Macro-Systems Affecting Your Organization

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This is the 57th episode of the Mind Your Noodles podcast. In this episode, we get an update on the executive education system we are building and discuss macro-systems. Sign-up for The 95 Method education and training program at Mind Your Noodles.com/training.
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Show Notes

[00:00:06]
Mind Your Noodles Podcast – Episode 57

[00:00:27]
Episode 57 – Macro-Systems Affecting Our Organizations

[00:02:13]
Training Update

[00:10:33]
Macro-System

[00:11:41]
Capitalism

[00:14:35]
Equity in Organizations

[00:15:40]
A Rising Tide Lifts All Boats

[00:18:09]
US Health Care System

 

Transcript

Tripp Babbitt: [00:00:06] Take care of the brains that take care of you with a Mind Your Noodles podcast keep you up to date on the latest neuroscience research and practices to keep your brain healthy and strategies to help your organization brain friendly.

 

Tripp Babbitt: [00:00:27] Hi. This is the Mind Your Noodles podcast. And I’m Tripp Babbitt. And this week I’m going to give you an update on the training I’m building and some of the struggles that I mentioned last week. And I think there are some things that we can learn from some of the mistakes. I’m obviously making and building these videos on training. And then I also want to get in to the broader system, which is basically what we’re a part of. And since my audience is primarily in the in the United States, it’s directed more towards the United States, but it’s applicable to other countries as well. It’s just that my mindset will be about what’s happening in the U.S. at this point. But I want to talk about some comments around this. The macro system, if you will, that all businesses are a part of and some of the changes and happenings going on in that system. So those are the two things I want to cover off this week. So let’s begin with the training update. And I mentioned last week some of the struggles I’ve had with trying to get what I call the thinking lens. So just kind of a brief update or a brief review. When I first started building the training, I have what? Out there six videos now is a preview that anybody can listen to. And then one of those previews, the sixth preview video is kind of starts to get into the how I go about the training.

 

Tripp Babbitt: [00:02:13] So the first thing that you cover is a system assessment. What does your system look like? And starting with what I call the customer lines. So if a customer comes into contact with your organization, what do they see? What are what’s their interactions with your organization? And there’s a whole series of exercises and things you go through in order to get a picture of what the customer is, in essence, seeing. Then the second thing is the thinking lens, which is the part that I’ve struggled with. I, I don’t struggle with with it when I’m with a client because I’ve kind of got the knowledge of 25 plus years looking at different organizations. So, you know, I see things almost immediately that organizations are it’s very tough for an organization to see itself just as an individual. You only get feedback from others. And because I’ve been into a lot of organizations, I see things that organizations can’t.

 

Tripp Babbitt: [00:03:12] Now used to be pretty forward with what I saw with people. Some people appreciated that and others don’t appreciate that. And that’s why I’ve built the system.

 

Tripp Babbitt: [00:03:24] And if you’ll listen to those first six videos, especially the first one I walked through, what became very tough for me was a situation with a bank that I was working well. So you can download that for free.

 

Tripp Babbitt: [00:03:42] So anyway, as I started to get into this thinking lens and so we have the customer lens, we’ve got the thinking lens. So why do we do what we do in our organization and the thinking lens? I talk in terms of theories at work. So if I go back to last week’s episode of Talk About Experimentation, everything that we do within an organization is in essence a theory. It’s a way of doing things based off of what we learn, maybe in school, maybe what other organizations do or what just existed in that organization when we first started. And so they’re theories and it’s it’s taking this thinking lens and be nonjudgmental. And this has been one of the difficult parts of recording these videos is it’s not very easy to not be judgmental about something in an organization.

 

Tripp Babbitt: [00:04:38] So it’s trying to maybe overly so. And maybe I should just state that that, you know, try not to be judgmental, but we all are judgmental about things. And so in developing this thinking lens, we need to understand what those theories at work are, be as nonjudgmental as possible. And understand that there are other ways of thinking about how we do things, and so one of those struggles that I have with the thinking lens is it’s like when people explain the try and brain that I’ve talked about in previous episodes, which is the three parts of the brain, the reptilian brain, the mammalian brain and the neocortex, and they all there’s this impression that’s been perpetuated over time that these are three separate things that kind of you know, you started with your reptilian brain and then later came this mammalian brain that wrapped around it. Well, it’s not the way our brain actually works, but it’s a way of explaining things that makes it easier for people to understand. So. It’s this interconnectedness of the brain that makes it so fascinating and also very stupefying. My perspective is that we have this brain that’s so interconnected that one part of your brain does not run a particular action by itself. There’s multiple connections going on within our brain. And so why is this important? Well, the same thing with our thinking lens as it’s interconnected also. So in other words, it’s very difficult. I find myself with this try and brain type of mentality of trying to separate out the different portions to explain them. From a thinking standpoint. So one of the qualifiers I’m just gonna have to put in there is, you know, everything’s interconnected.

 

Tripp Babbitt: [00:06:41] I can’t talk about control without talking about rewards. I can’t talk about rewards without talking about control. And I can’t talk about those two things without talking about structure. So I’ve tried to break it out and to generally maybe oversimplified components that I can use for the training to start to be able to get people to wrap their head around why the organization or what thinking lends how it was built. What’s in your organization and kind of take you from this. I mean, nobody thinks about a thinking lands. I don’t believe on why their organization has structured the way that it is or why you do things the way that you do within an organization. But I also believe that that is one of your biggest leverage points.

 

Tripp Babbitt: [00:07:34] You know, people are trying to do process improvement and things of that sort. And I did those things for for many, many years. But that isn’t where the the biggest gains come from. The biggest gains you’re going to get, the biggest leverage point in every organization is how you think about things and whether you’re challenging that thinking and looking for different ways to to think. And new theories that you need to come up with to challenge the existing theories at work within your organization. And so this is what the opportunity is. This is where you get huge amounts of innovation because it set you on a different plane than Oregon, than other organizations.

 

Tripp Babbitt: [00:08:16] And I’ve not seen any organization think in that particular way as it as a whole. There are some that do a lot better than others. Some have had past people in their organization that have been able propel it. I take Steven Jobs as one of those people who are able to kind of see the future. And I think we perpetuate in our organizations this guru type mentality around people like a Steven job saying, well, wait for the next great Steven jobs to come, but we’re not tapping into to the hundreds in some cases of people with within an organization that have these great ideas. And we’re not helping raise their level in order to move us forward in an organization. So my struggle with the shrinking.

 

Tripp Babbitt: [00:09:14] Getting back to the thinking lens is getting this land simplified to the point where you can kind of begin to take some actions with it, but at the same time understand that they are not separate pieces. And this gets back to our systems thinking. So I like I said last week, I started to pull the trigger. I didn’t like I went back. I revamped some things, but I’m going to boil it down to four or five things where you can begin in an organization to understand your thinking lands and that there are nuances within organizations that are unique to a specific organization that aren’t the same to others.

 

Tripp Babbitt: [00:09:57] And that’s just the nature of systems. All systems are different. That’s why we can’t copy things from one organization to another, is because the systems are different, the people are different, the processes are different. And I’m always amazed when I see a new CEO or new executive, an organization say, well, I worked in this organization, I worked great for me. Well, it worked great for you in that system. This is a different system. So making the assumption that what worked in a different system is going to work in the one you are now is pretty far fetched.And you have to take a mindset of experimentation with that.

 

Tripp Babbitt: [00:10:33] So this leads me to this week talking about the broader system in which we operate and in the U.S. and as I mentioned in the intro. I want to focus on more on the U.S. because I’m more familiar with it, I’ve traveled to Europe, I’ve seen the things that they do. I think there’s a whole series of obstacles associated with the way that governments are run in Europe. Same thing with Asia. There’s some some limit limiting portions for the way that those governments are run. I’m not going to get into. But but when we look at the broader system, the the macro system, if you will, that organizations are a part of. You start to see a lot of things going on in the U.S. right now. And one thing that’s got a lot of press, even during the times of the Corona virus and before is the is income inequality. And some of the things associated with that. And this is a this is a real problem. And a lot of people are blaming capitalism.

 

Tripp Babbitt: [00:11:41] I’m not in that particular boat. I think that capitalism does a lot of really good things, but it has to change. And so I want to talk about that because we’re operating in to this broader system that runs are our mindsets and in essence, our thinking lens that we have. And one of those things, as I mentioned, is income inequality. And to me, it’s inefficient. It’s ineffective when we have income inequality going on with organizations in our macro systems and in our thinking the way that we go about. And I’m kind of in the camp of when I listen to people that are more publicly talking about these things of. I agree. A lot of the things that Mark Cuban is saying about having compassionate capitalism, I think is the word that he uses. And I’ll actually put a link to a video that that would be interesting, I think, for people to listen to.

 

Tripp Babbitt: [00:12:48] But he you know, he is actually for a fifteen dollar an hour kind of minimum wage.I don’t know if that’s an answer or not. I do believe that it’s inefficient to have all these safety nets run by government bureaucracies that are both inefficient and ineffective in provisioning services within our organization.

 

Tripp Babbitt: [00:13:14] And so when you look at all these programs, whether it’s, you know, TANF, Temporary Assistance for Needy Families or food programs or food banks, even though those aren’t necessarily part of government, it just makes sense to me that there ought to be a way to get wages to people and that we ought to be experimenting with different ways.

 

Tripp Babbitt: [00:13:39] So we don’t have to have all these bureaucracies out there.And people are making money that will allow them to liveĀ  so they won’t need some of these things that are inefficiently and ineffectively provisioned to them.

 

Tripp Babbitt: [00:13:59] So these are you know, you’re going to get my opinion in this and maybe disagree and that that’s fine.

 

Tripp Babbitt: [00:14:04] But regardless if these are the series that are at work today, and I just think that some of the old theories need be challenge. Now, Andrew Yang had some interesting ideas about that. I don’t know whether they would work or not, but they’re theories and this is the same thing within our organizations, that we have to take these theories and and, you know, play them out and see.

 

Tripp Babbitt: [00:14:26] Do they actually work? Do are we able to more efficiently take care of people. Now, going back to Mark Cuban.

 

Tripp Babbitt: [00:14:35] I like the whole idea of having people within the organization, an organization, have equity in the company so that when the company benefits, that everyone within the company benefits. And Mark Cuban kind of takes this attitude. If you listen to the link that I have or you just listen to him in general, he’ll talk about when he had, I believe, those broadcasts dot com was the company sold four billion dollars or billions of dollars or whatever the amount was. And, you know, he said that 300 of the 330 employees that he had within his organization, you know, instantly became millionaires when they sold the company. And so everybody benefited from that. And I like this particular theory, if you will, in that people can benefit more holistically and by virtue of benefiting. It raises the level.

 

Tripp Babbitt: [00:15:40] And I think that, you know, I hear hear the term that a rising tide lifts all boats. But it was a time people have seemed to use that in terms of the stock market. But when fifty five percent of the people within the US own stocks. It means 45 percent are being left out. And I think that we need to take that rising tide lifts all boats when we start to look at some of this income inequality. And that needs to come more from raising the bottom, if you will.

 

Tripp Babbitt: [00:16:17] And shifting the curve, I think, is a better term, and that is that there’s always gonna be people at the top and it’s always gonna be people at the bottom. But the whole curve needs to be shifted. So it shouldn’t just you know, we all benefit from us that are in the curve because they are not using inefficient services or ineffective services from government. They have what they need in order to do it. Now, there are going to be people are going to be government dependent, you know, because of the disabilities or any of a number of things.

 

Tripp Babbitt: [00:16:49] But we ought to look for ways to provide, especially for people, you know, working a job that they’re getting income where they don’t have to go back to the government.

 

Tripp Babbitt: [00:17:03] And so there is corporate welfare to hopefully we would be able to and something like that. But these are some of the inefficiencies of capitalism.

 

Tripp Babbitt: [00:17:11] And you can listen to Mark Cuban’s thinks he definitely believes as far as the corona virus, that capitalism is what’s going to bring us out of it. And there are some things within the US that were like I said, capitalism is is not very effective. And I think it would be safe to say that we don’t really have a pure capitalist economy or philosophy.

 

Tripp Babbitt: [00:17:40] We’re kind of a mixed economy where we have a combination of some socialism, things like, you know, your firefighters and nure or police, you know, have socialist elements associated with them.

 

Tripp Babbitt: [00:17:56] And then other things that are more capitalistic in nature. But capitalism, which frees the innovation, frees our ability to want to to have something better.

 

Tripp Babbitt: [00:18:09] Mark Cuban basically says says the same thing. The other thing that I think is holding organizations back and this is an interesting one, and I think people need to think about the theories that we have in work today as the health care system. Russell, a cough who I’ve read quite a bit. He’s just one of the original synthetic thinkers looking at systems.

 

Tripp Babbitt: [00:18:40] You know, with with an organization said basically, you know, the health care system, the United States is not a health care system. It is a sickness and disability care system. So we’re not doing enough preventative types of things that, you know, prevent cancer or prevent illness of sort.That we’re kind of reacting as a whole within the health care system.

 

Tripp Babbitt: [00:19:05] And I know this is a system and a cop’s view. You know, no, single payer is not quite.

 

Tripp Babbitt: [00:19:13] It keeps the existing system in place. The whole system needs an overhaul.

 

Tripp Babbitt: [00:19:20] So we need new theories assisted with how we deliver health care in the United States. And we need to be able to look at new theories.

 

Tripp Babbitt: [00:19:33] And you think about it. You know, each individual company has to deal with health care. There are some inefficiencies there, too. So my belief is, is that there’s there’s something out there. Now, Mark Cuban in an interview actually searching for hopefully I’ll find the link. If so, I’ll put it in the show.

 

Tripp Babbitt: [00:19:52] Notes talked in terms of our health care system being something that, you know, if you lose the genetic lottery or just. Get unlucky. Say you get hit by a car or something like that, that there ought to be a backstop for those people. And to me, I, I have to agree that people shouldn’t be going bankrupt because of their book, because they lost the lottery, the genetic lottery or something like that. That seems to be the way we’ve got this system set up. We’ve got literally tens of thousands of people that go bankrupt every year. In fact, the numbers are 530000 families turned to bankruptcy reps each year because of medical issues and bills. And you know that, that this shouldn’t be in this particular country.

 

Tripp Babbitt: [00:20:53] So I think there’s new theories that need to come out.

 

Tripp Babbitt: [00:20:56] I’m not necessarily for a single payer system, but I’m open to whatever actually works. And I think that if we look at Russell, a cough, we looked at health care and the system basically saying, does it make any sense to have single payer if you still got a bad system? It’s still a bad system. And people argue that I get it. They think we have one of the greatest health care systems in the world. And you hear that quite often. But there’s something wrong. We have 530000 families turning to bankruptcy every year and there’s something wrong. We’re not addressing kind of the proactive components of it. So I think that this is a system that needs overhaul. I don’t know how to even go about it. I’ve got some ideas for theories on that. These are some of the things that companies have to wrestle with because of fairness and things of that sort. And so these are the same things. You know, we.

 

Tripp Babbitt: [00:21:55] There are a lot of things in our country, in the US that trigger are our brains in a negative way because we think there that there’s income inequality.

 

Tripp Babbitt: [00:22:10] This gets to the basic fairness of our society as a whole.

 

Tripp Babbitt: [00:22:16] And, you know, what are we doing in order to mitigate that? And we’re making some progress. I think over the years we’ve. You know, made changes that I think have improved it, but there’s a long ways to go, but no, I don’t believe that socialist pure socialism and I don’t know that there’s any country that does pure socialism, but is an answer. And I I’m with Mark Cuban at least on that opinion that the U.S. will be pulled out of this because of innovation and entrepreneurs and capitalism. But it just needs to look at different than it does today so that we quit leaving people behind.

 

Tripp Babbitt: [00:23:07] So that’s what I wanted to talk about this week, was kind of the broader systems that we’re in. And the same lens is we talked about looking at the coronavirus. We look at society in general about being fair and, you know, having a clear future. And it’s all pretty murky at this point. But I do believe optimistic enough that will start to come up with new theories or we’ll start to find things that work better than the existing systems and that the change will start to come. Some of it will be evolutionary and some of it will be revolutionary in the way we go about it. The just for the most part, I’ve seen revolutionary types of change happen and have lots of negative consequences because somebody believes their theory is better than anybody else and then they go with it and then they, in essence, wind up with a big mess. So I probably needs a combination of both. I think there’s dissatisfaction with some of the things that are happening within our society today.

 

Tripp Babbitt: [00:24:14] And for those of you interested in working on those types of things, I wish you Godspeed and good luck in doing so.

 

Tripp Babbitt: [00:24:26] If you are an existing executive looking for new ideas or a refresh or a new executive trying to understand a new organization or an aspiring executive looking for a leg up on other people, that you’re competing for an executive position, the ninety five method provides executive education that can apply by studying your own organization. We’ll give you the necessary skills not taught at universities in synthetic thinking, neuroscience, executive data analytics, decision making innovation and a customer in organizational structure. You can get. A preview of the training right now at Mind Your Noodles dot com forward slash free or at the ninety five metho dot com forward slash free. This was a limited time offer. Before we start to offer the executive education for a an investment that is undetermined at this point.

 

 

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