I would go one step further than I did in the first essay. We need to be cautious about only prioritizing the Essentials filled with apprehension. When we are driven only by negative motivations (avoiding negative outcomes) then we are likely to be trigger-happy and sink into a crisis management mode of leadership. We can even become addicted to the “adrenaline-rush” that comes with addressing a crisis situation. Like Red Adaire, the famous oil well capper (who was played in the movie by John Wayne), we live as “Macho men” for the fire and the fury.
Conversely, we need to be careful about always placing the “good stuff” at the top of our list. While it makes sense to be “opportunistic” and look for the “low-hanging fruit,” it is also important that we keep the bigger (often longer-term) priorities in mind. These often intermingle apprehension with aspiration. They frequently require a clear discernment between that over which we have control and that over which we have very little control. Slow thinking (Kahneman, xxx) is critical, as is the ongoing Polystatic readjustments of baselines (aspirations) in response to clarifying or changing environmental conditions (often laced with a fair amount of apprehension).
There is another cautionary note to offer regarding aspirational priorities. It is easy to focus on the short-term priorities rather than the long-term. A classic example of this overlooking of the long-term comes from the world of professional sports. A short-term aspirational priority centers on preparing our team to win the game—often at all costs. However, if our team was to win all games then the long-term priority is being ignored (at great cost). The long-term Essential priority is to provide the paying customer with entertainment. The game must remain competitive. It must bring people to the game or to viewing of the game on TV or cable (thus bringing in money). From a short-term perspective, winning is Essential (bringing people to a winning team). From a long-term perspective, entertainment is Essential (bringing people to a competitive game).
Priority should also be given to Essential matters that involve problems, messes, dilemmas or polarities rather than puzzles. As I noted in the previous essay in this series (Bergquist, 2024), a puzzle is an issue that has clear answers, is provided in a direct, unidimensional format, and is easily accessed with regard to level of success. By contrast, a problem is an issue that can be viewed from several different perspectives, involves complex dynamics (with many interrelated parts), and is not easily accessed regarding level of success. Messes are to be found in settings where multiple problems are intertwined. Dilemmas are even more challenging and complex. Parts of the issue being addressed are often not only intertwined but also contradictory to one another. Addressing one or two of these parts might actually make it more difficult to address other parts. Finally, we have polarities—the challenging conditions which I address in the next section of this essay. Essential issues and parts of issues that stand in direct and dynamic polar opposition to one another must be addressed in a manner other than the establishment of priorities.
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