Principal of Development

Each and every one of us who undertakes any activity in life, when beginning a process gives it a start at a certain point in time and gradually reaches its conclusion. The simplest example in management could be job presentation as the beginning of the process and the Result as its completion phase. 

There are also some even more long-term processes, like, for example, the strategic development of a company or state over a long period of time. Simple and complicated, short and long processes have something in common and that is the people who are engaged in them. And if you want to be even more precise then any process development depends on the personal participation of each person in it. The nature of most processes is dying away. Development presupposes an investment of effort (energy) in any human activity without which it is doomed to fail. The only thing that we can acquire as a replacement is experience in the field of expertise (intellect), impression (emotion) and the aggregate of functional skills (body). The observation of periodically repeated processes, arising from people, myself included, forced me to start thinking about the efficiency of getting this worthless experience. The experience has most value is one that includes the three components – intellect, emotion and the body. When a selection of mistakes are examined in some project or other attention is usually paid to the external, intellectual component process. The emotional and functional part is left untouched but an awful lot of useful information is hidden inside. So, when we receive some sort of intellectual instruction “from now on, do it like this” we set off to carry it out. This in turn determines the level of service we carry out as a result as well as those impressions left with our colleague, client, or interlocutor about working with you. The human’s brain is highly adaptable. It enables us to store and apply information not just on an intellectual level, therefore it’s a completely different thing is we can feel the experience emotionally. 

The most wide-spread advice in this regard, which you will hear quire frequently is “put yourself in the client’s place,” but this is an intellectual approach. It can be useful, but the most valuable experience is when you actually put yourself in the client’s shoes, for example, when talking to your supplier. At this moment the important thing is not to lose the opportunity and to observe how you feel (I don’t just mean physically, but rather your perception) react to the situation – it is only in this instance that you can really understand your client by putting yourself in their shoes. 

In some instances this enables us to change our perceptions, opening up other, previously hidden, limits to what is going on. This is very important, in my opinion, Principal of Development, which consists of the fact that in any process someone must strive to extract experience as much as possible, not restricting it to one or other of its components. Experience broadens our opportunities significantly. In particular, emotional experience allows us to relate to the client’s problems differently if we approach the situation sincerely and understand our responsibilities.

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