The “Colorful” Dr. Smith on Purpose, Power and Leadership

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential business can be such

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a force for good in the world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want working

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on purpose. Now Here is your
host, doctor Elise Cortes. Hi there,

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welcome back to the Working and Purpose
Program. Thanks for tuning it again

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this week. I'm your host,
Doctor Release Cortes. Join a New Life

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from Dellas, which is home base
for me. If you don't know me

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yet, I'm a management consultant specializing
in meaning and purpose, organizational logo therapist,

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inspirational speaker, social scientist, and
author. I help companies discover and

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articulate their purpose or threat at their
culture and operations. And I work with

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their organizations to develop inspirational leaders who
create cultures where people actually want to come

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to work and do their best.
And I provide programs like the Grab Your

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gusta that enable individual team members to
discover and unlease their passion and purpose at

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work to catalyze fulfillment, engagement,
and productivity. You'll learn more about me

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and how we can work together at
at leastcoretest dot com or gustodashow dot com.

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Let me thank my partner and sponsor
work Proud. We are a perfect

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meaningful and appreciated. Work crowd helps
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are inspired to feel proud of their
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more about work Proud and a recent
study they've commissioned about pride in the workplace

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at workproud dot com forward slash Doctor
a Lease Cortes with us today is doctor

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William Smith. He's the director of
Organizing for Development and International Institute. He

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has a long career background helping international
organizations like the World Bank and United Nations,

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among others, with growth and development
issues. He's also spent decades studying

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and practicing in the field of purpose
and other areas, and has written the

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book The Creative Power Transforming Ourselves Organizations
in Our World. Is also written several

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scholarly articles, including making the Invisible
Visible by Dynamic Interplay between Purpose, power

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and Leadership in Organizing Complexity. Today, we'll be talking about where his fascination

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with purpose and his appreciation influencing control
model arose and how he's applying his current

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work today to help organizations. He's
also going to be sharing to some of

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his fresh off the press new discoveries
that he has found with us. He

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judged today from Richmond, Virginia.
Bill, Welcome to Working on Purpose.

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It's good to be here. It's
wonderful to have you. It's just amazing

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to get to be with a mind
and heart like yours. So appreciate doctor

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Plaude Coutier in Canada who brought us
together. Think claud amazing talent, scount

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that he is good so to get
us started here. There's so much and

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I really feel like I need to
call you, doctor William Smith, because

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you accomplished so much. But we've
agreed that work. I'm going to call

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you Bill, So I'll bedient,
I will be obedient, but I want

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to dive in if we can build
to your magnificent background. You've really done

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some extraordinary things in your life.
So help our listeners and viewers understand just

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where your work began and some of
the things that you've done, like for

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the World Bank in the United Nations. Yeah. Well, I think the

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first thing I'd like to say to
our audience is that all of this sounds

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very great, but it's really been
based on simplicity and what I call natural

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systems, which is following nature.
So the good thing for all of us

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is what I'm jumping in a way
to the end. But just so you

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know we're going, is that what
it tells us about each of us is

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that each of us is a whole
system. We have borne with everything that

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we need. It's just that all
the stuff that we need is arranged differently

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in each of us. And part
of our life is to discover that difference

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and where that is an asset and
where it's useful. And so a lot

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of the things I've done have been
more accepting that I didn't know at the

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time that's what I was doing.
That's just again how my arrangement of parts

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ended up, and so then its
circumstances start having an influence on how you

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arrange those things or how do you
discover their arrangements. And mine was a

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fairly large one. That I was
born during World War two. I'm English

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and I lived in Liverpool, and
in April of nineteen forty one we were

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bombed every night for four months.
And now you'd think that would be terrible

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circumstances so on, and in some
ways it was. But what it taught

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me about life is really what accounts
for how I arranged my parts and what

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I was able to do with them, is that humans are tremendously resilient.

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You know, Liverpool was bombed hoping
to put people into submission and to accept

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acceptance of defeat. It did exactly
the opposite. People were found their courage,

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people found their support for each other. And you ask many of the

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people are now at the end of
their lives what the effect that war had,

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and then some people tell you it's
the best time of their life.

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They'd never felt more alive than when
they were about to die, and that,

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without my knowing it, that had
a tremendous influence on me, and

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the first one is that I think
it accounts for my going global that you

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know I always had Immyan part that
was I was also born in Liverpool,

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which is a port which has a
very cosmopolitan reach, but we also have

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some very ordinary people which who were
not at the top of the social pecking

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order in England, and so they
tended to be warm and supportive of each

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other. So Liverpool was a very
warm play used to be brought up in

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a very friendly place to go in
and that also helped me in my search

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because I certainly didn't carry any of
the airs and graces of someone privileged into

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the work I did. So that
the next major step was when I did

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get a job, it fit exactly
that neat. I got a job in

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the in the airlines. I was
a management trainee, which is to be

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a management training in British Airways then
was like getting a job in the foreign

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service, because you had a job
from the womb to the tomb. You

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would be a future general manager of
BOEC it's called them British Overseas Airways Corporations

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it's now British Airways. And they
gave a management course which is probably read

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the worst course management course I've ever
heard of. It was it was basically

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some legal lessons, a couple of
financial lessons and economics. But they gave

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one course which wasn't a course,
it was a paper to write and we

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were asked to write what is the
effect of management theory on management practice?

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At my age I'm still writing that
paper, I understand, but it but

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a book did come out of it
from that. But it changed my life.

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I suddenly saw that, you know, this thing called organization was something

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I had never even thought of.
You know, organizations to me were like

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nature, you know, the part
of nature, and just like the reign

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in England, bloody awful and there's
not much you could do about them,

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you know. But this book woke
me up. And so it was called

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The Social Psychology of of Industry,
and it was one of the first books

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really looking at what is now modern
management, but through the eyes of a

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social psychologist. And he basically said
that you can really do something about these

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organizations, and the kind of things
you do make people a lot happier,

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a lot more productive, and it's
better for the company. It's not only

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better for the company, it's better
for the community and that's no brainer.

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Why aren't we doing this, you
know? And so I, you know,

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through that reading it really set me
for my career. And I'd say

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in British Airways I had another major
learning is that I felt I knew nothing.

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I didn't you know, it was
just a traineum. We'd had some

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airline technical training, but you didn't
know anything about management and so on.

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And but I started to get results. Only My first major job outside of

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training was in at the airport at
Rome at fu Machino, and we had

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airlines supposed to you know, British
Airways ran all the Commonwealth airlines too in

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Europe, so we had flights coming
in from everywhere in Rome, from every

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wedge direction, twenty four hours a
day and so on. And I had

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no experience in anything that busy and
that hectic, and so just started to

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kind of discover my way. I
was doing something which I didn't know I

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had a word for. In fact, I had to invent one for it

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eventually, which is basically appreciating the
situation in some ways. But within six

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months we had made Road the best
performing airport on British Airways network and the

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kind of airport's young people like me
were sent to were not those that were

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run by British Airways itself. It
was those that were run by another airline,

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so you had to work through somebody
else to get your results. And

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that too was probably the best thing
for me, the best experience I could

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have, because then I never learned
to really exercise control because you didn't have

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any what's that? Yeah, you
know, So anyway we got we got

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this tremendous performance. I didn't know
where did it come from or what had

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happened. And from previous training airports
and attachments and so on, I knew

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that you could work very hard at
something and get really good results tenure back,

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look at something else and the other
thing would drop down and everything.

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But this didn't kept kept going.
So and asked around, and there was

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an incident somewhere along the way where
the manager for general manager for Europe came

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visiting the station, that's what we
call airport station, and he was with

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my local manager of a manager for
Rome, who looked at I looked after

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the airport and he looked after everything
else. And the the group was there

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and I was walking past on duty
in uniform with the three shiny bars,

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and I went over to be polite
because they're standing. Then oh Smith,

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jolly good, how are you?
You know, how's the wife? Rather

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than enjoying romele yes, sir yea, And they said, oh Smith,

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could you step aside a minute?
And I thought, oh god, they've

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got the results. They know what
they're so I'm waiting to try and look

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my most modest and or shots,
you know. And he said, Smith,

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I noticed you didn't call your area
manager, sir. And I'm from

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Liverpool and working class and that's like
it attack. So uh, we're attacked,

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we attack. So I attacked back
and said, of course I didn't

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call him, said I know his
name. I said, uh. I

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called passengers by their name when I
can, and only when I can't do

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I call them sir. And then
I realized from the look on his face,

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oh boy, that wasn't smart,
you know. And he said,

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I to Smith for health reasons,
Oh, I said. I said to

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him, Uh, one of the
reasons I don't call management. You know,

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people say, is I missed the
military service compulsory military service by about

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three weeks, just out of age, and so I you know, and

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he said, I too. Smith
did not complete military service. But I

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call my superiors sir. Oh oh, oh, that's it. That was

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the day I decided to I've gone
to leave England. I felt I've done

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the best I could and I thought
this was a class thing I got to

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do. This is working class.
Even though I'd got rid of my Liverpool

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accent, which you have to do
that, you're still noticeably working class and

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you know, recognition wasn't going to
come your way very easily. And that

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is actually how I left. And
so again I've got another huge lesson about

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management, you know, to take
on to the next whatever that is.

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I have to sort it out.
And well with that, let me stop

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you if I can't do, because
we're going to take a quick break and

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that's a perfect way for us to
go into it. Good. So Emily

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Corte as your host on the air
with doctor William Smith, the director of

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Organizing for Development and International Institut.
We've been talking a bit about how he

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grew up and where he developed his
mindset. His unique way of seeing the

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world, which you're going to see
as we go along in the conversation,

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has contributed to his decades long of
research and something that he's put forth today

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physically remarkable. Stay with us,
We'll be right back. Doctor Release Cortes

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is a management consultant specializing in meaning
and purpose and inspirational speaker and author.

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She helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership and

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meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce.

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To learn more or to invite Elise
to speak to your organization, please visit

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her at elisecortes dot com. Let's
talk about how to get your employees working

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on purpose. This is working on
Purpose with doctor Release Cortes. To reach

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our program today or open a conversation
with Elise, send an email to a

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lease Alise at eliscortes dot com.
Now back to working on Purpose. Thanks

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for staying with us, and welcome
back to the program. Before we get

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back into talking with Bill Smith about
what he's been doing with his life and

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sach, I do want to share
with you, if you don't already know

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it, that I have my first
book out in Amazon now. It was

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brought out last Falls called Purpose Ignited. How inspiring leaders ignite passion and they

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cause love for you to check it
out. I wrote that book to awaken

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readers to their passion and purpose and
help them transform into instigrationial leaders who enliben

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the workplace and elevate the contribution of
human beings inside it. And I use

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that as a context for all of
my programs for the most part of my

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leadership bosts as well as my Grab
your Gustar programs. So check it out

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if you will, Thank you very
much. If you're just starting the program.

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My guest is doctor William Smith.
He's the director of Organizing for Development

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and International Institute. I'm your host, doctor e Release Cortes. So we

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left off in that last bit there
Bill with you sharing why how was it

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you decided to leave England with that
quote managerial exchange. So then what happened?

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Yes, So I came to the
States to do an MBA, and

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particularly because there was one sociologist at
Indiana University in Bloomington, Indiana who was

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starting to say some things that was
awakening me to some of the things I

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was sensing but didn't have words or
understanding to know when I knew he was

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talking about something. One of the
things he was talking about was power,

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and you know, so he at
that time power was forbidden topic. It

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was you you couldn't really talk about
it. But he had found a way

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to talk about it academically. But
it still wasn't to me getting at the

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root of things. But it was
saying to me that, yes, this

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instinct that you have that power is
a really important topic is worth pursuing.

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And so the MBA for me was
something of a disappointment because I expected to

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find something about this mystery about what
was it that was happening at Rome.

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I knew it wasn't anything I did
in step one, step two, step

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three before, but there was something
with my relationship with Rome and maybe even

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with the Italian culture or something.
It was something broad and fuzzy, but

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I felt, you know, if
you can get that kind of performance in

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that kind of time, it's worth
spending some time trying to understand the fuzziness

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of what it is. But I
left Indiana a little disappointed that I wasn't

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really getting that insight into performance.
It wasn't being translated. I learned computer

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language, and I could see,
wow, that was that was really good.

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I could see it doing a lot
with that. So I ended up

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then going to work for a consultant
and again had some surprising, you know,

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performance bumps. For example, I
did one of the first my first

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consulting studies was for McDonald's and we
were meant to do industrial engineering type study

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to determine the cause of the high
turnover. But being that Liverpudlian with a

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practical bent, I felt that was
a lot of analytical effort where the answers

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were probably a little more simple than
that. And one of the things I

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noticed was at that time franchises were
really growing. It was a new idea,

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and everyone was hiring fresh, young
white boys as their target audience,

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and of course there weren't enough of
them to go around, and so that

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was one of the major reasons for
the labor ten over, not all of

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these technical reasons and so on.
So I brought it up with my principle

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and everything, and he looked at
me rather shocked. You know, how

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can we high paid consultants go in
and make a recommendation that they hire women

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are or girls and so on.
That would be you know, you have

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to have this superb mathematical, algorithmic
rationale for what you're doing. So on

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my own without approval of I went
round to some franchise stores, not McDonald's,

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that did hire women and girls,
and I was shocked at what I

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found. That not only was labor
ten over a lot better, everything was

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a lot better you just carrying women
and evering there. So we had to

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spend our time how to ten that
common sense insight into facts and figures and

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things that you could sell us a
five hundred thousand dollars study, you know,

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But that was their problem. I
had done mine and they had done

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it. So again there was some
disappointment that I was not getting a handle

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on this very high performance at very
low cost in very short time. And

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in a way I ended up giving
up, saying, well, you know,

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I expected to find something from academia. I didn't. Then I went

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to consulting, and effect said there
between academia and practice, so I'll find

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something from them. And I didn't. So I said I'll give up and

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go back into industry and join the
international division of a pharmaceutical company. Then

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started creating this management development program which
would in court include all the kind of

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rational things that I was learning and
so on. And we did that,

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and lo and behold, we got
another room. Canadian operations just blossomed under

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this program. We call it MPP
Management Planning Program and the essence of it

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was really very simple, just bringing
to together. In those days, this

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was something very new, just bringing
them together to talk through the issues and

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go through the levels of problem solving
systematically. And it worked tremendously. And

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so in the international division then I
tried to do something similar and did a

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study and there is a paper and
it is on the website of this study

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what we did of the whole organization
then to look at how was it doing

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in terms of evolution of what it
was, what it is trying to become,

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and how is it becoming it?
And it was a big The study

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was a big success, and it
was like classical research, you know,

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And so I was going around the
world, you know, to each of

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the areas explaining the results of this
study. But it had zero effect on

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the company because what happened is each
area would take from the study the things

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that supported what it wanted to don
them and so on. But it wasn't

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the fact that also there's that was
my realization that classical research doesn't get people

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to up up for you know,
performance and there was. Then I came

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to that conclusion that organizations are not
running norms of rationality. But now I

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had my true lead. What they
are run on is norms of power.

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And I thought my mentor, my
a mentor, had said that in his

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book, and I remember quoting that, and I remember someone reading and said,

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well, we've gone through James D. Thompson's book Organizations, and we

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can't find what you said. And
I realized he hadn't said it. I

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said it, but it was so
the thought was so indebted to him that

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I thought he'd actually said it,
and so on said, okay, I'll

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take credit for it. That's mine. So that's where the idea for power

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came from. And because this wasn't
getting anywhere, and gd CELL was going

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through a lot of you know,
five year tamoil that reorganizations that they go

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through, so I took advantage to
and you know, an offer that they

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would keep me on as a consultant
while I did a PhD. And I

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went to what Because there were three
people whose work I knew totally separately,

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and I had no idea they knew
each other, and certainly not that they

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were in the same university. But
they were in the same program in the

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same university, and one was a
very famous operations research person, Russell Acoff.

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Another one was a fellow of Englishmen
from the Tavistock Institute in England that

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had invented social technical systems ideas.
And a third one who actually ended up

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having the most practical use on me. It was a Turk he was from

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He was at the Club of he'd
been at the Club of Rome, and

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he'd been working on planning at the
time when the Soviet Union was collapsing because

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of the failure of its five year
planning process, and he'd come up with

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a planning process which is much more
dynamic and so on. And that was

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a big breakthrough for me because it
then realized that, hey, in studying

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organization, and I still regarding myself
as an organization specialist, it's not about

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structure. It's one dimension higher than
that. It's about structure changing over time,

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and so you've got to have that
other level in there of time changing

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things. So it's not enough to
fix the structures because they're going to change,

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and so you need a process view
of organization. So that had a

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tremendous impact on me. And went
into my thinking. But again it was

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time to live. I done,
I did well, I did the PhD.

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Okay, And then then the real
inside happened. Now that I understood

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that power as at the center,
I was trying to study it as part

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of my PhD. But the most
intellectual and the most forceful and aggressive of

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the professors was Ross Aikoff. And
he had just said, powers not a

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topic with studying. It was looked
at in the fifties and everyone said it

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would be, you know, something
great, but it turns out it'd be

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nothing. You know, when it's
in everything, it's really nothing. And

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I said, well, I believe
the rules of the game for us as

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PhD students is that we bring in
the topics that we're interested in exploring.

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So I'm still interested in exploring so
and well, he wouldn't speak for me

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for three weeks. In fact,
it was my turn to be about three

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or four weeks running the learning cell
they called them, and eventually brought something

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in which happened to be based on
the equation is Ralph Emerson's equation that says

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the power of A over B equals
the dependence of B on A. So

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it's very and so I thought,
wow, the first thing that told me

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and the first thing I realized that
My first big insight of power was that

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power is a relationship. It is
not a quantity. It is a relationship.

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So that then opened the projects,
particularly as they're having a real problem.

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They just started social projects like population
and health and so on. Whereas

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up, doctor Smith, sorry,
we want to grab our last break,

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and you set us up perfectly to
be able to treat the last bid here,

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so let's go ahead and do that. I'm your host, Doctor Elise

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Cortes. We're on the doctor William
Smith, the director of Organizing for Development

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and International Institute. We've been hearing
about the ongoing unfoldment of his career and

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his mind. In this last session
after the break, we're going to hear

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more about his actual work in the
model that he's put forth and what he's

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working on development further today, staying
with us, We'll be right back.

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Doctor Elise Cortes is a management consultant
specializing in meaning and purpose and inspirational speaker

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00:31:30.279 --> 00:31:36.000
and author. She helps companies visioneer
for greater purpose among stakeholders and develop purpose

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00:31:36.119 --> 00:31:42.119
inspired leadership and meaning infused cultures.
That elevate fulfillment, performance and commitment within

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00:31:42.200 --> 00:31:47.759
the workforce. To learn more or
to invite Elise to speak to your organization,

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00:31:48.160 --> 00:31:52.160
please visit her at Elisecortes dot com. Let's talk about how to get

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00:31:52.240 --> 00:32:04.200
your employees working on purpose. This
is working on Purpose with doctor Elise Cortes.

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00:32:04.759 --> 00:32:07.640
To reach our program today or open
a conversation with Alise, send an

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00:32:07.680 --> 00:32:15.200
email to a lease Alise at Eleasecortes
dot com. Now back to working on

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00:32:15.359 --> 00:32:20.720
purpose. Thanks for stating with us, and welcome back to working on Purpose.

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One of the bit of news that
I want to share with you is

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that just about a month ago now, we have released my second book,

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00:32:25.680 --> 00:32:30.000
which is an anthology. It's called
Passionately Striving and Why and anthology with persever

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your mind need to live their purpose. And I'm so proud of it i

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could bust. I recruited twenty five
women from around the world to share their

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intimate story of how they discover their
purpose and how they're now serving from it.

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And the reason we're doing that,
the reason this is out there is

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we want to showcase that purpose is
available to anyone anywhere in the world,

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regardless of socioeconomic background. Or status, language, religion, whatever it is,

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and that it works amazing wonders when
you actually work from it. So

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00:32:54.000 --> 00:32:57.920
it's out there in Amazon now too. Check it out. Passionately striving and

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00:32:58.000 --> 00:33:00.279
why if you're just joining us.
My guest is doctor William Smith. He's

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the director of Organizing for Development and
International Institute. I'm your host, doctor

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E Lee's cortest. So you were
just teasing us with this notion that you'd

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come to do a consultancy project for
the World Bank and they were expecting to

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bring brilliance from Wharton and you were
taking and going to start working on social

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issues. Yes, yes, And
at the same time had been going through

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this evolution of what is organization and
that power is central to it, and

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yet there aren't any really good concepts
of power that are about eight or nine

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different models than not connected with each
other and all the rest of it.

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But as part of my own personal
learning, Eric Trist who was from Socio

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Technical Systems himself, had been moving
on and he was beginning to look at

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you know, that the organization in
its environment, so it's social ecology.

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So he had a model a way
of looking at organizations as the internal environment

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of the organization, which is the
organization itself, then its relationship with a

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new word that were just coming in
called stakeholders, and then with the community.

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And so he showed for me the
first thing that one of the biggest

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mistakes I'd been making with organization and
one of the biggest mistakes that's still getting

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made with organizations, is by thinking
that the organization is bounded by its boundaries

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and as long as you have everything
working okay and those boundaries, everything is

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okay. Where Eric was telling me
quite bluntly, Loo, Bill, you

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are never going to find the answer
to organizations and organizational performance within the organization.

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You have to go outside. So
then I had three places to go

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outside, and he'd call them internal, transactional, and contextual. And in

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the World Bank, I introduced that
idea and wrote a papeon It was very

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popular. But a practitioner came up
to me one day said, at Bill

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this, it's nice that what you're
doing and what you're doing is right because

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you're taking us out from a concentration
on a project and going out into its

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influenced environment and out into its transactional
But I'm an agriculturist and I go out

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and work with farmers and peasants every
day. I can't ask them, how's

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your transactional environment? Today? We
need other words, you know, and

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instantly, because I don't think I
mentioned my first degree was in modern language,

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and so it's very sensitive to the
use of language and understood. You

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know. The structure of Anglo Saxon
words was a very practical and down to

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earth and Latin words which are a
lot to do with food and sophisticated things.

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And then the big contextual words were
philosophical ones and their Greek as I

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realized we needed some Anglo Saxon words
to describe what we were doing, and

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that's where I came up with the
three words, and I came up within

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twenty minutes of that realization. We
came up with two words to decide what's

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going on inside the organization as control, and then what's going on with the

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new word stakeholders was influence. But
we couldn't think of a word for what

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was going on in the context and
he took us months and we eventually got

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it from the most unlikely source,
from the British military is they'd have you

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know, the British had all the
colonies to look after, so they had

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to worry all the time about the
context, you know, and all the

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contexts within those contexts so on.
So they'd send people out like Lawrence of

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Arabia and his job was to go
to Arabia and appreciate the whole situation,

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so looking at everything and in relationship
to all of British interests, whether it

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was poetry or it was cricket,
whether it was whatever. And so I

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realized that was the word I needed. It was appreciation. That's what I'm

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asking to do. So then I
had them this model, and it was

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we applied it to projects where we
were basically very simply just getting to stop

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looking at projects as projects and start
looking them as a set of relationships that

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they control, control, but no
more than a third of things you could

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control. Then there's a whole set
of things outside of that that you could

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influence but not control. And then
there's a whole set of things that's bigger

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than anything else that affected what you
wanted to do, but you couldn't control

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them, nor could you influence them. But that was the biggest set of

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things that you had to deal with. And so just the fact of looking

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at projects like this, and I
want to reiterate for our readers because I'd

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like this to be their takeaway.
Is you know, in your organizational life,

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in fact, in your life in
general, if you just think of

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everything in terms of those things you
can control. Those things you can't control,

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but you can influence them, and
then all those other things and lots

407
00:39:01.639 --> 00:39:07.639
of them you don't know what they
are, but just being open and listening

408
00:39:07.039 --> 00:39:14.159
for them. And there's nothing active
more or less like Chinese leadership, or

409
00:39:14.199 --> 00:39:21.079
at least Asian leadership. Its leading
from behind through understanding the setting is there.

410
00:39:21.719 --> 00:39:30.039
So that then in practice became a
very successful effort, and we eventually

411
00:39:30.119 --> 00:39:36.800
started applying it from single projects to
whole sectors economy, to whole countries,

412
00:39:37.440 --> 00:39:45.519
and then to the whole of the
global development system itself, where we got

413
00:39:45.639 --> 00:39:52.400
ten countries together to discuss a new
development paradigm, which is a new way

414
00:39:52.679 --> 00:40:02.960
of looking at this at the world
through this purpose centered approach. Because one

415
00:40:04.039 --> 00:40:09.039
of the academic discoveries and made,
which assuming are very practical, was when

416
00:40:09.079 --> 00:40:15.239
I looked at those three circles that
power, I asked myself, well,

417
00:40:15.079 --> 00:40:21.840
that's fine, there's a control domain, there's an influenced domain, and that's

418
00:40:21.880 --> 00:40:25.960
they're all powered domains. But where
the hell does the power come from?

419
00:40:27.960 --> 00:40:31.480
And whereas it taken me about three
or four months to come up with the

420
00:40:31.639 --> 00:40:37.239
term of appreciation, the answer to
that question can beat just as sharp as

421
00:40:37.400 --> 00:40:46.280
anything and with like a thunderous clap
that could be a turbulence that says it

422
00:40:46.360 --> 00:40:54.519
comes from purpose. But the implications
of that were so huge that it's it's

423
00:40:54.559 --> 00:41:02.800
still taking me time to right wrestle
with it now. So they come across

424
00:41:02.920 --> 00:41:07.599
Alice, who's been thinking about this
too for a while and be able to

425
00:41:07.719 --> 00:41:21.400
share the enormity of understanding that purpose. So I'm also a fan of Lao

426
00:41:21.440 --> 00:41:27.239
Tsu and the Dowd a Ching,
And he says, and you go from

427
00:41:27.360 --> 00:41:32.199
the one, which he says is
the Tao, which is like it's like

428
00:41:32.320 --> 00:41:37.960
purpose in a way, it's the
way, and then the two is the

429
00:41:38.119 --> 00:41:44.239
tay, which is the way things
get done, which is a bit like

430
00:41:44.400 --> 00:41:51.800
power, and the chin is like
order. So now I'm able to say

431
00:41:52.239 --> 00:41:59.519
and understand that you can go from
purpose as the one to three kinds of

432
00:41:59.639 --> 00:42:05.760
power are two power, which is
two, and then that's the fact that

433
00:42:05.840 --> 00:42:10.119
there are three kinds of power make
it three, and those three things will

434
00:42:10.199 --> 00:42:20.199
create everything else. So all relationships
that make everything else go around are contained

435
00:42:20.800 --> 00:42:29.760
in combinations of those three relationships.
So I'm sure there's some things other than

436
00:42:29.840 --> 00:42:34.599
that you'd like me to say.
Oh, yeah, yes, the color

437
00:42:34.679 --> 00:42:38.559
theory for sure. And we have
about gosh, maybe four minutes left.

438
00:42:38.920 --> 00:42:43.360
Yeah, okay, Well, the
color theory was very easy. If you

439
00:42:43.519 --> 00:42:50.639
say that purpose is the one and
it splits into three things, which are

440
00:42:51.039 --> 00:42:55.159
appreciation, influence, and control.
Well, in the world of color,

441
00:42:55.360 --> 00:43:00.039
the same thing hams. Purpose is
like white light, and it splits into

442
00:43:00.159 --> 00:43:05.880
three colors RGB, red, green, and blue. That's light, not

443
00:43:06.079 --> 00:43:13.159
paint, is there, and so
I could found that I could have matching

444
00:43:13.519 --> 00:43:20.840
colors for every one of their concepts
because we ended up with a matrix that's

445
00:43:20.880 --> 00:43:28.199
got three levels of purpose in which
is ideals, values, and then goals,

446
00:43:29.079 --> 00:43:34.760
and then we have three types of
power going along the columns of the

447
00:43:34.920 --> 00:43:39.559
left, which is appreciation, influencing, control. So we have purpose being

448
00:43:39.639 --> 00:43:45.719
made up of nine things, and
every purpose has those nine things in them,

449
00:43:46.440 --> 00:43:53.760
and those things can all be represented
accurately by a color. There So

450
00:43:54.440 --> 00:43:59.760
that comes to the last thing,
which I didn't expect to be saying to

451
00:43:59.840 --> 00:44:07.199
that is that that has also led
to the discovery of what we in systems

452
00:44:07.440 --> 00:44:12.880
be looking for forever, which is
what is the system behind all systems?

453
00:44:13.559 --> 00:44:17.480
They call it the general systems theory. Well, I don't think we've found

454
00:44:17.519 --> 00:44:22.760
the general systems theory. I don't
think anyone will. But we have found

455
00:44:22.000 --> 00:44:28.119
a system of all systems and all
of that in the last couple of weeks.

456
00:44:28.360 --> 00:44:35.199
But it's based on those simple things. Three levels of purpose, ideals,

457
00:44:35.599 --> 00:44:42.440
values, and goals. With three
levels of purpose appreciation, infos and

458
00:44:42.519 --> 00:44:49.440
control give you all the factors that
you need to understand, evaluate and design

459
00:44:49.679 --> 00:44:52.719
anything that is remarkable. And then
add that here you are working on a

460
00:44:52.760 --> 00:45:00.800
periodic table of living system elements.
Yes, is the other thing was Then

461
00:45:00.960 --> 00:45:07.760
once you have those nine things,
they are the order and everyone got those

462
00:45:07.840 --> 00:45:14.280
things inside them, but they come
out in a different order. Like not

463
00:45:14.480 --> 00:45:21.119
everyone moves from appreciation towards control or
from ideas to values. They're all mixed

464
00:45:21.199 --> 00:45:25.440
up in different orders. And so
if you count how many possible orderings there

465
00:45:25.559 --> 00:45:30.880
are of nine things, it's three
hundred and sixty two thousand, eight hundred

466
00:45:30.880 --> 00:45:37.199
and eighty That means it's enough for
ever a different one for everyone, So

467
00:45:37.360 --> 00:45:45.880
we all have our own ordering,
but of the same things. So one

468
00:45:45.960 --> 00:45:49.599
of the messages for it all is
that we have to deal with the whole

469
00:45:49.880 --> 00:45:53.880
pers that's all nine, not just
the one and two we like. It's

470
00:45:53.960 --> 00:46:00.079
the ones we don't like as well, are not necessarily equally important, but

471
00:46:00.360 --> 00:46:05.199
have to be dealt with equally in
the sense that you've got to do them

472
00:46:05.480 --> 00:46:10.519
justice. So if your best thing
is economics and your last thing is esthetics,

473
00:46:12.079 --> 00:46:17.599
you can't just throw esthetics out.
Oh it could be Apple without its

474
00:46:17.639 --> 00:46:27.239
iPhone, you know, And so
you know that's where we are now is

475
00:46:28.079 --> 00:46:30.840
and doctor Smith, this has been
beautiful. We've come to the end already.

476
00:46:30.880 --> 00:46:32.400
So this is what you've done,
is you've narrated your journey and helped

477
00:46:32.480 --> 00:46:36.880
us get to understand how it is
that you were righted this model after decades

478
00:46:36.920 --> 00:46:40.000
of work. It's amazing. In
the last say thirty seconds, what would

479
00:46:40.000 --> 00:46:47.199
you like to leave our listeners with
our viewers with? I think it's basically

480
00:46:47.639 --> 00:46:53.920
a simple one census method. So
in everything you do, try to balance

481
00:46:55.119 --> 00:47:05.320
appreciation, influence and control us.
It's one thing to attend to your ideals,

482
00:47:05.480 --> 00:47:09.280
values and goals. But where we
actually go wrong is as we go

483
00:47:09.519 --> 00:47:15.559
through those we kind of get either
feel very powerful or not powerful, but

484
00:47:15.719 --> 00:47:21.800
we get out of kilter with power
and thinking of appreciation, influence and control

485
00:47:22.199 --> 00:47:27.800
is thinking about the whole of power. The whole of power is appreciation,

486
00:47:28.519 --> 00:47:35.760
control, but it's manifests totally differently. But if you learn how those three

487
00:47:36.480 --> 00:47:43.039
are manifest and then you get the
habit of checking out with each of them

488
00:47:43.159 --> 00:47:46.320
when you're doingnything, you may be
a control and prefare control, but unless

489
00:47:46.400 --> 00:47:51.639
you practice appreciation as well, you
will not be successful with your control.

490
00:47:52.480 --> 00:47:57.480
So that's the message. So in
everything you do, balance the use of

491
00:47:57.920 --> 00:48:04.039
appreciation, influence, and wonderful Bill, thank you very much. What a

492
00:48:04.159 --> 00:48:06.920
beautiful man, beautiful mind, beautiful
heart. I'm so happy to share you

493
00:48:07.000 --> 00:48:09.840
with my listeners and viewers and elevate
their consciousness with your thinking and contribution.

494
00:48:10.000 --> 00:48:15.559
Thank you for being on the show. Okay, and thank you so welcome

495
00:48:15.119 --> 00:48:20.199
listens. Listeners. Absolutely, if
you want to learn more about this remarkable

496
00:48:20.239 --> 00:48:22.400
man in his work, it's really
quite profound. I promise you I've been

497
00:48:22.440 --> 00:48:24.480
studying it. It's quite profound.
I want you to check it out.

498
00:48:24.880 --> 00:48:30.159
If you go to his website,
it's odii dot com, so for four

499
00:48:30.239 --> 00:48:35.960
letters odii dot com. Check out
his books, his articles, give it

500
00:48:36.039 --> 00:48:37.840
a read. Look at his color
theory as well. It's quite fascinating.

501
00:48:38.519 --> 00:48:42.760
And thanks again to our partnering sponsor
work Proud, which helps companies build a

502
00:48:42.760 --> 00:48:45.800
platform where your workforce receives meaningful feedback
and thanks for their work from people across

503
00:48:45.840 --> 00:48:49.840
your company. Last week, you
missed the live show you know, catch

504
00:48:49.880 --> 00:48:52.719
it recorded podcast. We were on
there with Cindy Teisinger, the founder and

505
00:48:52.840 --> 00:48:57.440
chief Culture Officer of Regenerus, which
is a woman owned, woman led,

506
00:48:57.559 --> 00:49:01.559
heart centered and science based social impactity. Truly irrivating. An inspiring conversation of

507
00:49:01.719 --> 00:49:06.280
just how much difference business can do
in the world, especially when its operations

508
00:49:06.320 --> 00:49:10.000
are architected with purpose and consciousness,
consciousness and capitalism in mind, conscious capitalism.

509
00:49:10.039 --> 00:49:13.559
Excuse me. Next week be on
the air with Lisa Gables. She's

510
00:49:13.599 --> 00:49:15.719
the author of Turnaround, How to
Change Course when Things Are Going South.

511
00:49:16.000 --> 00:49:20.639
A perfect conversation for companies and leaders
who need to change course and how they

512
00:49:20.679 --> 00:49:22.239
can do so. See you there. Remember that works at least a third

513
00:49:22.239 --> 00:49:30.480
of our life, so Let's work
on Purpose. We hope you've enjoyed this

514
00:49:30.559 --> 00:49:35.840
week's program. Be sure to tune
in to Working on Purpose, featuring your

515
00:49:35.880 --> 00:49:39.480
host, doctor Elise Cortes, each
week on the Voice America Empowerment Channel.

516
00:49:40.159 --> 00:49:47.280
Together, we'll create a world where
business operates conscientiously, leadership inspires impassioned performance,

517
00:49:47.719 --> 00:49:52.599
and employees are fulfilled in work that
provides the meaning and purpose. They

518
00:49:52.800 --> 00:50:14.079
crave see you there. Let's work
on purpose to believe me.