Management techniques from the great beyond……..some useful and some not.

Cookie cutters and crazy quilts.

Well most of us know or can guess what a cookie cutter is, they are those shaped pieces of plastic or metal used to stamp out shapes from a sheet of rolled dough.

The process allows for a rapid and consistent, production of visually identical outcomes and minimises the variables, to only the thickness of dough being used.

Of course the cutter shape can be almost anything but once decided upon, can not be changed. This gives us what we want or think we want, with little to no variation; rapidly and consistently. Cookie cutters are great management tools as well, especially for simple repetitive tasks and also for highly complex tasks involving many precise sub tasks. Cookie cutter management fails to give us options, once we decide what we need, we stamp out said desire from the dough at hand. This simplistic and “efficient” management style often fools us into a false sense of certainty and control.

Strangely enough if we focus upon ever reducing fragments of a chaotic system, we increasingly begin to see commonalities which we often read as order. This is one philosophical perspective of chaos based upon chaos is only based upon our lack of understanding of the complex. That’s another topic for another day.


Crazy quilt or a Muratore’s view.

Crazy quilting is often used to refer to the textile art of crazy patchwork and is sometimes used interchangeably with that term. Crazy quilting is not technically quilting per say but a specific kind of patchwork, lacking repeating motifs and with the seams and patches heavily embellished. A crazy quilt rarely has the internal layer of batting that is part of what defines quilting as a textile technique.

Crazy quilts also differ from “regular” quilts in other ways. In a crazy quilt, the careful geometric design of a quilt block is much less important, this frees the quilters to employ much smaller and more irregularly shaped pieces of fabric. This found freedom empowers crazy quilters to use far more exotic pieces of fabric, such as velvet, satin, tulle, or silk, and embellishments such as buttons, lace, ribbons, beads, or embroidery, when compared to regular quilting. Crazy quilting is extremely creative and free-flowing by nature, and crazy quilters will often learn as much about specific embellishments as they will about crazy quilting itself.


English: Tamar Horton Harris North. “Quilt (or decorative throw), Crazy pattern”.
15th July 1877. The Metropolitan Museum of Art.

So what’s the problem, why don’t more of us do quilting this way ?
Crazy quilts are extremely labor intensive. A Harper’s Bazaar article from 1884 estimated that a full-size crazy quilt could take 1,500 hours to complete. This means that with the increased freedom and creativity allowed there is a bottle neck for many, unless you have a Muratore mindset.
Muratore is an Italian term for a mason/bricklayer, it actually means someone who makes walls, which traditionally were of stone and later bricks. So why didn’t I just say bricklayer or mason. A bricklayer is a bit like a mason using a cookie cutter for speed and efficiency and the term mason can bring other distracting extraneous baggage. So I used the term Muratore because it caries little to no baggage to the english speaking readers and my father was one of the best Muratore.
So what makes a master Muratore, the ability to mentally visualise and order the materials at hand, on the fly and find a place for every piece; all while attaining your goal of a plumb, straight and solid wall, it’s like being good at playing Tetras with irregular shapes instead of blocks.

It is this type of organic and fluid management that, I believe we should all strive towards. It is this Muratore mindset that has given us the master piece sculpture by Michelangelo called David.

All the other sculptors rejected the piece of marble, that became the statue of David. In fact it was twice rejected. Agostino di Duccio gave up on a project using the flawed marble block, after which it sat untouched for 10 years. At that point, Antonio Rossellino took a crack at the block but decided it was too difficult to work with. The most famous statue ever carved was carved from a marble of poor quality filled with microscopic holes. So since Michelangelo could see what others could not we have this masterpiece. Michelangelo looked inside the marble and saw David. Michelangelo said that all that he had to do was chip away all of the parts that weren’t David to reveal him.

The interesting thing to take away from Michelangelo and the statue of David, is that he didn’t fight against the nature of the flawed block of marble or the fact a previous artist had already begun to block out the lower half of the block in 1464. In fact, he worked with what had come before and incorporated the flaws into the final design. It’s documented that on Sept 9, 1501, he apparently knocked off a “certain knot” that had been on the David’s chest. We believe this “knot” to be the flaw.


Sometimes people ask me “How did you come up with that ?” I have often responded “Step back, look, listen and it will tell you how it should be done.”

So which management style do you fall into most often ?

Polar binary paralysis, the current social condition.

So what the hell does that mean?

Well in our modern society and culture we tend to see things in Black and White. There has to be a winner and a looser. We tend to see things in absolutes, all or nothing, off or on always binary. Now if you acknowledge this basic fact about our society then you are closer to seeing the issue.

While a binary view of the world is helpful in decision making and rapid responses, which makes us feel more efficient and therefore superior, it also is a very unnatural state. The world is not binary, yes you can define parts of it that way but when looking at the entire system it is more complex and interlaced. There is rarely a binary condition, physic has understood this and made a branch called Quantum mechanic.

So what is the problem with our binary view?

When we lived isolated and disconnected lives a binary view was easy and extremely helpful but as society becomes homogenised, the binary differences become grey and complex. We enter a Quantum state where there can be complex states, off and on at the same time.

I have always explained that most of us when faced with a decision, consider there are only two option positive or negative (Yes or No) but in reality there is always a third option. The third option is actually what I call a Zero state, so instead of positive or negative we also have a Zero. This zero state can range for “wait and see” to do nothing, yet its very passive nature makes us consider this not an option.

We have been trained to polarise in one direction or another. What this means is that in our modern society there has to be a winner and a looser.

We have all seen it recently with Brexit and the US presidential election. There must be a result therefore one side wins with only a fraction of a percent more than the opposition. The winner seems also to state that they have won with a mandate from the electorate. So our desire to have a winner means we end up splitting hairs to find a winner, Polar Binary Paralysis.

There is no middle ground or balanced view only polar opposites which are often shadows and reflections of the other.

When in ROME….

When in Rome do as the Romans….an old saying that highlights more than most would ever suspect. The intention of the saying was about “cultural adaptation” and behaviour when traveling. The way I see it, is that when a traveler went to another country or even city they would mimic and behave as the locals. The goal was to blend in and immerse themselves in the cultural differences to savour the real local flavours.

The saying when in Rome, predates the modern age and is more from the era of the Grand Tours from turn of last century. The time of exploration, discovery and immersion into foreign cultures. The idea of travel was very different then and we have lost much in the desire to be efficient.

Anyway the modern idea of travel is wrapped up in tour groups, check lists, efficiency and to “see the sights”. Modern tourism and even travel is more about efficiency and being disconnected and removed from the local culture; after all we’re all time poor and very busy now days. Sort of an extension of the idea of camping with a caravan with all the conveniences verses roughing it.

We are not open to discovery, exploration and learning because our cup is already full with our own culture, technology and importance.

So why am I talking about travel and culture?

Let me first define what I call culture. Culture to me is not just about countries, cooking, dress etc. but also covers the way we conduct ourselves and interact with each other, everywhere. This means you behave according to the culture of all the influences in your life… the culture of your Country, State, Town etc.; the culture of your Family, Friends and Neighbours and the culture of your Work place and leisure spaces like Bars, Clubs and Parks etc..

So to me culture is not based solely upon location but all the rules, guidelines and implied behaviours in our lives.

The basic idea is that there has been a shift in the way our culture views itself and other cultures. We now seem to believe our culture is best and other cultures have nothing to offer, we glance at the surface and make judgements and observations based not on immersion, acceptance and understanding but upon the confirmation bias of your own culture.

We seem to have lost our cultural adptiveness and acceptance and replaced it with political correctness, minority majorities, multiculturalism and fear. You can not homogenise cultures just like you can’t homogenise a person. This leads to an identity crisis and loss.

Our ancestors knew identity was highly important to self-wellbeing, different places, different faces, different races and different paces. Differences are good and should be respected yet “When in Rome do as the Romans do”.

So next time you interact with your work colleges or change jobs, just remember it’s actually up to you to fit in with their prevailing culture. So if you haven’t found the right blend of culture for yourself by 3 to 18 months to make it work then maybe you’re in the wrong place.

The majority should not have to bend over backwards to make you feel comfortable and welcome you. You are in a “foreign land” and must accept and adapt to its prevailing culture. You are responsible for your own actions and responses; and all actions and reactions have consequences.

This is a sad reflection of our modern world view and its lack of understanding.

Just because you’re fully grown doesn’t make you an Adult !

Management, thermodynamics and the weather.

So what has management got to do with thermodynamics and the weather, well the different styles of management can be grouped into two very broad categories and three styles : Radiant management and Ambient and/or Convection management.

Thermodynamics is a stream of science concerned with heat and temperature and their relation to energy and work.

Radiant management; follows a similar definition as radiant heating and has similar benefits and disadvantages. Radiant heating is characterised by the use of radiant energy to heat, like the warmth of sunshine. Radiant heating is the method of collection and directing radiant heat to transfer radiant energy, from a source to an object. The advantage of radiant heating is that only the objects in the direct path of the radiant energy are warmed up. This means there is no waste of energy, warming up the ambient environment. This form of heating and management is highly efficient but also highly directional and dependant upon a clear line of sight.

Convection management; follows a similar definition as convection heating and has similar benefits and disadvantages. Convection heating is characterised by the use of convection currents which circulate through a body coming in contact with a heating element. The air coming in contact with the heat source becomes energised and expands, increasing in volume and becoming more buoyant and rising. The heat source, heats the ambient air directly, convection heaters often include a heat exchange mechanism, to increase efficiency. Convection heating is typically a passive and slow process, where heat gradually moves from the hottest object to the coolest. An oil column heater is an example of this slow convection heating.

The common fan heater has more in common with a convection heater than a radiant heater.

Ambient management; shares a lot of components with convection management, the result is that the whole increases in effectiveness. The convection currents and stratification that results from convection heating gradually increase the whole. To use heating as an example the heater in the room will eventually warm the entire space but gives rise to a temperature gradient and zones in the process. This heating process if left unaided will be both slow and gradual. The heating effect is dependant upon proximity to the source resulting in stratification and gradients. The only way to reduce the stratification and proximity effects is to actively “stir” the environment. This effort is required to reach a stable and constant state.

The ambient warm air, tends to accumulate at the ceiling unless mixed with ceiling fans.

Just like the heating examples above there is overlap between each method, radiant, convection and ambient. Convection heaters often utilise radiant heating methods to improve efficiency and no radiant heater is 100% solely radiant. Even an infra red lamp, one of the purest forms of radiant heaters we have, affects the ambient environment and causes convection currents unless in a vacuum.

I propose that we often are not aware of which style of management or blend of management styles is appropriate for any given situation.

In an environment where there is a disconnect, or disjointed structure then a form of radiant management would make the most sense. Radiant management is also the best method where there is high staff churn and highly fluid and dynamic structure. This is often what occurs even if we are not consciously aware of it. The charismatic leader will often evolve in a fluid and dynamic environment and others will often gladly align with them. In chaos stability is sought either in the structure or leadership.

Convection management is what occurs naturally, lead by example. When there is a radiant management style there is a proximity effect where those who interact with this type of management gradually by “osmosis” begin to modify their behaviours. This is where we should be aware of what we as managers are broadcasting. Hopefully our better traits are being broadcast but there is also a possibility, bad habits or negativity maybe passively transmitted. These convection currents must be taken into consideration and acknowledged if we are to reduce and prevent negative management.

Ambient management is what we end up with if left to our own devices. It is the “cultural” methodology which surrounds the work place when the boss is not active and/or around. This is the realm of very slow and gradual change but can be aided with the correct tools and processes. The idea is that just like in our heating example if a gradual “mixing” of the environment is allowed then the result is a comfortable rise in temperature with no stratification or proximity effects.

Positive ambient or convection management is often the result of a well structured and defined environment. Established processes and confidence in predictable outcomes are all the result of positive ambient or convection management. This leads a sense of freedom, security and safety, to allow flexibility and exploration.

Logical Mind and Emotional Mind – the duality of change

A simple yet ignored and overlooked fact is that we all are in two minds. The saying I’m in two minds is actually based in fact. If you think about it we all do it. How many times have you logically known the answer and yet for some emotive reason avoided it. The logical mind often sees what is the actual reason or solution yet the emotional mind may not be ready to accept or even hear it. How many times when an obvious solution or fact is presented, have you heard the statement …Yes… but…. . The but, says it all, the proposal, solution or facts has satisfied logically, yet the person is not yet emotionally ready to accept the outcome.

The home truth is we all do it I know I should throw that out, or get more exercise but I am actually not emotionally ready to implement the change. So next time you hear a ..Yes..but.. take it as a sign that the logical solution or proposal, may not be rejected, only the emotional timing is wrong. Often the emotive mind needs time to move on and embrace new ideas. This is not a bad thing but it is essential that we become aware of the two minds we all have. Sometime we know we should do it but we really don’t want to because of emotive reasons.

Rediscovery Reiterations and Frequency

How often do we revisit ideas and decisions? It is a strange fact that once we decide on a course of action or a solution we seem to think that there is nothing left to do but implement that which we have decided. The very act of deciding some how defies the law of space and time, a temporal bubble is formed around that very point in time and nothing will ever change. Ludicrous but this is how we behave, we rarely if ever, revisit the decision making process and if we do it is often a revalidation process rather than an actual open and frank analysis. We are now heavily invested in our previous decision and heavily biased by it. A dangerous starting point for any discovery.

This ludicrous temporal bubble which we create around our decisions highlights the linear causality we use as our default mental model.

So how often should we revisit a previously decided process or decision ? Well that’s the golden question. I can only offer a philosophical view and that is the process or decision should be revisited depending upon its complexity, its interdependence upon other projects and the number of people involved in its implementation. Basically complexity requires vigilance, the more intricate and interconnected a project is the more often we should take a step back and revise our situation and the decision making process and decisions based upon the previous state of knowledge.

As Tobbe said :

“What’s required to deal with complexity might not be vigilance but explicit anticipation and rough boundaries validity.

While mining complexity we should always bring our canary with us down into the mine.”

Requests Versus Intentions

This is a fairly common occurrence when dealing with others and especially, with customers or even staff. We all filter during our waking life, most of which goes unnoticed by us, as these “auto-pilot” events carry on in the background. This evolutionary strategy frees up our brains to perform “higher” functions such as thought while still enabling us to maintain life functions such as breathing, walking etc.

As humans we tend to go into an auto-pilot state when ever possible, did you pull the hand brake when you parked the car? Did you turn off the gas? This ability to subconsciously perform tasks is highly beneficial, yet our ability to easily slip into it can have consequences.

When talking to someone we often listen just enough, so we can begin to form our next statement. This can be efficient and perfectly adequate for simple tasks covering well defined and commonly known parameters, facts and requirements.

Yet if the purpose of the conversation is to bring into focus the requirements and needs of a customer then the requested items or tasks may not deliver the actual intended outcome expected by the customer. A customer will often ask for a preconceived “product or service” which to the best of their understanding is the correct one. This request is often skewed by the amount of knowledge, time, importance and even ego the customer has.

The basic idea that the customer is always right is greatly misinterpreted by most of us. The customer has obviously the final say as to whether they are satisfied with the final product or the resulting service but that does not imply they are experts that have precise specifications for their requirements and the equipment and skills to deliver said item or service. If they did they wouldn’t need you.

The greatest obstacle to a satisfactory outcome is often ourselves. Trust is key, each party must have each others best interests at heart, we can not expect a free ride but simple pride in ones work and courtesy goes a very long way. The intention of the requested work is often buried under layers of ego, insufficient knowledge, time constraints and “auto-pilot” conversations. The best customers know what they need and your job is to help them get it. The intention of a piece of work is its reason for being, the request is but a starting point and can and should not be considered a precise specification for the deliverable. This is where the value of your input and speciality knowledge is required and essential, if you don’t have all the answers, then be open about it and then find out what extra pieces of information are required. This manages the customers expectations and shows transparency and honesty while protecting yourself as well.

Everyone can learn everything and anything

This has been a source of some debate between myself and basically everyone else. The fact I stand by is that we can all learn anything and do anything we actually want to. This is often disagreed with by most people I talk to. They are firmly set in their ways and as such find it unacceptable that anyone can do anything. Funnily enough they often cite themselves as an example, they are good at maths but are terrible at accounting, they are a good dancer but suck at sports and my personal favourite they can’t do what ever but never really tried. They often will debate citing aptitude and ability but my premise is that we can all do anything if we really want to enough. The results may not be perfection or the best but we can become capable enough to be competent.

I am convinced we are programmed by our experiences and ourselves. This programming often takes place without any real obvious input but by subtle language and even non-verbal communications. Parents, peers, self and even timing can drastically affect the way we see ourselves and our ability to perform tasks. Should we all feel trapped by our existing abilities and environment? Does this mean that we can never evolve or develop skills and techniques we never had? When you begin to state the the concept of ability and aptitude like this, you start to get the idea that many of us treat abilities much like parents treat their children, their youngest child will always be their baby, even when they turn 50 and have children of their own. This attitude means we take a snap shot and rarely revise that image, much like our abilities.

Efficiency can be bad for your health

In a world of “Bean counters”, the bottom line and increased production, we seem to have missed the human side of the equation and it is having a detrimental effect upon all of us personally.

Terms like work-life balance, transparency and a hundred other touchy feely buzz words seem to only appease the many; with a sense that “something is being done or there is a process to follow”. The problem lies in the truth that as a business the chosen target of focus is the wrong one. We focus to attain and maintain 10% growth, we focus upon man hours wasted, increasing production and reducing staff, all valid strategies yet only one side of the complex equation that is work and business. The other side of the coin is far more complex and counter intuitive.

The ancient Romans were presented with a steam engine by Heron, a Greek mathematician and engineer in the 1st century, yes a basic, rudimentary steam engine (the aeolipile ) it could have been used to do work and may have eventually lead to the industrial revolution occurring back in ancient Rome. The surprising thing is, when this device was shown to the Romans they basically replied “What would we do with all the slaves?” How many among us would have thought to say that, does this mean they were smarter than us or is it that they had a different focus and vision of what work was actually about. Yes they had slaves but they also were aware that if a machine could do all the work then the social impact would be far greater than they were prepared to suffer.

steam engineMechanisation and the industrial revolution did occur and its social impact has been felt ever since but does that mean in a modern work place the workers are machines, cogs in the greater mechanism? Is production the means and the end of the modern global workforce? Strangely enough I have never heard anyone say they work solely to produce; reproduce maybe, family, friends or the next holiday, but never just to produce product or perform a service as the ultimate goal of their labours. The goal for most people is not what they actually produce but what they think it will give them, a means to an end. So to most of us work is not the destination but the method or journey to achieve something greater.

With that in mind, think about the way we examine a business and work-flow. The focus is on efficiency, increased profit and reduced cost, all easily measured metrics and relatively easy to modify, especially in a negative way. Now look at the goal of the “workers” the human side of the equation (yes, this includes Management), a much harder metric to examine let alone measure. This is a can of worms! And far to complex to broach here. Yet we can determine some threads to be taken home from this:

Obviously the goal of the “workers” is not actually tightly related to the method or journey taken.

The way we measure success is narrow by nature, focusing upon components not the whole.

So what am I getting at ? The question we often ask is wrong, not because we don’t know it’s wrong but because that’s how we’ve always worked. More is better but more of the wrong thing is worse.

Focus and goals are highly relevant and to lose sight of them is a dangerous and unhealthy way to go. Consider a holiday, a trip across Europe say, most of us plan this sort of thing, where to go, what to see, what to do, and so on. Now what is the goal of a holiday, this varies but for most of us it’s to relax and take a break from work etc. So if your goal is to relax and take it easy then would you plan every moment of the trip; bus and train timetables optimised, condense the trip to its minimum? No, of course not, but if your goal was to see as much of Europe in the time you had, the answer would be Yes. That’s a sight-seeing trip not a holiday, yes they can blend together to some degree but the goals are different.

So how would we measure this, number of sites seen, number of photos taken, time taken, cost effectiveness, distance travelled, personal interactions engaged in or do you need a holiday when you return? It would depend on your attitude to travel and your actual goal.

Efficiency may be bad for your health if you focus on the wrong things or ignore your goals. Like a laser, a highly focused beam of light, efficiency can cause damage if poorly applied.

So how do we deal with this idea and try to make sense of it. Personally I see work, business and global markets no differently than ecosystems, highly varied and complex but with many smaller “components” which effect the overall health of the system.

Biology is a complex and varied system far more so than business, despite what some economist types would have you believe. Think about it biology has evolved over millions of years, has had dead ends, set backs and eventually become what we see today. Business and economics has had at best several thousands of years and if we remove bartering far less.

So if the more evolved and complex system has particular traits then we should at least examine the more simplistic system to see if it truly requires the same traits. Yes we should pare it back to its simplest form, and see the basic blue print of an advanced system. Wow! heavy stuff and far more complicated a discussion than for this document but basics can be gleaned.

Any biological system has some basic truths our comparisons will depend upon how we see a company or business. If we see a company or business as an individual entity then we would focus on the biological requirements for a single individual of a species. If we see the company or business as a group dynamic then we could focus upon cells in individuals or social behaviour, animal dynamics in a group of individuals or maybe even social insects such as bees, ants etc.

An Ecological Example: Trophic cascade.

When a top predator is removed from an ecosystem, a series of knock-on effects are felt throughout all the levels in a food web, as each level is regulated by the one above it. This is known as a trophic cascade. The results of these trophic cascades can lead to an ecosystem being completely transformed, and some surprising results. The impacts trickle down through each level, upsetting the ecological balance by altering numbers of different animal species, until the effects are finally felt by the vegetation.

Removal of apex predators, such as sharks, from food chains can have a devastating effect on the ecosystem. Many sharks reproduce slowly, attaining sexual maturity at a later age, this means their removal has a long term effect to their ecosystem. The next level of carnivorous fish are now not preyed upon and can increase in numbers. This increase can lead to the removal of herbivorous fish which graze upon the algae. If the numbers of these grazing fish is reduced drastically the algae can grow unhindered. This type of trophic cascade can destroy coral reefs by choking out corals that can’t compete with the fast growing vegetation. Not really an obvious outcome, is it?

So when we optimise or increase the efficiency of any part the trophic cascade effects can result into surprising outcomes some of them detrimental.

Aquariums a simplified system as an example.

Most of the technology used to keep a modern aquarium healthy has directly or indirectly evolved from the sewage treatment industry. Many aquarists find this surprising but the legacy of waste treatment is undeniable especially when we look at marine aquaria. The marine aquarium is the pinnacle of aquaculture for the home hobbyist, loaded with advanced equipment such as, biological filter media, Protein skimmer (foam fractionation), denitrifying beds, probes for pH, ORP (oxygen redox potential) etc., ozone generators the list is extensive and goes through even to the low tech box filters and under-gravel filters used in a basic bowl or tank for goldfish and other freshwater fish etc.

Why are we talking about fish? Well the point is that all this technology originated from sewage treatment and is now used to keep your fish alive yet it was developed with a different goal. The best example of this is the protein skimmer or foam fractionator, this device forces a stream of small air bubbles into a water column and if the pH (is say that of seawater ) is sufficiently high a foam begins to form, floating up and then collected and removed, extracting proteins (organics) from the water column. This basic tool is invaluable to the marine aquarist wishing to keep corals alive and healthy in their marine aquarium. Marine invertebrates, especially tropical and reef invertebrates are highly sensitive to pollution and increased organics because they have evolved in nutrient poor waters.

The removal of organics before they can pollute the water column is highly beneficial as you would imagine. The first protein skimmers were an air driven affair using special wooden air-stones, that would slowly degrade and become less efficient overtime. The advances in protein skimmer design meant that air driven skimmers were replaced by highly efficient venturi and/or “turbo” skimmers. Now herein lies the problem, as skimmers became increasingly efficient at removing dissolved organics from the water column, there was a growing need to add supplements to your aquaria to maintain healthy growth. Corals and some other invertebrates require dissolved nutrients, organics and minerals to maintain a healthy metabolism. Highly efficient protein skimmers were in fact being run continually by most aquarists and ironically they were also adding expensive supplements while the skimmers were on and therefore extracting them at the same time. My advice was, since the ridiculously efficient skimmer was being used, they should only run them intermittently either on during the day and off during the night or 2 days on, 3 days off or variations of these depending upon feeding schedules, stocking levels and inhabitants.

The fact that was lost, was that the goal of sewage treatment is ultimately pure water; the goal of an aquarium on the other hand is an aquatic ecosystem which is anything but pure. Actually pure water or distilled water will kill your fish very quickly indeed. When transplanting technology from sewage treatment to aquaria, the goals of the two disciplines were similar but not identical.

Be careful and aware of your intent or goal and the intent or goals of the “tools” and methods you utilise.

Wikipedia, History of the steam engine

The cascade effect

“Biological flow” and the implications upon work-flow and enjoyment.

The concept of biorhythms is an ancient one founded upon the observations of the seasons, tides and even life itself. The validity of biorhythms is debatable, yet we all have fun reading our horoscopes which are based upon astrology and biorhythms.

The word biorhythm is a composite of the two Greek words, bios and rhythmos, which mean life and a constant or periodic beat. The theory of biorhythms defines and measures three basic and important life cycles in humans: the physical, emotional, and intellectual.

The key thing here I wish to expand upon is the idea of cycles and rhythms. The idea that we all have a natural rhythm and cycle is the basis of the idea of biological flow.

Biological flow is defined here as the natural flow that exists in every individual. The basic premise of biological flow can be seen in the length of your stride when walking or running, this is the result of many factors unique to you and as such is natural to you. Now consider you have to walk using a taller persons stride. The distance covered by each stride would be larger and feel awkward to you, so much so, you may actually stumble and fall. The basic fact is that the longer stride of a tall person is not suited to your biological parameters such as length of leg, muscle mass etc. Now the same would be true if a tall person was forced to walk or run using the stride length of a shorter person, the end result would be unease and a lack of comfort and even failure such as stumbling or falling. This is easily observed when a child is trying to match the stride of their parent, they often loose step and run to catch up.

Now I propose that we all have a natural metre and rhythm when performing any task. When singing, the number of words a vocalist can sing is determined by factors such as lung capacity, the way they usually phrase their words when speaking, if they are a smoker etc. Now most of us have tried to sing along and at some time have just run out of breath in the process. This is partly due to technique, not taking a big enough breath at the right time but it is also due to our natural and unique biological flow, shaped by our lung capacity, phrasing etc.

The concept of biological flow owes its framework to musical theory in particular musical metre and musical rhythm.

When we look at musical theory, musical metre and musical rhythm often become confused and meld into one. The actual fact is that music is all about beats, timing and sound patterns. A metre is a regular pattern of beats indicated by a time signature. A rhythm is the way different lengths of sound are combined to produce patterns in time.

The following terms are used to describe and preform music :

  • pulse

  • simple and compound time

  • regular, irregular and free rhythms

  • augmentation, diminution, hemiola, cross-rhythm

  • dotted rhythms, triplets, syncopation

  • tempo, rubato

  • polyrhythm, bi-rhythm

  • drum fill

The field of musical theory is vast and out of scope for this discussion, yet the same idea for biological metre and biological rhythm can be observed. We all have a natural and unique biological metre, the speed at which we walk, run, perform tasks etc.; we also have a tendency to have a set pattern of doing things, the rhythm to which we tend to perform tasks for example. There is even a set metre, the time signature per se, of when we naturally perform these patterns of work and life. Some of us work at a steady pace, others are more like sprinters, while others still are marathon runners and on top of this there is the metre of when our energies are expelled. The same could be said for the way we go about performing our daily tasks and even lives. This methodology or rhythm that we gravitate to, often is the reason why we find some people hard to work with and others easier to collaborate with. There is no one answer because we all process and respond differently to the stimuli of work and life but what is clear upon reflection is that the way we are wired definitely impacts our work-flow and enjoyment of work/life.

Our natural biological flow when performing tasks is also affected by where we are in the day; Are you a morning person or a night owl?

Do you need a coffee in the morning before you start?

Do you become so absorbed and consumed by a task you loose track of time?

Do you like to jump in and try things?

Do you like to have tasks defined and quantified?

Are the others you work with wired similarly?

So next time you’re working with others try to keep biological flows in mind, and accept the fact that these different work flows require awareness, understanding and communication and only then will we feel and attain collaboration rather than WORK.

The nirvana of collaboration can be obtained from the oppression of work when aware of the biological flows involved.