The Five Dimensions of SYSTHAT Pentalogic/Part2: Where are we going – our future?
In Part 1 of the five-part SYSTHAT pentalogic, we looked at the question“Where do we come from?”.”and thus with the history of social-complex systems. The understanding regarding this dimension is elementary, because it shapes all social-complex systems – from the human being as the smallest over organizations up to the society as the largest social-complex system. We cannot change our DNA and our roots (as of today), and in crisis situations our “master programs of the brain stem” always take effect, which thus control our behavior. We see this currently in the worldwide transformation areas and our current pandemic. It sometimes makes you want to grab your head and ask, “Doesn’t anyone think logically anymore – what on earth is driving people or organizations?” Answer: the brain stem.” And where is all this going to lead?” That’s a fair question.
A well-known phrase“Where do we come from, where are we going?” nicely outlines the axis of the two dimensions of history and future. While the dimension history is fixed and unchangeable, the opposite dimension future can currently probably be described as the most volatile dimension. As early as 1991, the Austrian musician Reinhard Fendrich sang “Alles ist möglich, aber nix ist fix” (“Everything is possible, but nothing is fixed”), which is a very telling description of the basic dynamics of the dimension “future”, which is currently showing its most diverse side in a long time…
Future. One on dhe present following time that is yet to come. If we look at the original origin of the word, already in the Bible it is spoken of the coming (of the Lord), that is, derived from Something that will come after the present moment. Thus, what was yesterday is already a thing of the past. Today is our present, and already tomorrow the future begins. This may seem very succinct and striking at the moment, but this is where the first problem area of the Future dimension already begins.
Chronos and Kairos. The time and the time. There is probably hardly a thing that can be viewed, felt and interpreted more diversely than time. So one could think that the time is always the same, because e.g. a minute is exactly measurable by means of chronometer exactly a minute, and thus worldwide for everyone the same length. That is absolutely correct. But have you ever tried holding your breath for a minute? Or think about when you have to stand outside for a minute in the pouring rain without an umbrella? Or you have only one minute left until the train rolls out of the station, and you might be running in at the station? One minute feels like something completely different. We speak of kairos, in the sense of the “favorable moment (for a decision)” or a fleeting and all-decisive moment that must be used. In the proverbial words, “Seize the opportunity, or let the moment pass!”
How long is “long” anyway? Parents know well how challenging children can be when they can’t expect SOMETHING. At least my parents could sing a song about it. Perceived time dimensions are one of the great challenges in socially complex systems, whether in the couple or family system, in the work system or in politics. For the first time, it is difficult to make the personal perception of time and thus also the handling of one’s own future discussable. It is even more difficult to reconcile these different sensitivities in systems in a benefit-oriented manner. Each person has a different perception of time, is in a different position along his or her life timeline, and on top of that we also have personal life timelines of different lengths, the actual length of which we only know post mortem. We can also take a good look at this phenomenon on a worldwide social scale, if only to consider ecological reforms as an omnipresent example. While ambitious climate protectionists regard a deadline of 2030 for a project as unspeakably long and far too late, companies, on the other hand, regard this period of time – quite apart from the fact that they usually have to wait a long time for a regulation on the subject to give the go-ahead. as far too short to even begin planning and implementation. Companies often have to put their entire processes, right down to the actual business model, to the test, perhaps even throw it overboard or even get an idea of how these projects can be realized. And all consider the same period of time…. Equal is just not equal, or at least felt not always equal!
Visions, missions, strategies andstrategic thrusts – all just fantasies about the future? We all talk about “the future,” whatever each individual associates with it. If parents ask their children, for example at the age of 13, what they would like to do professionally in the future, many children have no idea and also no desire to think about what profession or vocation one would like to pursue gainfully, for example at the age of 18. However, company owners must have a vision today of what contribution the company will make to society in 2040 (“I have a dream…”) or what strategies must be planned and launched today so that, for example, ecological targets can be achieved. In any case, strategic thrusts for implementation must already be established today, as well as 3-5 year plans budgeted, in order to have a control logic at least in the long term, albeit adaptive. We can already see from this example the crux of the word future. If you ask a seriously ill person with a very short life expectancy what he or she expects from his or her future, the answer might be a very clear “to be allowed to live to see my next birthday”. A clarified picture of the future.
The future starts tomorrow. In my last blog “Systhat-Pentalogy Part 1” I already mentioned the quote by Prof. Knut Bleicher, which is well-known in many work organizations: “We work in yesterday’s structures with today’s methods on tomorrow’s problems predominantly with people who built yesterday’s structures and won’t live to see tomorrow within the organization.” The challenge of today is undoubtedly when, especially in transformation phases, “tomorrow” is seen very differently and “yesterday” has to be said goodbye to in transformation phases. Since it usually has to happen quickly, it all happens more or less “overnight”. We ourselves know best what ideas, energies, plans and drive can be developed when it is clear where the journey is heading in phases of change and how concretely we can imagine the “beautiful, new future”. In the same way, we know phases in life where we actually know that things can’t go on like this and that a change of direction is needed – but in which direction? And if the price for this is letting go of what we have come to love, it quickly becomes clear that we would rather remain in the past and present as long as we can, rather than take the risk of the future. Work organizations function in the same way, but the collaboration of many different people with different needs, based on the division of labor, makes the topic of “beautiful, new future” even more complex to see.
How we see the future per se is mostly rooted within us. How we temporarily see the future depends strongly on our phase of life, as well as on drivers and influencing factors from the environment that are currently affecting us. And then the degree of the estimated extent of change also plays a role, which is why we deal with it easily or even perceive the transformation as (life)threatening. In addition, the estimated duration of transformation and the associated “perseverance” influences our attitude, as well as the current assessment of the then for us estimated impact of this – so positive, neutral in the sense of similar to the present, or even much worse. And with this attitude we live the behavior before and during the transformation phase – often quite unconsciously.
Initiate the big picture now, or would you rather go by sight? It is in the nature of things that some people basically the standing sentence “Life is change.” automated life, and always looking for improvement and new. But this is to be seen as equivalent to people whose inner paradigm is to cherish and preserve the past as the root and breeding ground of the present. How can we enjoy the moment and be proud of what we have if we are always chasing the new and future with tunnel vision?
Following the philosophy, “We cannot breathe for the past moment and also not for the future, but only with this breath in this moment!” it is correct that the preservation and maintenance of the perhaps still beautiful present is in any case the engine, around strength and energy for the beyond necessary preparation of a new future worth living, because the past is just past. Of course, with fashion, for example, we see that nothing “never comes back”, you always find fashion trends of past decades again, whose clothes you may have long since given away, or swear never to wear again.
This makes the current dynamics of the current transformation process “digital revolution through the information and communication technology age” all the more understandable in terms of one hundred percent approval and total rejection. Due to the complexity, it is probably impossible for anyone to correctly predict all the effects of this transformation, which leaves uncertainty. Conversely, many people are currently realizing that it will probably no longer be possible to completely avoid this development. Thus, it is understandable that some would prefer to be transformed into the new future with “eyes closed and through”, preferably yesterday, while others drive into this fog zone with the handbrake on and massive resistance, with a persistent feeling that after a few meters the sun will probably not shine, and a lot can happen along the way. After all, driver’s license holders know the saying “drive on sight” very well. What is the right attitude now to get well through this smoke screen of transformation?
Up to snuff. Wisdoms of life. Here I would like to mention the apt quote by Albert Einstein:
“More than the past, I am interested in the future, for in it I intend to live.”
It does not escape the attentive readers, of course, the elementary and in the quotation not mentioned “dimension of the present” in the sense of the “here and now”. If the past is the breeding ground of our present, then arguably the present is the breeding ground of the future – whatever the future means to individuals. Therefore, for people who, for whatever reason, need to transform little from the past into the future, e.g. because they are still children, it is conceivably easier to let go and tackle the future, which is provided with much greater opportunities, even if this looks like quite a bit of work and is provided with a lot of uncertainty. For other people, the ticket “future” is the best possible preservation and use of the returns from the past and present for as long as possible, which may simply provide security for survival. It has been proven that in transformation phases there is usually no one hundred percent right or wrong at the moment, because success stories are always written in retrospect, i.e. in the future. It requires an understanding of the permissibility of many personal views. And that’s a big chunk of work on yourself.
Rather, in transformation phases, it is also necessary to manage the balancing act between “how long do we have to preserve and thus also further develop the existing in order to necessarily keep it alive”, versus “how can we (er)detach ourselves from the present in order to create resources and scope for creating the basis of a new and livable future”? Is that even possible? Yes, it is possible, as the past teaches us, because this transformation into a new dimension of the future is not new per se, just not yet been there in this context. It is an interplay of many factors, such as excerpts from
- the awareness that we all live in this present with different preconditions from the past
- that we have different perspectives and needs in the present, which must be respected
- That we have different views and assessments regarding the current present and the “brave new future”, which have a massive impact on the current transformation process
- that it took investments to create this livable present, and it also needs them for a beautiful new future
- That although transformation in the sense of radical change is triggered and set in motion by a necessity, its portents had long been visible, and its implementation and anchoring in a stable new future is a process that takes time, partially destroys what already exists to make room for the new, as well as
- is a process that requires, among other things, courage, time, investment, patience, perseverance and confidence, as well as the resilience to come to terms with the present and the past now, before the fruits of the beautiful new can be harvested.
- …
It goes on and on, but of course not like the axis of the pentalogic appearing as a straight line, but undulating. It is therefore up to each and every one of us whether we want to brace ourselves against the waves of the sea, or learn to surf the waves. The same applies to work organizations, although here it is much more difficult to unite the needs of the individuals under the meaning and purpose of the organization and to jointly shape a meaningful and useful future for the entire organization on the basis of the existing core competencies.
Read more in our next article Part 3 of the SYSTHAT Pentalogy “Adaptive Strategies in Volatile Times”.
We are happy to support you in your challenges as individuals and organizations – effectively, efficiently and future-oriented. We look forward to you!
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