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Lesson #3: “You must get the old furniture of what you know, think, and believe out before anything new can get in”

Dee Hock Quote


Article Overview: “The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out,” Hock once said. “Every mind is a room packed with archaic furniture. You must get the old furniture of what you know, think, and believe out before anything new can get in. Make an empty space in any corner of your mind, and creativity will instantly fill it.”

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Lesson #3: “You must get the old furniture of what you know, think, and believe out before anything new can get in”

“The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out,” Hock once said. “Every mind is a room packed with archaic furniture. You must get the old furniture of what you know, think, and believe out before anything new can get in. Make an empty space in any corner of your mind, and creativity will instantly fill it.”

More than being a businessman, Hock considered himself a theorist. He enjoyed playing with ideas more than spreadsheets, with concepts more than numbers. Despite a successful career in the financial industry, Hock was also an active theorist, spending his free time developing new forms of social and business organization. In fact, most of his time was spent around the concept of chaordic organizations, a hybrid term he coined that joined the words chaotic and ordered. It was this kind of organization, one that was neither controlled nor anarchic, that fascinated Hock.

When speaking in front of a live audience, Hock often asks them the same question.

“How many of you recognize this?” he asks as he holds out his own VISA card.

Typically, every hand in the room will go up. After all, in today’s modern age, who has not heard of VISA let alone own a card?

“Now,” says Hock, “how many of you can tell me who owns it, where it’s headquartered, how it’s governed, or where to buy shares?”

This time, no hands go up. Nobody knows the answer to any of the questions. But according to Hock, that is a good thing.

“The better an organization is, the less obvious it is,” he says. “In VISA, we tried to create an invisible organization and keep it that way. It’s the results, not the structure or management that should be apparent.”

VISA’s success is due to its chaordic structure, believes Hock.

“Principally, a chaordic organization is a self-organizing and self-evolving entity, which ends up looking more like a neural network (like the Internet) than a hierarchically-organized bureaucracy in which decision-making power is centralized at the top and trickles down through a series of well-regulated departments and managers,” he says. “Chaordic organizations do not fear change or innovation. They are, by their very nature, supremely adaptive. They also tend to be inclusive, multicentric, and distributive and, ultimately, strongly cohesive due to their unshakable focus on common purpose and core principles.

“To add to the definition a little more, chaordic simply describes the behaviour of any self-governing organism or system that harmoniously blends what were previously conceived to be opposites, such as chaos and order or cooperation and competition. But most importantly, this is a way of thinking. And in fact, everything I could say about it, you already know. It's already there because you are chaordically organized. It's the way nature has been organizing things since the beginning of time, including you - your brain, your immune system - and every living thing. So in terms of a chaordic commercial, political, or social organization, the question becomes: Can you evoke it, or bring it into being?”

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Article Tags: creativity, empty space, hock, lesson 3, old furniture



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