Public meeting / OKR / Individual OKRs - evolving projects with more respect to the asynchronous nature of activities of the dynamic environment


  • Reference meeting: "a06-900 — talk — Animated video for dealing with the asynchronous nature of life-project goals Wednesday, February 5⋅3:45 – 4:30pm"
  • Parent project: Course OKR and culture
  • Parent project: "index: talk: Creativity and effort c808ae73-36cc-4ec7-881c-f4d0fc14c3aa"
  • Participants: Marcio S Galli
  • Text language: en-us
  • Tags: OKR (objectives and key results), Goals, Effort, Willpower, Feedback, Time Pressure, Goal setting, Planning, Reviews, Peer Alignment, 1:1, Asynchronous events, Adversity

  • Document status: Copyright, draft.

Understanding the asynchronous nature of activities involved in goal execution

This reflection was created as a starting point to help with the production of an animated video.

Part a - basic problem - the problem as perceived by people

  • People engage in problem solving, they deal with errands for example.
  • People engage in heroic or urgent solving things, like extinguishing a fire.
  • People create big expectations.
  • People get frustrated — as they thought they could solve things but fail.

Part b — the problem explored — interaction phenomenon in the modern world

  • The world is asynchronous.
  • We now have to deal with systems, events, and data.
  • The other party which we interact in these situations, for example a 3rd party, a vendor, a service provider, a contractor; holds their own agenda. Their agenda depends on others systems, events, and people.
  • It's not anymore a situation of "let's go hunting", and you come back with a fish.

Part b — problem aggravated

  • People attempt to solve things at once - just to face a blocker situation.
  • People create much expectation and spend energy — The "I want to believe that I can solve this now."
  • When confronting the fail situation — inability to kill at once — people get frustrated.
  • The peak of frustration prevents feedback perception.
  • The peak of frustration prevents learning.
  • Reflection/perception on what happened is missed.
  • Conclusion/write up on state of things (parent project and goal) is missed.

Part c — solving — avoiding the over planning, the need to "at once" solving, and seeking feedback and learning

  • Planning is not about engaging in a sort of know it all mode — you can't have full control. If so, you fall in the same "trying to solve at once".
  • Inaction also does not solve.
  • Recognition of asynchronous nature is a must — 3rd party also drives the situation.
  • Recognition of adversity is a must — too many new events are in place.
  • Recognition that we must engage in observing and reflecting.
  • Recognition that we must engage in meditating and write up or conclusion compilation activities which will involve separating emotions lived at moments, with the higher order project goal and where we are.
  • Recognition that we can take advantage of the asynchronous nature of these interactions. Therefore, turn frustration into benefit, get feedback from others or interpolate with reading sessions, apply mediation, rest, etc. Developing more trust to the asynchronous nature of goal execution should open a more friendly "I can get back to it" approach to execute activities with a lightweight choreography of efforts.

Part d — a healthy agenda accepting adversity when facing problem solving and goal execution

  • Nurture your mind and body — Don't ignore your being, your human entity, your health, your mental state. Nurture sleep, relaxing, mediating. Allow time to eat. Killing your basic self creates an unbalanced nature preventing you to evolving and running the errands, projects, and goals.

  • Take advantage of the asynchronous world — your bossy one is now managed, and you provide space to observe, to perceive; to learn. With that, respecting that you are not a know it all, that you won't solve at once, you can defer intelligently. Use the time at your advantage.

  • Establish a lean cycle for multiple projects — with reflection and writing, and with a solid background of compassion to yourself, in the sense of enabling continuity, you find a way to keep up the various threads. This starts with time allowed. You won't kill in 1 h something. You will do a loop, a cycle, and have good amount of time to observe, to reflect, to write, to sum up. This lean mode of execution, at the individual level, depends on acceptance to mistakes. Depends on awareness that things are not going to come out just right. It's the learning that matters. Therefore lean in the sense of learning, not fast and urgent execution. Lean in the sense of a calmer approach enabling the person to achieve end goals faster.

Marcio é um empreendedor com interesse em inovação, empreendedorismo, cultura e gestão. Formado em ciências da computação, Marcio fez seu estágio de graduação no Vale do Silício em uma das empresas que marcaram a história da Internet (Netscape Communications). Posteriormente mudou-se para o Vale do Silício trabalhando para Netscape / America Online, Yahoo! e posteriormente ao voltar ao Brasil, para a Mozilla Corporation (criadores do navegador Firefox). Antes de se tornar empreendedor e consultor, Marcio pôde colaborar com vários departamentos como marketing, inovação, engenharia e em times de documentação e evangelismo. Se tornou autor de patentes internacionais e gosta de estudar e escrever para os futuros empreendedores e gestores. Marcio é apaixonado por comunicação, negócios, tecnologia e cultura. Alguns dos seus livros preferidos são High Output Management, Conscious Business, The Hard Things about Hard Things, Maslow on Management, The Startup of You, The Alliance, Zero to One, dentre outros.

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