Success Engine (Reinforcing)
Interpreted by Adam Chan

There are numerous models and theories that emphasize on the recipe to success. Which one will work? It is a question of skill, knowledge or attitude? The most common reply is probably a blend of the three. That sounds like a safe response or just a motherhood statement? In theory, if all contributing factors are being observed and practiced, success would be eminent, isn’t it? Does that sound a little motherhood? What is oblivious to most is the fact that humans have channel capacity. Simply phrased; we are not capable of observing and practicing all the contributing factors. So would success still be eminent? Perhaps it would make better sense we could focus on the key factors that possessed strong links and cross augmentation to the others, so much so when the few key factors are achieved, the rest will fall into place as well. Now, is that too good to be truth? Do you subscribe to “Less Is More”? The conventional cautious mentality possessed by most people will not. Let’s examine the “Success Engine (reinforcing)” model to uncover the myth of “less is more”.

The Model

The model centers on the word quality. The diagram below shows the four constituents that made up the model. The block arrows formed a loop in which the constituents are related to each other. Interdependent as they of one another, they also reinforce each other in an infinite loop.

In brief, with quality relationships among team members, it will augment our quality of thinking. When our thinking is of quality, it will lead to quality actions during execution. Without a doubt, quality results will be inevitable. The loop competes when quality results are achieved, the interpersonal relationship gets enhanced.

What if we have to force rank the four constituents? Which one will come out on top? Not conclusive but very common, the quality of relationship will. Is this related to “Less Is More”

More than often, we will wish to focus on the four constituents to achieve perfection. However, perfection is a mirage. Reaching the perfect spot will never happen. Earlier, channel capacity was mentioned; it is the inherent limitations of humans. E.g. there are only 7 numbers in our telephone numbers. It is not limited by technology but rather by humans. Research has shown humans’ inability to properly recall number sets containing more than 7 random numbers. Henceforth, telephone numbers started with just 7 numbers. Likewise, we will not be able to focus on all four constituents simultaneously. One may argue that there only four constituents and it is not too heavy for humans to look into. In reality, relating to the four major constituents, there are plenty more sub-factors from each constituent to consider.

So how would focusing on relationships bring about cross augmentation to the other three constituents? Although not backed by empirical data, there numerous anecdotes to convince many skeptics. The Maslow Hierarchy of Needs, a five-stage model illustrates humans’ enduring desire to seek for basic needs like food, shelter, air, etc. progressively to some higher order needs like self-esteem, creativity, self-actualization, etc. Cutting through all the five stages, the impetus for the search is to obtain a state of cognitive equilibrium that is extraverted in the form of happiness and peace.

What can bring give us happiness and peace? From the pragmatic school, it would be from abundance of material wealth, absolute authority, prominent social status, awards and accolades, etc. that will give us happiness and peace. However, there are many anecdotes to show us otherwise.

Lifeless materials offer us temporary happiness and peace; unlike humans who can offer much more. No man is an island, this notion depicts we seek to build connections between people to people which is all about building relationships. In order for a family, an organization, a sport team, an expedition team, etc. to succeed in achieving their common goals is to foster quality relationships. Weak or hostile relationships breed negative energy among team members which is usually subterranean. These are intangible obstacles that will block or inhibit the communication flow rate between members. With frequent destructive communications, the connections between team members soon turn into gaps even taking opposite stance. The progression of towards their common goals will be shackled by this subterranean negative energy. Not much progression to discuss about, merely damage control measures as interventions.

Making reference to Bruce Tuckman’s team developmental model, the team if shackled by such energy is known to be at the Storming stage. For any upward progression to take place, the team would have to build up their intra-team relationships. We shall not discuss on how to turn this negative energy into positive ones. The key emphasis is the belief of focusing on Less to achieve More. Most people will find it unusual because they will feel insecure to leave things to chances. However, believing in “Less is More” is not leaving things to chances rather to obtain the accurate and correct approaches. Placing weight on building quality relationships will lead to positive thinking which is an indication of quality thinking. A positive mind will translate to quality actions. Executing quality actions will assuredly achieve quality results. In turn, the quality results will reinforce the belief of building quality actions. The loop continues……

Supporting Web Links

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