
The giant sequoia, the largest tree species on Earth. Sequoia seeds germinate best when they come into direct contact with mineral-rich soil, which is a rare event in forests carpeted with leaf litter and debris. Fire tends to clear the forest floor, which helps the sequoia seeds by exposing the soil. It also opens areas of the forest that the young trees need to grow. For more, see "USGS Studies Wildfire Ecology in the Western United States Part 1". Photo courtesy U.S. National Climatic Data Center of the U.S. Department of Commerce.
In the world of entertainment, it's easy to distinguish right from wrong, good from bad, and beautiful from ugly. That's part of what makes entertainment entertaining, because it shields us from the cares and confusion and nuance of reality, and lets us enter a world of clarity and simplicity and thrilling success. But when we expect the same of the real world, we're choosing a path that leads to trouble.
The complexity of reality appears in almost everything we do at work — workplace politics, negotiations, making design trade-offs — even choosing friends and allies. We have to "take the good with the bad" so often that the phrase itself is a cliché. Accepting what we don't want as a means of getting what we do want isn't always hypocritical — rather, it can be an acknowledgement of the variety and complexity of the real world.
Little in life — some say nothing in life — is all good or all bad. Even that statement is mixed. It means that the most horrible events can have some good consequences — difficult as they might be to see at first. Just as there are trees whose seeds cannot germinate until fire chars their forests, there are projects that cannot find funding until bankruptcy threatens their companies.
And even the most wonderful events can have some bad consequences — unwilling as we might be to see them at first. Rain falling on arid land is the salvation of most of the plants it visits — except those living in the no-longer-dry arroyos that carry the inevitable flash floods. And successful market-dominating products can lead companies to concentrate on existing customers longer than they should, freezing those companies out of new opportunities until too late.
If we choose to, we can usually find the bad in any experience. That can be worthwhile, when finding it leads to learning, or when it helps us avert failure. It can also be wasteful, when focusing on the bad drains us of energy or leads us to miss whatever joy or thrill the experience offers.
Little in life — some
say nothing in life — is
all good or all badAnd we can also choose to emphasize the good of any experience. Sometimes the good is hard to find, or we must put some time or distance between the experience and ourselves to fully grasp the good. Finding that good can give the experience meaning, especially when the discovery requires real effort. But it can also insulate us from important lessons, when we reject the whole of the experience to accept only that good.
Few of us consistently make the right choices, grasping the good and the bad and the complexity of every situation. But in teams, almost certainly, someone has it right. Embrace your disagreements. Rely on each other for a true picture of reality. Top
Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and
found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text."
It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend
to set people off. Here's a little catalog.
We Are All People
- When a team works to solve a problem, it is the people of that team who do the work. Remembering that
we're all people — and all different people — is an important key to success.
Some Hidden Costs of Business Fads
- Adopting business fads is an expensive organizational pattern, with costs that extend beyond what can
be measured by the chart of accounts most organizations use. Here are some examples of the hidden costs
of business fads.
Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
On Schedule Conflicts
- Schedule conflicts happen from time to time, even when the organization is healthy and all is well.
But when schedule conflicts are common, they might indicate that the organization is trying to do too
much with too few people.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming June 25: Meandering Monologues in Meetings: Engagement
- In a meeting, a meandering monologue has taken over when someone speaks at length with no sign of coming to a clear point, and little of evident value. This behavior reduces engagement on the part of other attendees, thereby limiting the meeting's value to the organization. Available here and by RSS on June 25.
And on July 2: The True Costs of Contractors
- Among the more commonly cited reasons for hiring contractors instead of direct employees is cost savings. But are these savings real? Direct compensation, including perks and benefits, might favor the contractor arrangement, but indirect costs tell another story. Available here and by RSS on July 2.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
