Johnnie Moore

Game changing moments

Johnnie Moore

Johnnie Moore

I’m Johnnie Moore, and I help people work better together

Ed Kilgore contrasts different takes on how US presidential elections are won and lost:

As it happens, there are two new books just out that represent the extremes in this debate: The Gamble, by political scientists John Sides and Lynn Vavreck, which argues the 2012 presidential outcome can be explained almost entirely by fundamentals, and Double Down, by the political journalists Mark Halperin and John Heilemann, whose view of what matters most is best expressed by the title of their earlier book on the 2008 campaign, Game Change. I’ll give you one guess which book is already on the New York Times bestseller list and has been optioned to HBO.

From what I’ve seen, the Halperin/Heilemann book is pretty melodramatic but it does tap into our apparently innate desire for finding the decisive moments in our lives. Kilgore favours the much less dramatic perspective that elections are driven by long term fundamentals.

This tension can be seen in most discussions about personal and organisational change. Many people seek the big lever, the meeting that will be the game-changer or the new job or place to live that will suddenly untap our true potential. (Been there, done that, have the tear-soaked tea towel to show for it.)  Others insist that we should avoid the gimmicks and flim flam, and do the basics right. The latter camp will tend to favour deep analysis, perhaps not noticing there’s a certain circularity in their search for the fundamentals – namely the assumption that such things really exist.

My view is that we’re in the neighbourhood of a paradox.  The Buddhists have that saying about acting as if every single thing you changes the future of the universe, and laughing at your self-importance for thinking so. The search for fundamentals could be just another version of looking for the decisive moment. Reality is more rich and amazing than we can easily contemplate and we mistake the tricks that thought plays on us.

Bonus related link: Chris Rodgers, The Match Turned on the Penalty

Share Post

More Posts

Conversational leadership

David Gurteen tweeted this interesting article (pdf): Conversational Leadership: Thinking together for a change It makes a lot of sense to me pushing for a

Scaling or evolving?

This post really interests me: Innovation for Development: Scaling Up or Evolving? As they complete some pilot experiments in development work the authors recognise that

Jersey

I’ve just given a presentation on Beyond Branding in Jersey. It was fun to take ideas that have been percolating for months and give them

Badgers and the joy of complexity

Great article in today’s Independent. The government decided to take action to stop the spread of TB among cattle. They found that badgers were to

More on what is marketing…

Jennifer Rice continues our rolling dialogue about what marketing’s job is. I appreciate Jen for keeping a good thoughtful exploration going. David Foster at PhotonCourier

Chautauqua

I’ll be taking part in the Chautauqua online discussion of Beyond Branding, from 15th to 29th February. Fellow authors Denzil Meyers, Chris Macrae, Julie Anixter

Microsoft’s embarassing metadata

Found via Richard Gayle is Strike that Out Sam. This is a cheeky exploitation of the fact that Microsoft Word documents retain the fingerprints of

More Updates

Emotional debt

Releasing the hidden costs of pent up frustrations

Aliveness

Finding the aliveness below the surface of stuck

Johnnie Moore

The whites of their eyes

Roland Harwood talks about the range of innovation projects made possible by the net, from global to hyper-local. He includes this view What they miss is the power of people

Johnnie Moore

links for 2010-10-23

The trial of Lady Chatterley's Lover | Books | The Guardian Geoffrey Robertson looks back on the famous trial of 1960. The Britain he depicts is an unattractive place, ruled

Johnnie Moore

Blaming less, learning more

Matthew Syed has a powerful article in The Guardian highlighting the toxic effects of blame on organisations. A bureaucratic over-reaction to errors is hugely counter-productive. Too much rigidity in pursuit