BOOK SUMMARY 70 The Age of Unreason
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Summary written by: Ingrid Urgolites
"…the world does not have to be run as it has
traditionally been run. Looking at things upside-down, or back to front, or
inside out is a way of stimulating the imagination, of spurring our creativity
in an Age of Unreason when things are not going to go on working as they have been
working, whether we like it or not."
- The Age of Unreason, page 252
This
book is about adapting to changes in business through flexibility and
open-mindedness. The Age of Unreason by Charles Handy was
first published in 1989. Much of the book talks about predictions for how the
world is going to change. Twenty-five years later there have been many changes
but, as is usually the case with predictions, not exactly the way he envisioned
them. Rather than diminishing the validity of his point, the incongruence
bolsters it.
This
book has three parts:
Part
One: Changing
The
first part is the underlying theme of the book, “Change, after all, is only
another word for growth, another synonym for learning.” Essentially the idea is
that change itself is neither good nor bad; you can use it to your advantage be
comfortable with it and learn and grow.
Part
Two: Working
Handy
outlines three types of business models and focuses on how they function and
are changing.
First
is the Shamrock Organization, a traditional organization, which has three
parts. The core, which consists of a few 40+ hour loyal career professionals
and managers who may not have the job security they feel they have earned. The
Contractual Fringe who gets paid for their time in fees, not wages; they do not
have residual company loyalty, and they are not obedient labor. Last, the
flexible and often part-time labor force, a market that employers dip into the
as they like. These employees receive minimal pay and have minimal training and
support. In return, they have minimal loyalty to the company.
Next
Handy talks about the Federal Organization. The main component is
decentralization and shared power. Structure and overall direction come from
the center, but each satellite operation runs on its own, and the decisions are
made by those responsible for the outcome. There is more personalization and
greater dignity and respect for all employees.
Finally,
Handy describes the Triple I Organization. The I’s stand for Intelligence,
Information, and Ideas. Together these equal Added Value. This is not
necessarily a stand-alone model but a possible benefit to any model. The idea
is that self-enlightenment, human skills, continuous learning, and up to date
technical expertise of the individuals in the organization add value beyond
their individual qualities to the overall worth of the company. The difference
is in leadership. For a company to take advantage of these employee qualities
they have to lead by persuasion and consent.
Part
Three: Living
This
part is about how to apply the business concepts about learning to use change
to our advantage in the rest of life. Handy talks about the Three P’s—purpose,
pattern, and people—which are the heart or meaning of life and the keys to
contribution. He also talks about creating a portfolio life or a themed
collection of work experience and life experience. The theme is what makes the
whole more valuable than its components.
The Golden Egg
How to Survive Change
"I
argued that because most people do not like change, change is forced upon them
by crisis and discontinuity. Thrown up against things, or into new arenas, we
confront new possibilities and discover bits of ourselves we never knew were
there. Discontinuity is a great learning experience, but only if we survive
it."- The Age of Unreason, page 55
People
react in two different ways to change. The first is to adapt. When a crisis
happens or comfortable patterns change, sometimes we recognize the difference
and realign actions and goals. The second reaction is to look at it as a
failure and experience anxiety and depression and become overwhelmed and
worried about what might happen. Interestingly the author’s attitude shifts
back and forth between these perspectives and I think most people also do as we
work through change. Worry about the future keeps us on our toes, but there is
a point in which worry turns to inaction. When things change, if we recognize
the right attitude to take we stay centered and focused. It is our focus that
lets us envision the possibilities and the parts of ourselves we never saw
before.
Have a Positive Outlook and Self-Confidence
"Affluence
is a matter of mood and self-confidence as much as of economics, for dependency
has its own imperatives."- The
Age of Unreason, page 53
Being
comfortable with change is what allows learning that leads to success according
to Handy. In order to be comfortable with change, we must have a positive
outlook and self-confidence. There are three essential qualities to cultivate:
1.
Like yourself, respect
yourself. This is empowering. Take responsibility
for yourself and your future. Cultivate clarity and have a clear idea of what
you want. Be motivated to get it, this is where the hard work comes in. Have
the confidence to believe you can.
2.
Reframe your world. Use a creative approach and try new experiments and
different ways of thinking and doing things. Be naïve and take a learners
perspective even when you are a pro.
3.
Have a “negative
capability” or a tolerance for failure. This
is embracing imperfection. Forgive yourself and others, and consider mistakes a
learning experience. This is the key to growth.
I
believe “liking myself” is the key to everything because only when I value
myself do I value my personal contributions. Reminding myself of my
contributions gives me a sense of internal stability when things change. This
is different from being self-centered because when you are self-centered you do
not want to contribute. My contribution is essential because it creates a sense
of value greater than I do alone. What do you do to feel good about yourself?
How do you contribute?
Gem #2
Avoid Negative Blocks
"We
have made the ‘job’ so essential to a man’s concept of himself, and now to many
a woman’s, that the loss of it, often through no fault of their own, can
shatter a sense of identity, of personal worth, of self-esteem, for a while at
least."- The Age of Unreason, page 73
Negative
personal perception is a block to learning and causes fear of change. A
negative change or a major loss such as a job or a key relationship can cause
dark feelings of disliking and blaming ourselves. We may feel inadequate and
demoted. Sometimes organizations have a structure that promotes negative
personal perception they force on employees, and it becomes a way of life and
stunts the growth of an organization. There are two main beliefs that diminish
personal worth and block the ability to change and learn:
1.
“They syndrome” or feeling our future or our choices are someone
else’s responsibility. Handy refers to it as “subsidiary” or stealing
decisions. It is the feeling we do not control our future.
2.
“Futility and humility” are feelings caused by four elements. The first is
self-sacrificing, feeling the work has no value. The second is self-worth based
on someone else’s opinion, the feeling of needing approval. The third is “theft
of purpose” when we meet other people’s goals instead of our own. Finally, not
forgiving mistakes or blaming. This destroys self-esteem.
Compromise
is part of life. We control some things and not others. Power should be a
balance. Are there things you control that should be someone else’s choice? Do
you have control of your decisions? Do you make people feel worthless by
imposing your goals or opinions? Do you value your own time? Restoring your
sense of worth and valuing others lifts the obstacles to changing, learning and
growing.
The
examples in this book are outdated but the ideas are not. I am going through
job changes, and I recognized the same paradigm of instability in my job as
Handy walks the reader through in this book. The “upside-down” thinking Handy
describes is as applicable now as it was when the book was written. Looking at
things in different ways and keeping a positive perspective has helped me. I
have some sense of fear about my uncertain future, and sometimes I question my
personal value. What I took from this book is this is I have an opportunity,
not a problem. I try to maintain a mindset of opportunity as it sparks my
creativity, I think of possibilities, and my fear just melts. Without fear, I
feel more like a victor than a victim and my sense of worth is restored. The
important thing is I can change my perspective and change my life.
Do you
have innovative ways you approach problems that turn them into an opportunity?
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