Schlagwort-Archive: Metaphor

The reticle – the ideal metaphor for aiming

Achieving or hitting a goal is difficult without an appropriate aiming device. It is not enough to be able to recognize and target a destination. It is also necessary to align with the existing conditions. When shooting over a long distance, this includes considering distance and crosswinds. At long range, a projectile is pulled downwards by gravity and possible down winds. At the same time, crosswinds cause the missile to be pushed to the side. Experienced shooters take the recognizable influences into account – as far as possible in advance and in any case based on the observation of the outcome. The shot is then readjusted accordingly. In business life, too, responsible people should not act without aiming.

The considerable aspects are similar for firing a cannon and in business.

  • Clear view
    In the interest of high accuracy, it is crucial to have the target in sight. Clear vision is made possible by sufficient light, low air opacity, and an appropriate magnification factor. Technical devices improve visibility additionally: e.g., night vision devices, thermal cameras, or radar equipment.
    The diverse aspects that determine business life rarely allow a clear view of the tasks – e.g., conspicuous roadblocks, clumsy division of labor, or unreasonable procedures.
    In almost all cases, an analysis of the current situation is required to reveal the weak points – e.g., evaluating the available data, interviewing staff and customers, or observing business routines.
    In those cases, the aiming devices show only a specific extract of the target area.
  • Aiming accuracy
    The reticle that enables orientation towards the target must be easily readable and hide the target only minimally. To better estimate deviations, there are the central target point and additional scales on the x- and y-axis, which enables the user to adapt to discrepancies.
    Since business activities must also cope with unexpected influences, the target devices should also allow for exact adjustment of the target – e.g., through different scenarios, actions, and participants.
    In any case, the target devices must allow exact adjustments.
  • Foreward-looking adjustment
    The further away a target is, the greater the influence on the projectile. For long-range shots, this is done by determining side effects: e.g., the distance, the target’s movement, the natural parabola of the projectile, and wind conditions. Experienced shooters use these factors to calculate a deviation from the central target point and align accordingly in the reticle.
    Also, business measures must always consider the influencing factors: e.g., limited resources, rigid processes, and IT and employee acceptance.
    In each case, unintended consequences have to be avoided by reaching the actual goal as precisely as possible.
  • Target Tracking
    The reticle not only serves to align with the target but also to observe whether the desired aim is reached. Depending on the distance, it takes time to see the effects. If the target is missed, a new target is adjusted in the reticle, and another shot is released.
    The business measures should also be tracked to readjust as soon as possible: e.g., involve additional employees and departments, extend tasks, or allocate more resources.
    It is always true that with the shot, the aiming does not end. The pursuit and adjustment of goals are essential for the achievement of objectives.

Bottom line: The reticle is a vital instrument for achieving the goals. It offers a clear view of the goal, creates the conditions for aiming accuracy, enables forward-looking adjustments and target tracking. Actions that occur without such an instrument have a low probability of hitting the target – unless somebody has so many means available that shehe can drop a burst of fire in the direction of the target, hoping that one bullet will hit it.
In the business world, initiatives need an appropriate aiming. Understanding the initial situation, including the existing influences, is crucial as the foresighted adaptation of actions to the determined conditions. Goal setting does not end with the release and start of the initiative but requires regular goal tracking, and afterward to adjust early on or set up further measures. The reticle of a riflescope is an excellent example of the tasks involved in aiming. This makes the reticle an ideal metaphor for aiming.

The boiling frog – the ideal metaphor for small changes

Everyone is happy in spring, when the sun invites to go for a walk. If you live in a climate zone that had harsh winters and a late spring, then maybe you feel climate change as improvement. If you overlook the fact that this climate shift is not getting to an end, but you are also happy about the warming, you easily fall into the trap of the boiling frog – when small changes lead to dramatic upheavals in the long term.

Not the large disruptions put us in an unwanted position, but the set of small, accumulating deviations that happen unnoticed. In order to be able to take timely countermeasures, an early warning system is needed in addition to the existing key figures, which also draws attention to small shifts. The following points can help.

  • Pay attention!
    These small modulations, which cannot be measured, only reach our subconscious. For this reason, we need to develop a sensitivity that makes us aware of it. The frog only notices the slow heating when it is too late.
    We should listen to our gut feeling that will show up in meetings with recurring little teasing’s, decreasing conversations with stakeholders or with imperceptibly fewer assignments.
  • Set priorities!
    Apathetic networking for not missing any signals, is the wrong way to deal with this creeping change. Since the thresholds must be established in our subconscious, we need a few areas to which we adjust our attention. An objective assessment of the water temperature could help the frog.
    Possible focal points are relationships with customers, suppliers, partners, the management level, colleagues, employees and above all family and friends, or developments in politics, business, society, technology and law.
  • Question the results
    Mainly, the small changes in the here and now sink unnoticed in the flood of sensual stimuli. We do not add up the many small, albeit continued increases and decreases. Our intuition does not recognize the accumulating character of many small mutations. The frog lives self-satisfied in his presence, which does not frighten him as long as the temperature increases by only 0.002°C per second.
    If you become aware of certain modifications and recognize a pattern, you should consider what it means – the continuous increases of fees; long-term small increases in consumption; slowly declining numbers of visitors.
  • Foresee the further development!
    After calculating the sum of the past experiences, we need a feeling for the further course. For this purpose, we need to perpetuate the developments out of the past into the future. Since these are preliminary assumptions, it is not enough to develop a future, but you should develop several future scenarios, which show alternative consequences. Despite his modest surroundings, we cannot expect such an abstract assumptions from the frog.
    In 1972, the Club of Rome demonstrated the limits of growth by extrapolating the measurements at the time into the future – even if, despite more evidence in the meantime, many people still doubt that global warming is happening. We also can investigate the future with simple questions: What happens, if the little teasing’s continue, if the contact to stakeholders gets lost, or if the funnel continues to shrink?
  • Initiate countermeasures!
    Since the challenges are gradually growing, only small countermeasures are required at an early stage – but they are unavoidable, if you don’t want to fatalistically surrender to the development. If the changes are big enough that the frog notices them, he will get to safety in time.
    We can refresh our relationships through regular contact or investigate, evaluate and keep in check conspicuous internal and external developments.

Bottom line: If we turn away from the noticeable, big disruptions, to the innumerable small changes, which rain down on us everywhere and at any time, then we quickly realize that not only the thunderstorm, but also the long-lasting drizzle drenches us completely. In order to be able to better assess the possible consequences of the small fluctuations, it helps to develop a personal early warning system: Observing attentively, following centers of gravity, questioning results, anticipating the future, setting up countermeasures. The metaphor of the boiling frog comprehensibly conveys the long-term trap of small changes, which turns small changes into mature difficulties.