Accountability.

Dr. Peterson talks with Jocko Willink about the influence of compulsion and autonomy on accountability ...

Ponder.

In great deeds, something abides. On great fields, something stays. Forms change and pass; bodies disappear; but spirits linger, to consecrate ground for the vision-place of souls  Generations that know us not and that we know not of, heart-drawn to see where and by whom great things were suffered and done for them, shall come to this deathless field, to ponder and dream; and lo! the shadow of a mighty presence shall wrap them in its bosom, and the power of the vision pass into their souls.

Joshua Lawrence Chamberlain, who directed the defense of Little Round Top during the battle of Gettysburg on this day in 1863

CONNECT

Return.

CUSTER

He is a hard one to write a poem about. Like Napolean.
Hannibal. Genghis Khan. Already so large in history. To do it
right, I have to sit down with him. At a place of his own
choosing. Probably a steakhouse. We take a table in a corner.
But people still recognize him, come up and slap him on the
back, say how much they enjoyed studying about him in school
and ask for his autograph. After he eats, he leans back and
lights up a cigar and asks me what I want to know. Notebook in
hand, I suggest that we start with the Little Big Horn and work
our way back. But I realize I have offended him. That he
would rather take it the other way around. So he rants on
about the Civil War, the way west, the loyalty of good soldiers
and now and then twists his long yellow hair with his fingers.
But when he gets to the part about Sitting Bull, about Crazy
Horse, he develops a twitch above his right eye, raises his
finger for the waiter, excuses himself and goes to the restroom
while I sit there along the bluffs with the entire Sioux nation,
awaiting his return.

David Shumate

He who is unaware of his ignorance will only be misled by his knowledge.

Richard Whately

Both.

Ari Weinzweig on the paradoxical power of paradox ...

Most people are trained to want clarity, superficial simplicity, easy right-versus-wrong answers. The industrial command-and-control model removes the problem of paradox for most front-line folks. It is neither inspiring nor is it effective. The folks at Strengthscope in India write:

Treating paradoxes in the workplace as a problem to be solved and selecting any one side of the paradox only creates difficulties and frustration and other negative consequences. Instead, a paradox must be balanced. To tackle it, we must change our mindset and wholeheartedly embrace and understand both positions and believe that both polarities are valid. 

The path to the positive future we seek—climbing the mountain behind the mountain—leads us through paradox. Which means that in the same way that we want to help those who may not yet have resilience to develop it, so too we can help those in our organization to start to think more deeply; to accept that paradox is more often than not part of good decision making; and that learning to ask for help, and gather insight from others, will lead to healthier, more holistic outcomes.