Thinking Outside the Block

I am sitting at my computer listening to the sound of an angry ocean hitting the reef. There is a flock of low lying clouds hiding the best parts of the pink sunset while beneath shadowy waves assemble to talk about their long journey to this African coastline....

I think I have been writing too many “official documents” with too few creative graphics... My writing sounds like it’s been seriously deprived of colourful descriptions for some time. Perhaps a few more blogs might cure that? Let’s give it a try.

Photo: Laundry day

It is my fifth week in Liberia. The rainy season is coming to an end and will soon be replaced by hot, smouldering temperatures that keeps you moving in slow motion until nightfall. It is my first time working in this country and there is much understand: the history, the culture and the hopes. One strand of semblance lives on: I cannot help but find the human spirit a fascinating force in the face of challenges. It was also the case when in Afghanistan, where I visited briefly again in June of this year. Innovation and creativity is a matter of livelihood. Necessity is the mother of invention, as it were. Where my imagination ends; theirs begins, etc. etc.

Last week, I saw a young girl carry 3 blocks of cement on her head as if it were one of those fanciful hats worn at the annual Melbourne Cup. All she had between her head and the blocks was a twisted cotton scarf made to look like the inside of a bowl on one end and a flat surface on the other. Without a doubt, my thoughts of carrying blocks of cements would have definitely involved a set of wheels – not a scarf. Culture, poverty and the state of roads are not necessarily wheel-friendly so young girls carry blocks of cement on their heads.

Indeed it is not how much it weighs that matters but rather our thoughts about the weight – on our head, no least – that makes it a bit surreal. Our expectations about the weight would not bring us to duplicate this technique. In effect, such expectation about the weight does impact the range of choices we see. So it follows, that disconnecting ourselves from expectations that have been drilled into us over the years will expand our range of choices – and in this particular case, keep us in better shape too.

Come to think of it, this is essentially one of the many messages that Napoleon Hill, Bob Proctor, Tony Robbins and Stephen Covey have shared with us over the years: Conceive, believe and you will achieve. They were right.

Photo: Two Liberian women walking with goods and baby.

Steering and Gearing

Last weekend I visited an eastern region of the province of Quebec referred to as les Cantons de l'Est or the Eastern Townships. I cycled over 90 kilometres in rolling hills, through paved and gravel roads, zooming down a hill at 70 kms an hour and finally returning for dinner in the dark. My partner and I got lost several times and saw more country than planned. Nevertheless, it was a good day: we had done what we said we would do - and more.

The experience was indeed a great way to end a summer - but one that I wouldn't have achieved had I known what I was up against. This got me thinking how often far reaching and highly laborious or aggressive project plans rarely reach full implementation or produce desired results. Having worked in developing countries for almost 10 years, I must admit that many of the projects designed to improve the management of a civil service have often been tremendously challenging for the client, the project team and the donor. Results are much more difficult to reach when desired results - and the road to get there - are a bit overwhelming. To no surprise, it is not unusual to see the same project reappearing or being extended over a period of several years in order to reach desired results. Might I add that this also happens in the Public Service of developed countries.

Sometimes it is best to aim for broader goals to add flexibility or aim for fewer goals that can adjust to local capacities; emphasize learning through progress; allow circumstances to guide the pace and deliverables or cut down projects into more manageable size. The point is that projects need to be strategically linked. The need to scope projects in a manner that strategically links them to the organizations responsible for leading the project and to the organizations that will be affected by the project is quite important in securing the commitments from clients to embed progress and grow from it.

Strike a Goal

It is truly difficult to resume writing a blog after such a long hiatus - words don't come as easy but neither do the excuses not to write. So, let's get the show on the road before we lose sight of the road altogether.

Since my last blog entry there has been many new experiences but those that stand out the most were born from goals that have either challenged my thinking or my stamina. Indeed there is nothing more exhilarating than completing a goal. I won't say that my goals are as far reaching as Mr. Pierre Trudeau's resolve to strengthen Canadian federalism or as captivating as Mr. Steve Yzerman's goal to bring Canada’s ice hockey team the gold medal in the 2010 winter olympics in Vancouver. But they have been memorable nonetheless. My goals have added to my sense of purpose and future direction - as with those of Mr. Trudeau and Mr. Yzerman, I am sure.

Some highlights emerging from my goals in the first half of 2009 have been: Guiding an organization to strategically manoeuvre through a business transformation; hiking 3,600 ft in less than 6 km through the old forests of British Columbia's Wedgemount Lake in the Garibaldi Provincial Park; studying a country's development to assess its vulnerabilities in merit based recruitment; cycling the Ironman 60 km bike loop at Lake Placid, USA; completing another post graduate course in public administration and coming up: running a 5 km race at the 2009 Canada Army Run on September 20th in Ottawa and providing assistance to one of Liberia's central agency in its development efforts this fall.

Indeed, much has been written about goals: scoping the goals; identifying what is needed to meet them; making plans to accomplish them; managing the changes they bring; and measuring the impact they have. I have a library filled with books on project management, change management, strategic planning, performance management, and the like. At its simplest denominator, they all begin with setting a goal. To no surprise, I have therefore decided to set myself a goal for this blog.

Effective September 16th my goal is to write a blog every Wednesday up to December 30, 2009 on a variety of subjects of interest to public servants at home and abroad. If you have any preference please send me an email at dsbegin@hrsbconcepts.com. I look forward to hearing from you.

Photo: Lake Rawson, Kananaskis, Alberta, Canada. A 6 km hike return.

From Common Grounds to Groundhogs

While a part time student at Laurentian University working towards my degree in Political Science I ignited a fascination with human geography, the study of interactions between humans and their environment. I found this course and its concepts parallel to much of what I had observed in the workplace; especially in the manner it explained how cultural values, lores and beliefs emerged from experiencing the trials and tribulations of external stimulus.

Take North Americans for instance. Living through long, harsh winters greatly impacts the way folks in Canada experience the world. No better example than the famous weather lore: the Groundhog Day. Canadians know only too well how weather can influence their day. Hence, they not only build their conversation from a single point of entry: the weather; but they (along with their American counterparts living in Punxsutawney, Pennsylvania) have adopted a way of foretelling 6 weeks’ worth of winter weather conditions with a little help from their neighbourhood rodent.

You know the story. If the groundhog, (also referred to as a land beaver or woodchuck), sees its shadow there will be 6 more weeks of winter ahead. This grand event is all happening tomorrow, and every year on February 2nd. According to Wikipedia, forecasts are accurate 75% to 90% of the time. Whether a belief built from fact or fiction, this tale has left a trail dating back to 1841. Suffice to say, interactions with this cold period of the year created a story that helped define a culture.

Human geography teaches us that traditional wisdom inspired by the environment helps build a culture with distinct values, beliefs and behaviours. To draw the parallel, public sector values and beliefs emerge from interactions and experiences civil servants have with their workplace. This is an important distinction that is often forgotten, especially when managing change. Values are not pushed onto people; people pull them from their environment.

Photo: Mont Tremblant January 30, 2009