Information Technology Reference
In-Depth Information
have information, you must first read it, which is not always easy. You must then try to understand it.
Understanding the information may show that your work was wrong, or may show that your work was
needless. Thus not having and not using information can often lead to less trouble and pain. clvii
It's been 42 years since The Limits to Growth hit us hard. The topic put a dent in the universe.
But it hasn't changed our trajectory. Nobody knows how to stop humanity from sawing off the
limb on which we stand. But one thing is sure. If we rely on information alone to bridge the gap
between understanding and action, we'd better be ready to swim. People fail to act on informa-
tion all the time. We know soda is a toxic substance, but we drink it anyway. We know quarterly
earnings is a terrible metric that threatens the long-term health of a business, but we use it any-
way.
Information is not enough. We should map the hidden pathways of our natural and organiza-
tional ecosystems, but then we must act. At multiple levels, as individuals, organizations, and
societies, we must embrace divergent ways of changing what we want and what we do. An
awareness of the entangled nature of systems is essential, but it's equally vital to have the right
attitude. There are moments in a marathon when we can't see our way to the goal. We know
we'll soon hit the wall. We've lost faith. But we still have hope. So we keep on running. Eventu-
ally we will find a way.
Interbeing
The number of humans living on Earth is mind-bogglingly big. It's not infinite like the universe,
but it's big enough to make us feel small. Mostly we ignore this larger context. Our habits and
culture help us to focus on the task at hand. But, once in a while, we ask big questions. Why am I
here? Where (and when) am I going? What's the something only I can do?
In my personal life, I try to be a good dad, husband, brother, son, and friend. I do this in part by
caring for my health, since it's vital to “secure your own mask before helping others.” In my pro-
fessional life, I aim to be a good information architect. I do this by mixing consulting, speaking,
and writing. I relish the challenge of a new organizational ecosystem, and I love wrangling with
strategy and structure to find the right fit. But I'm also driven to consider this work in its next
larger context.
What are the relationships between categories, connections, and culture? Where are the links,
loops, and levers? How can we use our ways of seeing to effect change at a higher level? I speak
and write so we might understand and act together. We know what we think when we see what
we say.
Of course, our personal and professional lives are wholly intertwingled. Compartmentalism is a
dangerous myth. We can't be callous at work and loving at home. The centre cannot hold. The
wall will not stand. How we do anything is how we do everything. We know this but it's hard to
put into practice. Our culture stuffs everything inside little boxes except for all those externalit-
ies that don't exist. Our vision is further narrowed by information anxiety which tricks us into
fight or flight. Neither option is healthy. The path to peace begins with awareness of what Thich
Nhat Hanh calls “interbeing.”
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