Reverse engineering people

Many of us know how complex systems include other systems, not necessarily less complicated, which in turn get granulated in system elements, components and other configuration items.
Another thing that’s quite known and worked upon is that the majority of these parts serve internal and external interfaces, impacting one another.
Hence, I like calling a system, an impact distribution.

Now, one of the elements which are almost never missing from a system’s configuration is the Human Element. And yet people are the most underrated parts when it comes to systems being designed, ironically so, by people alike.
And such a conclusion made me turn towards the knowledge of coaching and human’s psychology, in an attempt to enable and streamline the communication in engineering.

Not long after, I’ve realized that the way people create something reflects their mindset, their very way of being with themselves and among others.
Having said that, human’s creation is as limited as it is the way of being of its creator, be it an individual or a collective one.

The Man (read generally human being), is the most complex existing (or should I say known to exist) system. Though, people have the most unexplored, uncertain and susceptible to errors interfaces of them all, be it intra or inter systems.

One of the basic problems of the world as a large scale system is being made of unique systems, capable each of governing themselves, of targeting interfaces, internal and external altogether.
Yet, Human’s paradox as a system, is being aware of one’s capability of creating interfaces with others, but not understanding why one cannot put all of them to work whenever and however.
And this, I’ve found, it’s a problem with multiple keys, one of which I choose to work upon from this point on – communication.

“How great is that”, someone told, “helping people develop communication skills!”.
Well, communication skills, in my world, tend to be something not actually desirable, often equated to «capability of controlling the discussion with those in front of us».
My take is rather on – let’s learn to “control” = “research” = “know ourselves” and then step into a conversation from that place only.

People’s interfaces are often illustrated by the real collaboration between them. How well these links are defined shows us how strong the intention for collaboration was, while how well they’ve been implemented shows the level of collaboration actually performed.

By achieving self awareness you resign craving external acceptance, ‘cause you have realized you’ve been your worthiest opponent, one you have now turned into your ally. And while that might sound like self-sufficiency, counterintuitive as it is, it’s actually the shortest road to curiosity, to unlocking your genuine interest in others, the make or break ingredient of our relationships, the foundation of anything we plan doing.

And that’s what I’ve set out doing with my people.