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The purpose of The Quantum Solution is to provide a holistic theory that brings together decades of experience and research on elements of workforce involvement and empowerment. It defines a systemic path to energize, engage and empower people in organizations. . . .

Quantum Thinking, “Quantum-thinking is the ability of the mind to function at a higher level of creativity. It involves a shift from information-processing, linear thinking to higher-order holistic thinking.” Before quantum thinking surfaced, thinking tended to be deterministic. Attributed to Sir Isaac Newton and Renè Descartes of the 17th Century, traditional deterministic thinking found its way into most aspects of life including our world of work. Fredrick W. Taylor is credited with the creation of “scientific management” (cause-and-effect thinking) in business and industry where one best practice for production was searched for, found, and implemented under management’s control. Deterministic, cause-and-effect thinking has us choose between this “or” that potential outcome to arrive at a single actual outcome. However, many of today’s successful organizations view things differently; they incorporate “genius of the and” (quantum) thinking where the improbable is possible with human potential. People have the potential of being and doing many things until organizations pigeonhole (collapse) them. Many organizations try to control or force the conditions leading to a desired outcome. Great organizations don’t do this; they use observation, listening, dialogue and measurement to motivate change to improve outcomes, rather than limit (collapse) human potential. Great organizations employ quantum thinking to help a workforce draw nearer to its quantum potential. . . .

In our chaotic-turbulent times, developing trustworthiness is fundamental to success. Trustworthy individuals need positive feedback to amplify their energy and need negative feedback to control their energy. Both positive and negative feedback create balance and symmetry within systems. Similarly, quantum thinking is a whole brain activity that balances the left and right hemispheres of the brain to craft both evolutionary and revolutionary change. [Interestingly, business consultant-physicist Danah Zohar observed: “Servant leadership is the essence of quantum thinking and quantum leadership.” Robert K. Greenleaf advocated paradoxical servant leadership, which inverts the traditional hierarchical pyramid in organizations so servant-leaders can energize, engage, and empower themselves, others and their organizations for greatness. ] . . .

We now know today’s world behaves in quantum ways. “Information contained within quantum potential will determine the outcome of a quantum process.” Observation and measurement of the change (D) in what’s important simply help create our reality from multiple potential outcomes. The Quantum Solution needs to be holistically envisioned and practiced to evolve organizational potential. Therefore, we need to measure for changes in The Quantum Solution strategy and action elements along with organizational performance indicators.
The time is right for The Quantum Solution. Just as cause-and-effect thinking of the past spawned many of our current entities, quantum thinking can facilitate the successful transformation of our future entities. The Quantum Solution combines strategy and action elements in a synergistic wave that can propel us to a brighter potential future. When The Quantum Solution strategy and action elements are differentiated and integrated in an organization, they result in exponential productivity improvements and open vast avenues of learning and growth in a workforce—an opportunity for people and organizations to reach for their virtually infinite quantum potential.

Ed Oakley
Founder & CEO
Enlightened Leadership Solutions, Inc.
http://budurl.com/framework252
eoakley@enleadership.com

The occasions I often feel that I have been at my most ineffective are those that involve rage; either poor decisions prompted by silent but nevertheless incandescent anger or lack of control made evident by purple face and raised voice.

One incident in particular I am not proud about, five years on I still think about it (get a life I hear you say). It might have been prompted by stupidity on his part and fatiigue and stress on my part but it was stupid and marked me as a less effective manager in my view.

However if you come across as completely benign and seemingly unaffected when faced by sloppiness, crass behaviour and lack of commonsense then it can all too easily be read as acceptance of status quo.

So I think there’s a real skill in knowing when to show ‘passion’ (and perhaps even chuck a teacup at someone) but doing so in a manner where the brain doesn’t take a lemming-like plunge towards the Basil Fawlty birch-branch-beat school of management.

As I am working in the international environment of NATO I have also realized that we drown ourselves in information very often by using the distribution list in an irresponsible way. It may sound strange, but I only respond to e-mails if they are directed to my. I ignore the cc e-mails by moving them to some topic folders. If the issue really comes up and I am involved, I can still have a look at my folders and read the background info. This technique provides me with valuable time for other priorities. Time management says that the interruption of your work flow will reduce your working efficiency up to 30%. Anyway it is mostly much mor human and productive to see your colleague next to your office but writing ping pong e-mails.

Best Regards,

Markus

In the delivery of projects its meeting sponsors and stakeholders expectations that is key in my experience.

Under promise and over deliver to create successful projects