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Context:-Intriguing couple of Articles on HBR Blog........
In today's rapidly evolving work environment, organizations are increasingly recognizing the importance of not just knowledge work but also wisdom work. As we navigate 2024, the dynamics within workplaces are shifting, driven by the diverse needs and strengths of a multigenerational workforce. This includes five distinct generations: Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z.
Knowledge Work: The Foundation
Knowledge work has been the cornerstone of modern organizations. It involves tasks that require cognitive skills, technical expertise, and the ability to process and apply information. Roles in fields like IT, engineering, research, and finance are prime examples of knowledge work. Knowledge workers are essential for innovation, problem-solving, and maintaining competitive advantage in a fast-paced world.
Wisdom Work: The Emerging Paradigm
Wisdom work, on the other hand, goes beyond the mere application of knowledge. It involves leveraging deep insights, emotional intelligence, and experiential understanding to make sound decisions, mentor others, and navigate complex, ambiguous situations. Wisdom work is becoming increasingly critical as organizations face challenges that require more than technical solutions.
Practical Examples of Wisdom Work
Multigenerational Collaboration
In many Indian organizations, the presence of multiple generations working together is a common scenario. For instance, in a large IT company in Bangalore, you might find Baby Boomers and Gen X employees with decades of experience working alongside Millennials and Gen Z who bring fresh perspectives and technological savvy.
Example: A senior project manager (Gen X) may have extensive experience in handling client relations and navigating organizational politics. However, they might rely on a younger colleague (Millennial or Gen Z) to introduce new project management software or agile methodologies that enhance team efficiency. The senior manager’s wisdom combined with the younger employee’s knowledge creates a synergistic effect, leading to better project outcomes.
Reverse Mentoring and the Mentern Model
The concept of "mentern" is gaining traction, where a younger employee mentors a senior leader. This is particularly relevant in areas where younger generations have more up-to-date knowledge, such as digital marketing, social media, and emerging technologies.
Example: In a leading Indian FMCG company, a young marketing executive proficient in social media trends might mentor a senior marketing director. The younger employee can provide insights into the latest digital marketing strategies, while the senior director shares strategic thinking, leadership insights, and market knowledge accumulated over decades. This reverse mentoring enriches both parties and enhances the company's marketing strategies.
Classic Example of a Mentern Relationship
1. SAP’s Reverse Mentoring Program
SAP, the multinational software corporation, initiated a reverse mentoring program where young employees mentor senior executives. This program aims to bridge the digital skills gap by pairing tech-savvy younger employees with older executives who need to become more adept with new technologies.
Mentern Aspect: Younger employees mentor executives on digital tools, social media strategies, and emerging technologies, while executives share their extensive business acumen and leadership skills. This fosters a bi-directional learning experience.
2. Procter & Gamble’s (P&G) Reverse Mentoring
P&G has implemented reverse mentoring programs where younger employees help senior leaders understand digital trends, new media, and the preferences of younger consumers. This program helps the company stay relevant in a rapidly changing market.
Mentern Aspect: Young employees mentor senior leaders on the latest digital marketing strategies and consumer behavior trends, while the senior leaders provide guidance on strategic decision-making and organizational values.
Key Elements of a Successful Mentern Relationship
- Mutual Benefit: Both the mentor and the intern benefit from the relationship. The senior executive gains new knowledge and skills, while the younger employee receives career guidance and insight into strategic thinking.
- Open Communication: Successful mentern relationships rely on open, honest communication. Both parties must be willing to listen and learn from each other.
- Structured Interaction: Regular meetings with clear objectives and goals help maintain the focus and productivity of the mentorship.
- Supportive Culture: An organizational culture that values continuous learning and development is essential for these relationships to thrive.
The Shift from Knowledge to Wisdom Work
Organizations are gradually shifting towards valuing wisdom work, recognizing that it is not just about what you know, but how you apply that knowledge in a broader, more impactful manner. Here are a few reasons why this shift is occurring:
- Complex Problem-Solving: Modern problems are often complex and multifaceted, requiring more than just technical knowledge. Wisdom helps in understanding the broader context and long-term implications of decisions.
- Leadership and Mentoring: Effective leadership requires wisdom. Leaders must mentor and guide their teams, navigate organizational complexities, and foster a positive work culture.
- Emotional Intelligence: Wisdom work involves high emotional intelligence, enabling better interpersonal relationships, conflict resolution, and team dynamics.
Conclusion
As we move through 2024, the integration of wisdom work alongside knowledge work is proving to be a radical yet essential evolution in organizational practices. The presence of a multigenerational workforce offers a unique opportunity to harness the best of both worlds—leveraging the deep, experiential insights of older generations and the innovative, current knowledge of younger ones. The rise of the "mentern" model is a testament to this evolving dynamic, where mutual mentorship fosters a richer, more collaborative work environment.
Embracing wisdom work and the mentern concept can lead to more resilient, adaptive, and successful organizations, prepared to tackle the challenges of the future with a well-rounded, insightful approach.
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Voyager I. (1977)
I am stunned beyond belief by the story of NASA's Voyager I. Launched in 1977 (I remember the launch) to explore the galaxy, Voyager I stopped transmitting signals back to Earth in 2023, after traversing an astonishing 12.6 billion miles. What's even more incredible is that the programs running Voyager I were written in 1975 code and language, with a total data capacity of only 16 KB—less than what it takes to type this note.
Voyager I travels at a rate of 1,600 km per minute, away from us, as I write this. When the transmission stopped, scientists at NASA's Jet Propulsion Laboratory (JPL) faced a monumental challenge. They had to delve into decades-old records, decipher handwritten codes, and trust files containing over 1,000 pages of handwritten documents. Remarkably, two dedicated scientists worked meticulously with the 1970s code, reworking the program and sending a correction signal to Voyager I. They then had to wait 22 hours for the signal to bounce back.
And now, Voyager I is transmitting signals back to Earth once again!
I have a 20-page Financial Times' intriguing story, detailing this extraordinary effort. If you're interested in reading over Sunday afternoon Tea, I can send it across. It's an exciting read. This achievement is a shining example of human ingenuity and perseverance. As Apollo 13 Mission Director Gene Kranz famously said while rescuing the three stranded astronauts in space, "Failure is not an option."
Todd Barber with Lucky Peanuts Jar. (1977 jar). Files dusted to check codes, notes etc. (1975-77 post launch).
Here's a fact-check of the details about Voyager I:
Launch and Mission:
- Voyager I was launched on September 5, 1977, with the primary mission to explore Jupiter and Saturn.
- It is indeed traveling through interstellar space now, having left the solar system.
Transmission Status:
- Voyager I is still transmitting signals to Earth, though it is extremely faint due to its vast distance. The last recorded data transmission was in February 2023.
Code and Data:
- The Voyager spacecraft were programmed using the Fortran programming language, and the onboard computer systems have very limited memory and processing power compared to modern standards.
Travel Speed:
- Voyager I travels at approximately 17 kilometers per second (about 60,000 km/h), which is roughly 1,600 km/minute. This speed is consistent with the figures mentioned.
Restoration and Signal Correction:
- There have been various maintenance and updates to the communication system over the years, including sending correction commands to adjust the spacecraft’s instruments. This process involves waiting for long periods due to the vast distance.
Handwritten Records:
- The archival process at JPL includes maintaining and working with old records, including handwritten documents, especially when dealing with legacy systems.
Quote from Apollo 13:
- The quote “Failure is not an option” is attributed to Gene Kranz, (1933- ) the Apollo 13 Flight Director, reflecting the intense problem-solving efforts during the mission.
- The quote “Failure is not an option” is attributed to Gene Kranz, (1933- ) the Apollo 13 Flight Director, reflecting the intense problem-solving efforts during the mission.
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- Broke up the code stored in the chip and moved sections into functioning parts of the FDS memory
- Rewrote some of the reshuffled code
- Saved the modifications to the FDS memory
- Uploaded the update on April 18
Let me know your comments.
Karthik
4/8/24
11am.
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