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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”

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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