Of Birders and Twitchers

In the enchanting realm of the great outdoors, there exists a vibrant community of individuals whose binoculars are like extensions of their souls and whose hearts are attuned to the symphony of feathers and flight. They are birdwatchers, and they come in two distinct yet equally passionate flavours: the birders and the twitchers. While both share an undeniable love for our avian friends, they embark on their avian adventures with different goals and mindsets. So, let’s see what the worlds of these folks look and feel like and the intricacies of these fascinating personas.

Observing and Connecting: A Birder's Journey

Birders are the connoisseurs of the avian world. They are patient souls who take to the woods, fields, and wetlands with a sense of wonder and an appreciation for every aspect of the natural world. For them, birdwatching is not merely a pastime; it's a way of life, a chance to immerse themselves in the splendours of the great outdoors.

As a birder, your senses are your greatest allies. You observe the intricate details of a bird's plumage, from the vivid hues of a male warbler's spring coat to the subtle markings on a sparrow's wings. You note the elegant curve of a heron's neck and the graceful sweep of a raptor's wings as it soars high in the sky. For birders, every sighting is a masterpiece, every encounter a story waiting to be told.

But it's not just about appearances. Birders also listen intently to the melodious songs and calls that fill the air. Each species has its unique voice, and deciphering their language is a lifelong pursuit. Birders relish the challenge of identifying birds by their vocalisations, often recognising them before they come into view.

Beyond the birds themselves, birders have a deep connection with the broader environment. They appreciate the flora and fauna that share the same habitat as their feathered friends. The interplay between species, the dance of life and death in the natural world, is a source of endless fascination. A birder understands that to truly connect with birds, understanding the ecosystem they inhabit is essential.

Chasing Thrills: The World of Twitchers

On the other side of the birdwatching spectrum, we find the twitchers—a breed of enthusiasts driven by the thrill of the chase. These dedicated individuals are the adventurers of the birding world, always ready to embark on a quest to spot that elusive rarity or add another species to their life list.

For twitchers, it's all about the numbers. They keep meticulous records of the birds they've seen, constantly seeking new additions to their list. The rarer, the better. A twitcher might travel across the country or even to remote corners of the world to catch a glimpse and an image of a bird that's never before graced their eyes or their lens.

Twitchers are known for their lightning-fast reflexes. They can spot a distant silhouette and identify it in seconds, their binoculars locking onto the target with precision. To them, a successful twitch is an adrenaline rush, a conquest, a story to regale around the campfire.

But in their quest for rarity, twitchers are not blind to the world around them. They, too, understand the importance of habitat and conservation. They recognise that the survival of these rare birds depends on the protection of their ecosystems. A twitcher's passion, while driven by the hunt, also carries with it a deep sense of responsibility for the birds and their habitats.

Finding Harmony in the Avian World

In the end, whether you're a birder or a twitcher, the world of birdwatching offers a profound connection with nature. It's a journey of mindfulness, where you're attuned to the subtle details, the melodies of the wild, the intricate web of life, and the ever-evolving landscapes around you.

Birdwatching transcends hobbies; it's a way to become part of something bigger than ourselves. It's a reminder that our world is teeming with wonders, and it's our duty to cherish and protect them. So, whether you're a birder or a twitcher, in the end, you're a steward of the avian world, a guardian of nature's secrets, and a seeker of the sublime in every fluttering wing and joyful song.

Murmuration- Whats that ?

 

Murmuration

Murmuration ? what’s that? & what’s it got to do with me?

A mesmerising spectacle, known as a murmuration, occurs when thousands of starlings shift and merge in the sky. Up to 750,000 birds participate in this breath-taking aerial ballet, constantly altering their formations, from teardrops and figure-of-eights to columns and other shapes. They move swiftly, reaching speeds of up to 80 kilometres per hour.

Unlike typical bird flocks, such as those formed by migrating geese, murmurations do not offer any aerodynamic advantages. Scientists speculate that murmurations serve as visual invitations to attract other starlings to join a communal roost at night. This gathering may help the birds conserve warmth by sharing body heat and reduce the risk of individual birds falling prey to nocturnal predators like owls or martens. This phenomenon, known as the selfish herd effect, suggests that starlings cluster together to minimise the chance of being targeted by a predator.

Furthermore, a large murmuration provides more sensory input, with numerous eyes and ears detecting potential threats before they become dangerous. The intricate, ever-changing patterns of a murmuration can confuse and deter predators, such as falcons or hawks, from attacking. However, it's worth noting that some observations suggest that the presence of a massive murmuration could attract predators in the first place.

The coordination within murmurations is spontaneous and leaderless. Starlings appear to synchronise their movements by observing and reacting to their neighbours. Birds in the middle of the flock have a comprehensive view of its entire structure, allowing them to adjust their flight accordingly. Researchers use high-speed cameras and computer programs to track individual starlings and create 3D models of murmurations, shedding light on their inner workings.

In recent experiments, mathematical models have been developed to simulate the behaviour of murmurations, focusing on self-organised changes of direction rather than responses to external stimuli. These models emphasise the absence of a designated leader among the starlings, highlighting that any bird can initiate a turn.

How do starlings coordinate their behaviour?

Murmurations have no leader and follow no plan. Instead, scientists believe movements are coordinated by starlings observing what others around them are doing. Birds in the middle can see through the flock on all sides to its edge and beyond. Somehow they keep track of how the flock is moving as a whole and adjust accordingly. 

Contrary to appearances, individual starlings within a murmuration maintain some separation. Videos reveal that the birds have more space between them than it seems from the ground, with starlings keeping closer proximity to their lateral neighbours than those in front or behind them. Starlings on the periphery often move deeper into the flock.

‘Flight of the Starlings’ by Jan van IJken was shot in the Netherlands; the audio lets you hear how a murmuration gets its name.

The phenomenon of murmurations is not unique to starlings. Large schools of fish, as well as swarming insects like honeybees, display similar synchronised behaviours. Understanding these coordinated movements has captured the interest of biologists, mathematicians, physicists, computer scientists, and engineers. This research is driven by both curiosity and potential practical applications, such as improving group coordination and developing autonomous vehicles capable of tight formation travel.

Inspired by the harmony and efficiency of murmurations, organisations can draw valuable lessons for their own structures and operations. These include respecting and utilising individual strengths, adapting swiftly to changing circumstances, fostering collective decision-making, enhancing communication, aligning goals, building resilience, and embracing emergent behaviour. By applying these principles, organisations can create dynamic, responsive, and harmonious workplaces where each member contributes to the collective success, much like birds in flight.

Letter to a friend on taking up a new Assignment

 Letter to a friend on taking up a new Assignment  

Dear ……..,

Congratulations! You have really landed a great assignment in being offered the role of EA to the CEO. As you embark on your new role, a mix of some trepidation and excitement is a great combination to experience. While the excitement would be palpable, if there is no trepidation, one would wonder about the stretch for you in this exciting opportunity. It is indeed an opportunity which goes beyond providing invaluable support; it offers a unique chance to establish a profound connection with the CEO on a personal level, harmonising with their purpose, values, and innate nature. This role is, in many ways, a remarkable avenue for personal and leadership development – an education that transcends the confines of traditional degrees. Some thoughts that occur to me as I see you stepping up to the plate.

1. Building a Strong Foundation: Understanding the CEO as a Human Being

It is essential to begin your journey as an EA by recognising the CEO as a fellow human being, neither deifying nor villainising them. Beyond titles and roles, invest time in uncovering what truly motivates them. What is the compass guiding their journey? Which values shape their decisions, both within the boardroom and in the broader canvas of life? What are their inherent tendencies and beliefs?

This journey transcends mere work styles; it's about delving into their worldview, their approach to challenges, and, most significantly, the dreams that fuel their passions. Dive into their communication preferences, not merely what they communicate, but how and why they do it. Immerse yourself in their long-term aspirations, both for your organisation and at a personal level.

Building a collaborative and trusting relationship with the CEO extends far beyond task completion; it involves forging a human connection. This understanding will be the cornerstone of your effectiveness as an EA and will later enrich your journey as a leader.

2. Knowing the Business and the People: Inside, Outside, and Beyond

To truly excel in your role, it's crucial to immerse yourself not only in the CEO's world but also in the world of your business and its stakeholders. This means gaining a comprehensive understanding of your industry, your organisation's strategic goals, and the intricacies of your operations. It involves knowing the people within your organisation - their roles, contributions, and aspirations.

Beyond the office walls, extend your awareness to external stakeholders, including clients, partners, industry peers and relevant others. Understand their needs, concerns, and the dynamics of your CEOs and the organisation’s relationships with them. Go even further and explore the broader landscape - the social and economic forces that influence your industry.

3. Time Management and Prioritization:

Once you have begun to grasp your CEO's personal values and vision, you can play a pivotal role in ensuring that their precious time is dedicated to activities that resonate with their purpose and values. Balancing timeliness and strategic thinking becomes almost second nature when you deeply appreciate what truly drives them.

4. Communication and Representation:

Your role as a representative of the CEO and the organisation takes on a profound dimension when you understand the CEO's values and inherent inclinations. It's not just about clear and accurate communication; it's about becoming a conduit for their vision and values in a way that embodies their essence. You evolve from being a gatekeeper to a living embodiment of the CEO's ideals and the organisation's aspirations.

5. Problem-Solving and Initiative:

With this deep understanding, you can take a proactive stance in framing issues and identifying solutions to challenges that align with the overarching goals. Your ability to think ahead, anticipate needs, and solve problems, all rooted in the CEO's and the organisation's vision, becomes a potent force for positive change.

6. Emotional Intelligence:

Your empathy and emotional intelligence, finely tuned to the CEO's values and predispositions, become powerful tools for cutting through the noise and clutter, navigating sensitive situations, fostering a harmonious work environment, and ultimately delivering on the shared purpose in your new role.

7. Professionalism and Boundaries:

Maintaining professionalism goes beyond adhering to organisational standards; it encompasses respecting the CEO's values, vision, and personal boundaries. Avoiding personal bias and intrusiveness isn't merely policy adherence; it's a testament to your deep respect for the CEO's unique perspective and personal space.

8. Confidentiality, honesty and transparency:

While upholding strict confidentiality is a given, it transcends professional requirements. It is also a demonstration of the trust you've cultivated with the CEO. Respecting their need for privacy reflects a profound understanding of their values and inclinations. Making mistakes and missteps are a concomitant of walking uncharted paths, but being honest in acknowledging these with courage, candour, and transparency is essential to uphold the fragile relationships involved, especially with your CEO.

Finally, I want to emphasise that your journey as an EA, rooted in a profound understanding of the CEO as a person, promises deep rewards. Your commitment to aligning your support with their purpose, values, and unique character will not only make you an invaluable support to the CEO but will also contribute significantly to the success and well-being of our organisation.

May your path be adorned with great and glorious accomplishments, learning, and well-being for you and all whom you touch.

Warmest regards and heartfelt best wishes as you embark on this extraordinary journey!

Your friend and well-wisher

Satish

Hazardous Assumptions ! and later reflections ?

The Mumbai -Pune Expressway and its predecessor NH4 have always been a favorite of mine. From my days in SAIL, when as Assistant Personnel Officer I had to look after HR (oops then IR!) for Pune Branch, driving down to Pune was always an enjoyable trip.
And so the drive last week from Pune to Mumbai on the Express way had me settling into my seat with the seat belt strapped and staring wistfully out of the window as the car mounted the expressway. As we trundled along the straight stretch I glanced at the development taking place along the way, somewhat nostalgically remembering the terrain as it used to be before. As we approached the Kamshet bogda, I recalled having sighted a Black Necked Stork circling high over that spot. It was that time of year , first rains, smell of dry soil receiving its first gift of moisture after the dry summer. the roads were were wet and the leaves looked freshly laundered.
Entering the tunnel at 80 km/h, i noticed the driver slowing down and more vehicles ahead than warranted by the time of day / day of week and general traffic around us that day. as usual the drivers had their emergency lights on. (Inexplicably, all drivers  seem to believe that switching on emergency lights in the tunnel is almost a "religious requirement"!!)  This made it almost impossible to figure out if the brake lights were on or not? what speed are they traveling at ? have they halted in the tunnel?
The driver slowed down to a crawl and stopped about 30 meters from the vehicles slowing and stopping in front, as we approached what now seemed to be a a bunch of vehicles which had halted mid way down the tunnel covering all lanes.
Then it started - a series of "Dham  - Dhaam - Dhaam" high decibel sounds reverberating in the closed space of the tunnel apparently from in front of us! clearly some one had slammed into the vehicle in front of them and caused a sequential pile up ahead !! We were at this time bang in the middle of the mile long tunnel. I asked the driver if he could see the vehicle flow behind us. He muttered that he could and his eyes were glued to the rearview mirror. I felt him ease into gear and start moving forward in the gap between us and the vehicles in front. As he did that, suddenly the same kind of "Dham  - Dhaam - Dhaam" sounds but terrifying louder and closer - started from behind us and coming dangerously close in rapid sequence! I saw a Maruti slide sideways past my window on our left with a loud bang and sound of splintering glass and come to a halt a few yards away, nestling against the rear bumper of a vehicle in front. We had not been even touched. Another vehicle screeched to halt behind us.
The sounds stopped and for a moment there was erie silence till the shouts of people and  cars came back into my ken. Intriguingly, the vehicles in front started moving from the right and soon we were going past 20 odd cars lined up along both sides of the tunnel. as we emerged at the exit of the tunnel there were 4 or 5 tow trucks pulling out vehicles from the tunnel and even more interestingly  - about 20 odd cars lined up along the side of the road outside the tunnel with bonnet / bumper "injuries" typical of a multi car pile up. clearly there had been at least one pile up before we entered the tunnel, followed by another one in front of us while we were in the tunnel and third behind us!!

And so the Highway Driving Safety Assumptions questions hit me!

1. Good or dangerous practice to switch on emergency lights when in a tunnel (which by the way is lit up anyway!) ?
2. Speed on a wet road ? especially like the Express way?
3. The minimum distance between vehicles at different speeds on different surfaces?
4. No way to indicate to vehicles entering the tunnel if there is a hazard inside the tunnel?
5. What is the meaning of a "Driving License"?
1. Can "drive" a vehicle ? as in knows the gears / steering, brakes and can control its forward etc movement?
2. Knows and follows common sense safe driving? like climbing on the curb to get ahead of another vehicle that is line in the lane?
3. Knows traffic rules and follows them ? like overtaking from the left or signaling before turning or lane change?
6. Do we really have any "driving rules"?
7. Standard protocols when an accident takes place? especially a multi-vehicle pile up ?

These were the reflections I had on the 8th of October 2015, and I have retained this Note to myself. Unedited and experienced and reflected on in the moment! 

Wonder if i have learnt anything new in the near decade between that date and today? The potency to reflect on our experiences seems a powerful lever we may be missing ?

HR is business

After decades of being a Human Resources person in a variety of organisations in different sectors and geographies, I find my self irritated by the drum beat of the exhortations for HR to be a business partner that have been around for more than a decade. This refrain ranges from a soft but persistent drone in the background to a cacophonous diatribe in a self defeating and meaningless way. The more recent variants of this have been "Has HR lost its Human touch?" etc which in an extreme way reflect the smoke and mirrors of innocent / devious (depending on which side of the bed you got up today!) minds seeking to propagate the underlying myths of the "business partner" paradigm.

Why is this an issue ? Essentially, it seems so self evident that when framed in this manner, HR is defined as an outsider which needs to have "partner" relationship with what's inside the business?  Be that as it may, let me state my proposition rather than spend time and space rubbishing the "business partner" paradigm.

Why is HR -  the business? Two very simple things - organisational design ( whether you like it or not !) puts HR inside the business and secondly,  HR , which is the"people side" of the organisation irrespective of whether there is a credible HR team which can play the role the organisational architecture requires or not. 

Organisational design in classical terms goes back to Jay Galbraith's work. The thinking about the "people side" of the organisation as integral to the way systems, strategy, structure, values, culture, behaviour, capabilities are interwoven to deliver the purpose of the organisation. The way strategy is conceived, the way people practices are crafted, the way choices are made an by whom with which compass, are clear indicators of the integration of the people perspective. The design of these elements and their interplay is characterised by an alignment that reviewed and modified from time to time as appropriate with the changes in the environment and the choices that leaders make.

The other aspect is (bluntly put!) people issues are always on the table and choices are made - irrespective of the presence, contribution and input of the HR function! The real question is whether "HR People" are at the table or not? This has two dimensions - one do HR people feel they march to a different drummer or do they march with the Leadership Team to the drummer of Business? Secondly, and equally important - are they "legitimised" by the responses and demands made on them at that table? Far too long has HR been treated as a "Hand Maiden" / "Page Boy"  ( to avoid sounding gender biased!) by the "guys who make money and call the shots". So insidious and prevalent is this intellectual subservience to the dominant paradigm that HR has internalised it deeply !

Business is fundamentally about making sustainable profitable growth happen through the efforts of people in an organised manner. Is this really such a difficult concept to grasp ? In the post truth age, in a world of alternative facts and analytics and the huge array of vested interests-  these are truly muddied waters. The lack of recognition of Human Sciences as a Science, imprecise by definition , yet a science, is compounded by the world view of the dominant thinking of people who have grown, been educated and are steeped in the "machine / physical science" metaphors of the how the world exists and moves. ( read in this my abundant affection for the dominant mindset of  engineers, accountants and subspecies of similar ilk!) This is further compounded by self acclaimed "thought leaders" especially consultants vying for CEO attention and billing , who seek to gain entry by endearing themselves to CEOs by whittling away at internal HR credibility; and the incompetence of internal HR folks  and seeking to build a "dependant capability" on themselves ,which can only happen if they subtly or crudely rubbish HR people within the organisation. The tragedy is that HR people themselves collude with such processes and then end up lamenting its outcome!

Imagine this - CEOs, Leadership Teams, Board members Influential stakeholders are often avid readers. One of us reads a blurb or even an article on the back page of a fashion magazine on a flight; or these days - a Youtube snippet with a cute turn of phrase or a idea that appeals to them - it gets immediate attention and demands for its immediate implementation ! The hunger for "benchmarking" ( an eternal prescription for mediocrity - copy others , follow others rather than lead by creating the next practice) The inability to decode insights rather than merely copy a practice that is waved in our face as the basis of some organisations /leaders greatness , becomes the Holy Grail. The place of Strategic thinking has given way to the legends and myths of "Start ups", misunderstood meaning of "flexibility, fast-flat, eternally changing" organisations . The lack of deeply thought through ( confused with analysis / Paralysis) Leadership responsibility to deliver the present while creating the future, is palpable. This also liberates leadership from the accountability of cause-effect integrity in thinking and predictive validation of if/then scenarios. Mis-attribution of business outcomes to fashion statements is rampant and the basis of many billion dollar sub industries ( Competencies, ESOPs, Mentoring, Coaching, etc) This not to say that any of these is useless but to emphasise the fact that each of these are tools that need to be used in alignment and relevance to the context of the organisation and not administered as "broad spectrum antibiotics" to all and any organisation as "good" for all because it the way XYZ company or Leader has done it!!

The heart of this has two challenges - one the capacity for pattern making or lack thereof and the second is capacity for multiple pattern-making. 

Pattern making and pattern recognition are inherent capacities of all species especially humans. one of the psuedo scientific developments in the bridge of multidisciplinary studies that has overtaken us is the Information Processing framework applied to the human brain. ( Ref The Brain is empty https://aeon.co/.../you) The sense making and pattern making ability is  anchored in the Amagdyla 

( the emotive clearing house of the brain). This implies a different insight into how we make patterns. We

naturally see multiple realities and in overlays of patterns. These are dynamic and respond to the sense of 

the world we experience. The ability to understand and leverage these to imagine the reality that can be 

and what cause will ( likely) create what effect is innate in us and can be leveraged , enhanced or distorted 

by the interplay of an inorganic logic. ( more of this in the next piece)! 

Suffice it to say that, the following three principles are key to effective organisations:

1) Design and architecture of Organisations is a scientific discipline and Multi-dimensional (  interrelated - Structure, culture, Capabilities, Accountabilities, Systems, Processes, Leadership  and behaviour)

2) Watch out for misattribution of "cause-effect " relationships of actions we take and outcomes that created.

3) Strategy by definition is about delivering today's results  and delivery of tomorrow's outcomes. 

Things to watch out for - Minefield!

1) Words and phrases that are cute and attractive but not understood or studied in depth (e.g. "We must have a Fastflat organisation")

2) Contradictions of actions planned/ undertaken and outcomes expected ( if we pray it will rain)

3) Invalid science or insights ( Jack Welsh did a "neutron Jack" and created a new improved GE - so we must Neutron our company ! Or Mentoring everyone will create success / higher profits !)

4) Activities and outcomes are the same !!

5) Unanimity , and consensus are a must for a good strategy -  REALLY?

The good news is that there a few really thoughtful organisations and HR Leaders who are quietly and tenaciously ploughing a furrow that is leading their organisations forward. These are often "unsung heroes and heroines" - by definition! It is their mindfulness and thinking that needs to be the insight we seek to learn from rather than satisfy our hunger for "icons" and objects of imitation.