war college to describe the more volatile, uncertain, complex and ambiguous multilateral world at the end of the cold war. vuca is the reason why many of the challenges organizations face today are adaptive in nature. i first came across the acronym in bob johansen excellent read and ahead of the times, get there early. in 2007 johansen was sensing the future and talking about personal empowerment, grass roots economics, smart networking, polarizing extremes, and health insecurity in the institute for the future's 10-year map. it's 2017 and these trends are still with us. each word as he defined it has a rich meaning: volatility describes the nature and dynamics of change, and the nature and speed of change forces and change catalysts. uncertainty, the lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. complexity is for the multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surround an organization. ambiguity is the haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. the underlying dangers in these trends are also opportunities to share and create vision, understanding, clarity and agility. rather than commanding and controlling our way to them, we can address them by designing a conversation of impact. most strategic conversations in organizations run for a day or two. but adaptive challenges can rarely be “solved” this quickly—even with intense effort. they’re too complex. in a 1994 article for harvard business review titled the fall and rise of strategic planning, henry mintzberg says while strategic planning was well suited for technical challenges, when we're faced with adaptive challenges, we should rely on strategic thinking. mintzberg says, “strategic planning isn’t strategic thinking. one is analysis, and the other is synthesis.” the process consists of gathering information from difference sources, including market data and the experience of many in the organization, then synthesizing that learning into a vision of the direction for the business.  strategic conversations help create the sustained framework a team needs to tackle an adaptive challenge. unlike typical meetings when organizations and teams try to do too many things that require different formats and players, strategic conversations have only one of three purposes at a time—building understanding, shaping choices, or making decisions. ertel and solomon say: to be effective, your strategic conversation must focus on one—and only one—of these goals. once you decide which kind of session you’re organizing, the design process becomes much clearer—and your odds of success increase significantly. [...] if your group doesn’t know much about—or has divergent opinions on— the strategic issues on the table, you need to run a building understanding session. if they have tons of knowledge but are spinning their wheels, it’s time for a shaping choices session. only when you’ve done both of these well can you think about organizing a making decisions session. so we must begin by defining our purpose, then figuring out who has the ultimate decision rights and who is responsible for driving progress. it's also helpful to look at the past success and learn from what worked to spark insight and alignment, both useful sources of input for a new session. we should plan to start with a clear and relevant question, establish boundary conditions—for example, no pet peeves—help people understand that the goal is to create alignment and generate new insights rather than make a decision, then pick the purpose. it's important to note that with strategic conversations we go slow to go fast, so managing expectations of how much we'll accomplish at any one time, resisting attempts to rush downstream, and celebrating the “aha” moments are important stepping stones. writer john le carré once wrote, “a desk is a dangerous place from which to view the world.” getting out of the office is a good idea to gain perspective and to scan the periphery—clayton christensen says important changes usually appear first at the fringes of markets and organizations. using simulations, scenarios plannings, and creating opportunities to test-drive options help see how choices may look in the future. ertel and solomon recommend a few books for those who want to learn more about defining purpose and leadership: switch: how to change things when change is hard by dan heath and chip heath. the heath brothers combine in-depth research with engaging stories to illuminate key principles for making change happen in any context. see my take two. “in our research, we studied people trying to make difficult changes: people fighting to lose weight and keep it off. managers trying to overhaul an entrenched bureaucracy. activists combating seemingly intractable problems such as child malnutrition. they succeeded—and, to our surprise, we found striking similarities in the strategies they used. they seemed to share a similar game plan. we wanted, in switch, to make that game plan available to everyone, in hopes that we could show people how to make the hard changes in life a little bit easier.” leadership on the line: staying alive through the dangers of leading by ronald heifetz and martin lisnky. an excellent guide to how effective leaders work through adaptive challenges, ripe with implications for strategic conversations. effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. but adaptive change always encounters resistance. heifetz and linsky examine four forms of resistance—marginalization, diversion, attack, and seduction—before presenting a number of practical resistance-response skills to nurture and employ.  leading change by john kotter. the classic step-by-step primer on how to manage an organizational change process. with the caveat that it is a classic and thus is about big project thinking. kotter puts enormous focus on 'leadership' rather than building an environment in which all people flourish. change is described as “top-down” rather than grass-roots stressing traditional management roles. more about big change efforts over many small ones (as in kaizen). playing to win: how strategy really works by a.g. lafley and roger l. martin. an indispensable guide for how to think about shaping and evaluating strategic options. “every industry has tools and practices that become widespread and generic. some organizations define strategy as benchmarking against competition and then doing the same set of activities but more effectively. sameness isn’t strategy. it is a recipe for mediocrity.” “the fall and rise of strategic planning” by henry mintzberg, harvard business review, january–february 1994, 107–14. this classic piece makes the case for the emergent approach to developing strategy—and explains why strategic planning doesn’t work for really big issues. “real strategic change requires inventing new categories, not rearranging old ones.” getting to plan b: breaking through to a better business model by john mullins and randy komisar. venture capitalists know that entrepreneurs’ plan a strategies almost never work. this book is about how to pivot and find your plan b. the authors provide a rigorous process for stress testing your plan a and determining how to alter it so your business makes money, solves customers' needs, and endures. the important element is the discovering process of your business, of your customers in an iterative and flexible manner. business model generation: a handbook for visionaries, game changers, and challengers by alexander osterwalder and yves pigneur. nothing beats the bmg canvas for working through new business model options. with the caveat that this is just a primer with breadth and less depth for anyone who has advanced knowledge. the paradox of choice: why more is less by barry schwartz. people usually say they want more choices, but their behavior reveals that they want fewer. this work is loaded with lessons from social science research on how to think about shaping choices and offers concrete steps on how to reduce stress in decision making.  “the fact that some choice is good doesn't necessarily mean that more choice is better. as i will demonstrate, there is a cost to having an overload of choice. as a culture, we are enamored of freedom, self-determination, and variety, and we are reluctant to give up any of our options. but clinging tenaciously to all the choices available to us contributes to bad decisions, to anxiety, stress, and dissatisfaction—even to clinical depression.” seven strategy questions: a simple approach for better execution by robert simons. in this concise guide, simons presents the seven key questions you and your team must regularly explore together: who is your primary customer? have you organized your company to deliver maximum value to that customer? how do your core values prioritize shareholders, employees, and customers? is everyone in your company committed to those values? what critical performance variables are you tracking? how are you creating accountability for performance on those variables? what strategic boundaries have you set? does everyone know what actions are off-limits? how are you generating creative tension? is that tension catalyzing innovation across units? how committed are your employees to helping each other? are they sharing responsibility for your company’s success? what strategic uncertainties keep you awake at night? how are you riveting everyone's attention on those uncertainties? moments of impact is a practical tool to understand the importance of strategic conversation and to learn how to structure them to help with your organization's challenges.   january 18, 2017 in business, decision-making, strategizing | permalink | | | | digg this eudora welty's letter to the new yorker to inquire for a staff job in march of 1933, a twenty-three-year-old eudora welty who was a couple of weeks out of college and six weeks in new york at the time wrote a charming letter to the offices of the new yorker to apply for a job. she starts: march 15, 1933 gentlemen, i suppose you'd be more interested in even a sleight-o'-hand trick than you'd be in an application for a position with your magazine, but as usual you can't have the thing you want most. then talks a bit about herself: i am 23 years old, six weeks on the loose in n.y. however, i was a new yorker for a whole year in 1930-31 while attending advertising classes in columbia's school of business. actually i am a southerner, from mississippi, the nation's most backward state. ramifications include walter h. page, who, unluckily for me, is no longer connected with doubleday-page, which is no longer doubleday-page, even. i have a b.a. ('29) from the university of wisconsin, where i majored in english without a care in the world. for the last eighteen months i was languishing in my own office in a radio station in jackson, miss., writing continuities, dramas, mule feed advertisements, santa claus talks, and life insurance playlets; now i have given that up. and about what she could do for the new yorker with enthusiasm: as to what i might do for you — i have seen an untoward amount of picture galleries and 15¢ movies lately, and could review them with my old prosperous detachment, i think; in fact, i recently coined a general word for matisse's pictures after seeing his latest at the marie harriman: concubineapple. that shows you how my mind works — quick, and away from the point. i read simply voraciously, and can drum up an opinion afterwards. since i have bought an india print, and a large number of phonograph records from a mr. nussbaum who picks them up, and a cezanne bathers one inch long (that shows you i read e. e. cummings i hope), i am anxious to have an apartment, not to mention a small portable phonograph. how i would like to work for you! a little paragraph each morning — a little paragraph each night, if you can't hire me from daylight to dark, although i would work like a slave. i can also draw like mr. thurber, in case he goes off the deep end. i have studied flower painting. and concludes: there is no telling where i may apply, if you turn me down; i realize this will not phase you, but consider my other alternative: the u of n.c. offers for $12.00 to let me dance in vachel lindsay's congo. i congo on. i rest my case, repeating that i am a hard worker. truly yours, eudora welty it was a clever letter, but it failed to make an impression. they turned her down. welty went on to become a short story writer and novelist and to win the pulitzer prize for fiction in 1973 for her novel the optimist's daughter. she also wrote numerous pieces for the new yorker, and seven years after receiving the pulitzer, she was awarded the presidential medal of freedom—the highest civilian award in the united states—for her contribution to cultural endeavors. her letter is part of what there is to say we have said, which collects the correspondence between welty and william maxwell, who was the fiction editor of the new yorker from 1936-1975. their correspondence lasted fifty years. in her book on writing, welty says, “all serious daring starts from within.” she also adds something that many great writers say, “indeed, learning to write may be part of learning to read. for all i know, writing comes out of a superior devotion to reading.”   [eudora welty autographing books. photo by terry james, 1984] january 17, 2017 in business, creativity, media | permalink | | | | digg this interpreting truth “and isn't it a bad thing to be deceived about the truth, and a good thing to know what the truth is?  for i assume that by knowing the truth you mean knowing things as they really are.  what is at issue is the conversion of the mind from the twilight of error to the truth, that climb up into the real world which we shall call true philosophy.” [plato] we all see reality through the prism of our individual make up and identity, as well as the customs and beliefs of our society. culture drives how we come to think of things, from where the actual words we use came from to the meaning we ascribe to them today based on collective and personal interpretation. the word truth means several things, including conformity to fact or reality, which is subjective, conformity to rule, which is made by us, fidelity or constancy, which is a judgement we make, and the actual state of things as stipulated in a legal contract, which is also something we decide and agree upon. each definition traces its roots to a theory of truth—the major theories are grouped in three main buckets: substantive, minimalist, and pluralist. as per a recent poll of professional philosophers, the most prevalent school of thought accepts or leans towards correspondence theories. tracing its roots to socrates, plato, and aristotle, correspondence theories of truth stress a relationship between thoughts or statements on one hand, and things or objects on the other. the assumption is that truth is a matter of accurately copying what is known as “objective reality” and then representing it in thoughts, words, and other symbols. in 1943, german philosopher martin heidegger ascribed the original meaning and essence of “truth” to the ancient greece unconcealment, as in the greek term “aletheia,” the revealing or bringing of what was previously hidden into the open. truth as correctness is a later derivation from the concept's original essence, a development heidegger traces to the latin term “veritas.” heidegger thus reveals what we consider truth by illustrating how the nature of truth is possible only when founded in material truth as verifiable through intellect. he says: a statement is true if what it means and says is in accordance with the matter about which the statement is made. here too we say, “it is in accord.” now, though, it is not the matter that is in accord but rather the proposition. the true, whether it be a matter or a proposition, is what accords, the accordant [das stimmende]. being true and truth here signify accord, and that in a double sense: on the one hand, the consonance [einstimmigkeit] of a matter with what is supposed in advance regarding it and, on the other hand, the accordance of what is meant in the statement with the matter. this dual character of the accord is brought to light by the traditional definition of truth: veritas est adaequati o rei et intellectus. this can be taken to mean: truth is the correspondence [angleichungl of the matter to knowledge. but it can also be taken as saying: truth is the correspondence of knowledge to the matter. but he also says object and intellect are not one and the same, and we need to refer to the notion of individual freedom to understand the correctness of something. the idea of freedom is why truth is important to us. in a short think piece on truth american philosopher harry g. frankfurt talks about “the value and importance of truth,” and a reason why we should care about it.  we live in an age when many seem to think truth is not worth much; frankfurt cites publicists and politicians among those “with a cavalier attitude toward truth.” more worrisome is that best-selling authors and prize-winning journalists have also joined the ranks of “the shameless antagonists of common sense:” [...] there is a clear difference between getting things right and getting them wrong, and thus a clear difference between the true and the false. while context may be subjective: surely it is apparent, however, that in large part we select the objects that we desire, that we love, and to which we commit ourselves, because of what we believe about them -- for instance, that they will increase our wealth or protect our health, or that they will serve our interests in some other way. hence the truth or falsity of the factual statements on which we rely in explaining or validating our choice of goals and our commitment is inescapably relevant to the rationality of our attitudes and our choices. in on dialogue, physicist david bohm explains that the discovering the truth is part of the process of thinking and talking about what has meaning to us. when we share no meaning, we cannot connect. so the way to get to connection is through conversation and making sense of things together. says bohm, “in science, or anywhere, you usually have to go through a period where you're not getting anywhere while you're exploring.” but if we share our frustrations along with the discoveries we make and thoughts and assumptions we form around what we find, then we have a good starting point: you have to watch out for the notion of truth. dialogue may not be concerned directly with truth—it may arrive at truth, but it is concerned with meaning. if the meaning is incoherent you will never arrive at truth. you may think, “my meaning is coherent and somebody else's isn't,” but then we'll never have meaning shared. you will have the “truth” for yourself and for your own group, whatever consolation that is. but we will continue to have conflict. the idea of dialogue is in some way foreign to the way we structure science today, “science is predicated on the concept that science is arriving at truth—at a unique truth.” this is something science has in common with religion, says bohm. in fact, it has mostly replaced it, which explains the exclusion of dialogue among scientists along similar lines as religious doctrines exclude each other. each has its own definition of truth, each is in a sense convinced it is the sole source. he quotes scientist max planck who said, “new ideas don't win, really. what happens is that old scientists die and new ones come along with new ideas.” even if scientists wanted to collaborate, as they seem to in principle, it is the aim that makes it difficult. because the aim is truth, that they are going to get truth. because of the assumption that we can know it all. bohm says: that may not be a valid assumption, because thought is abstraction, which inherently implies limitation. the whole is too much. there is no way through which thought can get hold of the whole, because thought only abstracts; it limits and defines. and the past from which thought draws contains only a certain limited amount. the present is not constrained in thought; thus, an analysis cannot actually cover the moment of analysis. hence why our obsession with analysis means we're constantly attempting to look through the rear-view mirror and by doing so miss the terrain right in front of us. by missing what is right in front of us, we also miss the people who are part of it, their ideas and viewpoints, their experiences and thoughts. so we hold tight to the assumptions (in some cases based on what happened in the past) and miss the opportunity to make meaning through dialogue in the here and now. conversation is a critical aspect of doing our best work. the paradox of our age is that though we are all connected, our culture is highlighting and encouraging individual credit rather than collective contribution. this is encouraging the belief that each person is solely responsible for bringing light to the world, so to speak. but wisdom is often collective, the product of our culture, and truth is subject to interpretation based on the meaning we derive from standing on the shoulders of giants (those who came before us, all the way back to ancient sages). we should not be afraid to recognize the contributions of others. rather, we should learn to recognize them, so we can build on those ideas as countless writers, scientists, etc. have done to bring us to where we are.   [image bosco dei mostri (monsters' grove) in bomarzo, italy] january 16, 2017 in business, culture | permalink | | | | digg this next » subscribe subscribe search content as seen on more recognition social conversation agent advisory boards marketing that makes business sense conversations book reviews conversation agent participates in the amazon services llc associates program. it provides a means for conversation agent to earn commissions by linking to amazon. comment policy and social guidelines this is my blog and not a public space. critical discourse is welcomed. however, inappropriate comments will be deleted. see my social guidelines for reference. disclaimer the opinions blogged herein represent only those of valeria maltoni and do not reflect those of her employer, persons or companies mentioned herein, or anyone else. © 2006-2017 valeria maltoni. conversation agent tm


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