The chat board was active with ooohs and aaaahs during Alison Margo’s recent virtual display of her fine arts photographs. Admiring spectator’s posted comments such as “Those snowy mountains are gorgeous!”. They found her work different and beautiful. Alison explained that this series of photos were designed to be out of focus. A powerful rolling wave, about to crash up against the shore, became an ill descript image of motion. The relevance of the image was confusing as viewers were unsure of what they were looking at. As they tried to make sense of what they were seeing, they knew one thing; it was beautiful art – that they could relate to. Her description of the blurred ocean wave (displayed above) took some people by surprise. However, within a moment, thoughts adjusted to what suddenly became clear. People declared, "Of course, it is a wave!".
No matter the interpretation, this composition instantly became recognizable and the motion completely relevant.
Similarly, business strategy is based upon what we see and understand. Conditions are very different now, so we need to look with a new eye.
Our recent past has created a similar blurring of images that were once clear. We understood our interactions and environments. Our experiences, perceptions and insight provided us with mapping of what we should expect, challenge, and build upon. We were able to define our plans and strategize to overcome obstacles. When confronted by abstract material, our experiences provided context, and generally, we could fill in the blanks.
The evolution of our current environment requires a creative skill set that broadens our spectrum of translation. It is like going to a museum and looking at a blank canvas. We are left to interpret why this canvas is blank, attempt to decipher what the artist is trying to tell us and understand exactly why the museum would hang the piece in a prominent place. We seek these answers to provide relatability and framework. These answers establish a level of comfort that allow us to make sound decisions and actionable plans.
For instance, the turmoil of the past six months (with an emphasis on the last four) has significantly affected most people’s lives. The overarching discussion regarding quarantines, sheltering in place, and social distancing has prompted a series of partially informed decisions. Choices are often based upon evolving and often blurry information. To establish personal and community-wide control, distancing constructs remain at the forefront of the closing and reopening of communities, schools, and businesses. For the most part, people have independently designed and adhered to what they feel is appropriate for socialized settings. This has helped to define how much, and in what way, people should interact as they calculate benefits and risks. Included in this is the definition of who we are and how we manage ourselves within this new social structure. We are making decisions based upon our translation of our experiences. And with eyes on our future, we need to be sure that we design an efficient and relatable integration for our social and business reentry. We need to realign.
This repositioning is not simply about how far one desk should be from another or how thick the plastic partition should be between stylist’s salon chairs. There are small and large details to consider, yet unfortunately, everything is not clear. For instance, the new no-so-steady economic platform challenges the interpretation and translation of what we once knew. Before the proverbial wall was pulled from beneath our feet, we operated based upon the evolution of social interactions, self-direction and business practices. Our interaction, direction and protocol require change – as the image has changed. Therefore, a new interpretation of the circumstance will guide us to new best practices and better actionable plans.
We need to translate this blurry image, find that which is recognizable and come to terms with what is not. Simply, in order not be effective, we need to see this experience differently. Better, updated practices can be formed by assessing this abstract image with a new point of view. For instance, think about the difference between the early days of consulting and its progression. Once, companies insisted that consultants worked onsite to monitor accountability. Years later, consultants telecommute, require regular virtual check-ins, and apply rubrics to define measurable outcomes. Some consultants have never even been inside of the office. This is proof that we are good at adapting when we need to be. We can see and react to the image differently if we have some leading information.
As individuals and a group, we are called to become shrewder and more calculating. As we adjust to our advancing circumstances, with a keen eye and sage wisdom, we should assess the accuracy of what we are making our judgement upon. Are we actually seeing things for what they really are? If not, we risk prolonged instability. Given the right images and data, we can insight plans that maximize the minimization of our physical plants and design modalities that allow for a more efficient, effective, creative and productive workforce. Herein lies new images and strong solutions for socially responsive consumers, business communities and practices.
To drive the point home, let us use this age-old artist’s trick. Look at anything in front of you right now. Close one eye and squint with the other. Every detail in front of you will become an image of ill descript shapes. (It may take you a moment to see things in geometric shapes as your mind adjusts to what it is seeing.) What can you do with those fuzzy shapes? Do they represent something different? Suddenly you can see positive and negative space. (Negative space refers to the area around and between the primary subjects – a.k.a. positive space.) Allowing your mind to rethink this scenario, is this something new that you can create out of the spaces? How do the negative and positive spaces interact? This is how to shift our translation and use of resources. We can either continue to rely upon the translation we historically understood, or we can give a fresh definition to the genuine shape of things. This well-informed decision becomes a natural segue to beneficial restructuring.
To effectively apply this strategy, take a step back from what you are used to and allow your mind to see what is really in front of you. With your goals in clear sight, assess your situation as if you are experiencing it for the first time. Then, interject relatable (existing) information and develop a strategy that is outfitted with objectives that correspond with your goals. Remember, the translation of experiences dictates response and can lead to places that you had not previously imagined.
Image use granted by photographer and visual storyteller, Alison Margo. www.alisonmargo.com
Dr. Allyson Maida is a business development consultant, psychotherapist, entrepreneur, author, and speaker located in Westport, Connecticut. She frequently works with businesses, large and small, to redirect integrative strategies to meet market demands and corporate goals. Additionally, she is an Associate Adjunct Professor at St. John’s University in New York where she teaches criminal justice courses and social science courses such as Victimology. She is known for her insightful approach, innovation, thought-provoking written works, presentations, humour and commitment to justice and transformation. She can be contacted at Allyson@AllysonMaida.com