Collaboration versus self sufficiency: an enlightening parable
In this classic parable of cooperation I, Pencil by Leonard E. Read (1898 - 1983). the author shows that such views of individual independence don't bear close scrutiny.
Read shows that even something as simple as a humble lead pencil requires massive collaboration beyond our wildest imagination and could never be created by one person no matter how clever or powerful they were.
If the humble pencil requires this level of collaboration then how much more is required to create anything of real complexity or meaning?
Nothıng ın your room today was made by one person alone
"I am a lead pencil -- the ordinary wooden pencil familiar to all boys and girls and adults who can read and write. Simple? Yet, not a single person on the face of this earth knows how to make me. This sounds fantastic, doesn't it....?"
About Ken ThompsonKen Thompson delivers keynote conference speeches, workshop facilitation and in-house consultancy in four key business areas:
- Creating High Performing Teams in enterprises including Virtual and Mobile Teams (based on the Bioteams Book)
- Establishing effective Collaborative Business Networks enabling companies to co-operate effectively in areas such as sales and product development (based on the book - The Networked Enterprise)
- How to use the latest social media technologies including blogging and online communities to promote enterprises, brand, organisation or event
- Development of graphical on-line interactive Business Dashboards and What-if Simulators for organisations to support Performance Improvement, Strategy Development and Executive Team Development.
Bioteams Books Reviews
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.