One matters little, two brings novelty, but three, three creates change. Phones are relatively useless unless two (or more) people want to talk to each other.
We often rate projects using the red, yellow, and green, shaming managers who’s projects are red or yellow. So they turn red projects into watermelons.
Good cheat sheets rarely contain ‘the’ answer, but rather are full of formulas or questions to help you remember. Here are two for consent and data sharing.
There is a fine line between insanity and perseverance or persistence. We often only know if we’ve crossed the line into insanity with hindsight.
There is always ‘noise’ when change is taking place. Some will be noises of glee, of attention seeking, of annoyance, and of pain or hurt.
You can go to the supermarket and buy flowers and vegetables throughout the year that others grew, but they don’t sell change.
We often spend a lot of time on our pitch. On the arguments and the numbers. But get blank stares. What if we target a specific person?
Often we’d hear the ice crack, Paul would freeze as we all tried to figure out what type of crack it was. Sometimes the answers are clear, but often they are not.
Often systemic change is about connecting disconnected parts, unknowns, and surprises. None of this fits neatly into a logframe.
Knowing when and how to ‘break’ the rules is the realm of the change makers. And almost always it lonely, scary work.
Hard places are familiar to change makers. Courageous patience and listening are the key skills helping the change maker find a way through.
We all want to be heroes. However, in all good stories, the hero is shaped by and require the antagonist. Change makers can play both roles.