CHANGE CHANgE CHa Ng E
“You never step into the same river twice.”
Famous philosopher Heraclitus has left us this remarkable fragment which has captured our imagination for over 2500 years. Just imagine your bare feet touching those cold flowing refreshing waters which never remain the same. Feel its rhythm. See those huge boulders and giant rocks the river slowly transforms into sediment as it moves downstream. Upon returning to the very same spot, one realizes, the river is not as it was. Perhaps, we will be lucky enough to realize, we too are not as we were. But it seems we are rarely like flowing rivers. As a matter of fact we rarely even think of our rivers. Our troubled, hardly flowing and lifeless Bogotá river is for us the prime example of our unchanging blindness. Not feeling the river’s rhythms, we are surprised ––as we have been in the recent terrible and costly floodings—– when the river takes back the channels and beds we have, in many instances, unwisely usurped. Could it be that we are more like the boulders and rocks that stubbornly resist personal transformation with their illusory sense of security and obvious grandeur? It seems so.
There exist many famous renown rocks, and business is not the exception. Alan Greenspan, Chairman of the Federal Reserve of the United States from 1987 to 2006, was considered to be the leading expert in the market dynamics of the day. He was named to this powerful position by highly respected and quite loved President Reagan whose economic views have been summarized in his famous words from his First Inaugural Address in 1981: “Government is not the solution, government is the problem.” Famous for his —-NOW seen to be—- extreme views of free market economics, and dead set against major forms of regulation of complex derivatives in market transactions, Greenspan even appeared in the cover of Time Magazine. The cover title said it all, Greenspan and his advisors were held to be “the committee to save the world.” Oedipus too was called on to save Thebes as the riddle-solver he was. But the river flows, and little was Greenspan prepared for its rhythms. Little wonder that once the world financial crisis became OUR river (of course, with exceptions such as that of Canada and the prudential practical wisdom of its banks), Greenspan became paralyzed by his own mind. And soon thereafter we had the opportunity to see a very different Greenspan; the powerful river´s waters had reduced the powerless boulder. Before a Congressional Committee, we witnessed a truly courageous public admission. Like a modern economic Oedipus, Greenspan was asked to respond to Representative Waxman’s “simple” question; “Were you wrong?” By answering, Greenspan allowed us to see for ourselves the fundamental basis of change: “I have found a flaw. I don’t know how significant or permanent it is. But I have been very distressed by that fact.” Greenspan had understood: he had come to understand that he did not know, even though he once thought he did. Another famous philosopher once said something similar. And, in all honesty, how many of us can bear the simplicity of that question for ourselves?
However, we need ask; how could someone so intelligent, so wise and recognized by so many to be so; how could someone like that be simultaneously so resistant to changing his own views on things? Had he not read Sophocles’ Oedipus Rex during his MBA training? Wouldn’t that have made a BIG difference? Perhaps, one could put it this way: there seems to be a kind of inverse relation between changes for personal success and success at personal changes. Following Boyle´s famous law of gases there can develop a powerfully blinding inverse relation between these. Why so? Because, it seems, as successful recognition is gained, the very erotic and self-questioning drive that pushed one originally TO succeed, slowly but surely in many of us looses its rhythmic power. Boyle’s law explains the inverse relationship between the volume and pressure of a gas. Think of a pressure cooker. In our case we could say: the greater the volume of the ego, the less the pressure to change. Think of all the famous bubble bursts of the economy. Ironically, it appears, the more intelligent we are, the less intelligent we are for change. Mintzberg’s call not to pay bonuses seems refreshing. We wish to remain boulders, but the river thinks otherwise. And it will let us know.
But, then, how could one become more prepared for the rhythms of change? For starters, by looking outside oneself. If only Greenspan had looked outside himself and his paradigm. If only he had had courageous friends, and not simply yes-sayers. Heraclitus learned these rhythms from the river, I learned about them partly from experiencing the seasons in my other home country, Canada. Evidently, Vivaldi too learned about them from The Four Seasons, as we all know. Wouldn’t Colombian managers gain much by experiencing the rhythmic presence of the seasons for at least a whole year? Or else, where have YOU learned about the rhythms of change from? And looking beyond, do you —–or your children—- know the beautiful Greek mythological story of the emergence of the seasons, a story whose main characters are Zeus, Demeter, Persephone and Hades? Did Greenspan?
What did I come slowly to learn? One must be prepared for the ever-changing cycles of nature. What “is” quickly turns into a “was”; what “is” quickly reminds one of what “will be”. Summer was just here, and now it has turned into autumn; autumn partly means preparing for the exigencies of winter. And the more you live this, the more you see the “was”, the “is”, and the “will be”; and, more importantly, the more you see the bridges that connect the beauty of their interconnected temporal presence. Or as Confucius put it, always reminding ourselves of China´s leading economic role in today’s world: “Study the past if you would define the future.” Living the seasons may help prepare you for something like this. Let us try.
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