A Description of What I Do

In 1994 I stumbled on a book in the library and was absolutely astounded to read Joel Baker's description of what I do. It was like looking in a mirror. I thought everyone could do this sort of "paradigm pioneering", but I have since found out that such is not the case. It also explained why my perspective was not always appreciated, which provided great incentive to discover ways in which I provide my contribution to community life with as little friction as possible. I have found that the web, with its use of "hypertext" has been an excellent tool for the purpose.

What follows is a brief synopsis of what he said, as it applies to myself. His book is well worth the read, and I highly encourage his fuller development of this thought as well as the larger "paradigms" issue within which this small part finds its place.

A paradigm is a model which can be used to unlock problems, and give insight into new solutions.

Joel Barker, in his book, Paradigms, [ ]describes three major phases in the life of a new paradigm:

[Insert Diagram]

"It's a long and tricky way from 'Maybe I've got something' to knowing, with precision, the rules and regulations of a new paradigm. Exactly how big are the boundaries? You have to do a lot of work just to find out. What are the most efficient rules for solving the problems inside these boundaries? It takes time and effort to refine the answers to those two questions." [ ]

As Barker points out, Phase A is carried out by people he terms "Paradigm Pioneers". Barker continues:

"Note that there is [only] a slight slope to the A Phase [of the curve]. Problems are being solved, but usually only to identify more clearly the boundaries and to refine the problem-solving rules. Until you have those rules well understood, you can't begin rapid problem solving. That will come in the second phase [phase B]."[ ]

The mental process used is described by Barker:

"...I believe that they [the paradigm Pioneers] are able to measure the rightness of the new pattern, the new model, by simulating the model's operation in their minds. They test the various alternative paradigms being presented, and through their mental modeling, identify the correct new paradigm out of several alternatives.

"Those of us who cannot do this don't understand what's happening. It is this ability to run mental simulations that separates the true pioneers from the merely foolhardy who will try anything without proper judgement."[ ]

"Captivated by a set of rules that suggests they may be able to succeed where before they failed, these pioneers risk their reputations, their positions, even their economic situations on a nonrational decision. It is the aesthetic appeal of the new paradigm, the beauty with which it appears to solve problems, rather than quantitative proof of problem solving that precipitates the decision to change.

Driven by the frustration of the old and the appeal of the new, they cross the brink. They leap a professional chasm that separates the old paradigm, where the territory is well illuminated and where reputations and positions are clearly defined, into a new territory, illuminated by the new paradigm in such a limited way that it is impossible to know whether they are standing on the edge of an unexplored continent or merely on a tiny island."[ ]

Barker adds that many more may see the paradigm early, and even say later:

"I saw that 5 years ago", what separates these folks from the Paradigm pioneers, "...is simply, no guts. They lacked the courage to act on their intuition. So they were bystanders during the change, and are embittered because they didn't get in on the ground floor even though they knew it was coming."[ ]

Barker outlines the essential contribution of the paradigm pioneers :

'Without paradigm pioneers, paradigm shifts can falter, because paradigm pioneers bring elements of brains, brawn, time, effort, and capital to create the critical mass which drives the new paradigm the remainder of the way through the A phase of the curve and into the B phase."[ ]

Barker, commenting that new paradigms usually appear while the old one is still in the latter stages of B phase [ ] , comments on why existing practitioners often fail to join in the adjustment-making necessitated by a paradigm shift raised by "outsiders":

"Keep in mind that when people respond harshly to outsiders, their responses can be justified. People who have been practicing the prevailing paradigm have been successful. Nothing in their situation says they need to change. They still are ascending the problem-solving curve. All the signals, based on their own hard work, say they are right. so, of course, they have a difficult time listening to outsiders who ask them to change their ways."[ ]

Noting that cultures, organizations, world views and businesses are actually interdependent "ecosystems "or "forests" of paradigms, rather than single paradigms, Barker goes on to say:

"...So when someone within your organization starts messing with their paradigm and says, "don't worry, it's got nothing to do with you," start worrying. It is never just one paradigm that is changed."[ ]

Noting that it is usually outsiders to the prevailing paradigm who are the paradigm shifters and paradigm pioneers, Barker makes a telling description of reactions to the advent of a new paradigm:

"When paradigm shifters ask you to change, they are asking you to forsake your investment in the present paradigm. What has that investment given you?

1. the power to solve many important problems.
2. Your status among your peers as a problem solver.
3. Monetary remuneration (in many cases your salary is based on how well you use a paradigm).
4. Perhaps even your title an the corner office are the result of your facility in using your paradigm.

And here is this outsider asking you to abandon the very thing that gave you all these benefits. so when the outsider offers a new paradigm, the logical response is not, "Oh, sure. Quick let me change." The more honest response is, "Who the hell do you think you are?"

New paradigms put everyone practicing the old paradigm at great risk. the higher one's position, the greater the risk. The better you are at your paradigm, the more you have invested in it, the more you have to lose by changing paradigms.

But what have outsiders invested in the prevailing paradigm? It is the same as their credibility -- zero. So what have they got to lose by creating a new paradigm? Nothing. And everything to gain. Until you appreciate this fact, you will misjudge the forces driving and blocking paradigm shifts."[ ]

SHIFT TO "B PHASE" : "THE GOOD TIMES" As Barker says:

"If you are successful in Phase A at identifying the new rules, then Phase B follows. The dramatic change in the angle of the curve in phase B indicates that you understand the paradigm. You have become efficient at finding problems that can be solved using the new paradigm and effective at applying the rules to discover solutions.

Now there is rapid problem solving. Now are the good times. Now are the moneymaking opportunities. Now, during Phase B, is when new industries develop."[ ]

Referring to the Japanese, Barker notes how good they are at looking out for paradigms developed (by others) just to the end of the Phase A development. They then move in with their Kaizen (continuous improvement) approach to total quality excellence and dominate the market:

" And look at the results. Time and again, because they have been willing to get in early, do the work to complete the rules of the new paradigm so that it can be effectively utilized, the Japanese have gained world dominance. Getting in early and staying the course. These two principles violate the mentality of the United States' financial industry, which wants safe, secure, quarterly returns. Theirs is the perfect articulation of the settler's mentality. "Is it safe out there?" they ask. If not, they do not offer their support, and the best ideas developed in the United States are left open for the Japanese to pick off and develop at their leisure." [ ]