(no subject)

Weekly 7 am meeting in a few minutes, then an 8 am meeting. Exhale.

Walking with Christine in the evening, gesticulating madly while ranting as emotionally and impulsively as i can, seems to be working. I dump the day out, and the walking as we both notice, somehow allows her to listen but be at a distance. The concerns of the day dump out, and it's as if a summer storm has passed and fresh air and late afternoon sunlight can grace the end of the day.

I'm not sure it's *just* the exercise: i do think the mad ranting helps, where i can say out loud the worries and the irrational fears, and then they just float away. But somehow the walking outside, as opposed to sitting together in the living room or bedroom, makes the words float away: she doesn't have to hold them in concern.

That's working, such as it is.

Still, i leave for work with aching heart and worries. A sense i should have done more, tried to make more people understand what was not being done, what was needed, and then an anger as i remember how i struggled to communicate these things in reports, emails, phone calls, and meetings and the lack of ACK over and over.

The Horror

Something about this reminds me of Marlon Brando:

A New Paradigm of Individual, Group and Organizational Performance

Authors: Werner Erhard, Michael C. Jensen, and The Barbados Group

Abstract

"The committee is therefore unable to draw conclusions, based on scientific evidence, on what does or does not work to enhance organizational performance." Committee on Techniques for the Enhancement of Human Performance of the U.S. National Research Council Commission on Behavioral and Social Sciences and Education (Druckman et al., 1997). The current model of performance, while having produced many improvements in performance during its 100-year reign, has been essentially exhausted, leaving in its wake little more than a labyrinth of explanations for human performance. Given that models are constrained and shaped by the paradigm from within which they are generated, a truly new model of performance would require a new paradigm of performance. Our new model of performance (a part of our new paradigm of performance), rather than adding more explanations for why people do what they do and why they don't do what they don't do, provides actionable access to the source of performance. This actionable access to the source of performance opens up a new realm of opportunity for study and research and for new and more effective interventions, applications, and practices for improving individual, group, and organizational performance.

Download the paper: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1437027