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Jeff Boss
Born
in The United States
April 30, 1977
Twitter
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#77 The Chaos Of Education and Being An Educator
Education is a “long game,” and filled with “chaos.” Listen to today’s short episode to hear: The 3 goals of any educator How to deal with competing incentives A personal story that highlights the value of “the long game”
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“From uncertainty one doesn’t become any more uncertain. It’s like hitting rock bottom--and from rock bottom, the only place left to go is up. So, what exists with both certainty and uncertainty is an interdependent system; a world, situation or whatever you want to call it that only occurs based on the evolution and existence of the other. No matter what system you employ to defeat the other, there are certain principles that govern certitude in human nature. For instance, you can’t have trust without honesty. Likewise, there can be no learning without humility, no selflessness without service, no innovation without disruption, no leadership without followership, and no fitness without “fatness” (kidding, but you get my point). What I’m trying to say is that each element depends on its reciprocal for two things: Its existence Its solution”
― Navigating Chaos: How to Find Certainty in Uncertain Situations
― Navigating Chaos: How to Find Certainty in Uncertain Situations
“DACA: Detect, Adapt, Choose, Adopt Here is a four-step process I call DACA for how to change your leadership style and adapt to the right situation: Step 1: Detect. The first step to any sort of change is to identify the imperative to change. In the military, before we set out to plan our next mission we first needed to understand the environment in which we operated. Specifically, we needed to discern between two types of unknowns. The first is known unknowns, such as our capabilities, enemy pattern of life, and likely or unlikely responses. The second type is unknown unknowns, and these are indicated by the weather, terrain, and—again—enemy behavior. The degree to which we could anticipate an enemy’s response dictated our approach, much like understanding the relationship dynamics, interests, and vested resources amongst stakeholders in a meeting.”
― Navigating Chaos: How to Find Certainty in Uncertain Situations
― Navigating Chaos: How to Find Certainty in Uncertain Situations
“Of course, there was also the bureaucratic B.S. that pervades every organization. Different leaders reacted differently to stress. Some comported themselves well and put the mission first while others allowed stress to impact their decision-making. I use the word “allowed” because that’s just what it is: a choice to open oneself to external influences because the core self lacks the self-awareness to slap adversity in the face and say, “Get outta here. I got this.” Most of our actions at the operator level relied upon the decisions made by senior leaders, and if the decision-making process stalemated for any reason, then momentum lagged across the whole organization—as did results. When this happened—when there was an impetus for action but a lack of contextual awareness—there was only one thing us operators could do: we needed to adapt. We needed to make use of the minimal guidance we had because the problem set (i.e. the threat or crisis) wasn’t going to go away, and the only way to solve it was to fill the gap.”
― Navigating Chaos: How to Find Certainty in Uncertain Situations
― Navigating Chaos: How to Find Certainty in Uncertain Situations
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