In The Third Industrial Revolution (IR#3), businesspeople fulfilled their intentions to make enough money to “earn a living” by drifting aimlessly, or without strategic commitments, until they were old enough to retire. Then, they collected a pension that included lifetime healthcare.
In The Fourth Industrial Revolution (IR#4), businesspeople who drift aimlessly cannot make enough money to qualify as earning a living. The amount they earn isn’t enough to enable them to also save enough to avoid running out of money during their old age.
This begs the question, “If aimless drift throughout one’s career no longer works in IR#4, what does work to enable businesspeople to fulfill their financial, career and business intentions to survive, be free to adapt to changing circumstances, and live a good life with their spouse until they are at least 90 years old?”
The answer is “strategic coherence”.
What is “strategic coherence”?
Strategic coherence is the way actions performed in a sequence — such as designing offers, making offers, having offers accepted, and then producing a high enough income — hold together mechanically to produce an intended outcome, objective or result. Therefore, it is essential for ambitious businesspeople to always know how and why their strategies are coherent, and what to do, or how to recover, when strategic coherence is broken.
Declines of offers, practices, narratives or strategies, for instance, always interrupt the strategic coherence of businesspeople’s actions to some degree. They interrupt intentions to produce outcomes, objectives or results.
To produce and maintain strategic coherence, therefore, businesspeople need to accept declines.
What is a decline?
A decline is a commitment not to accept an offer, fulfill a request, establish a future obligation or do what is required. It is an action, and not a non-action that doesn’t really count. And like all actions, declines produce consequences that trigger mechanisms affecting practical outcomes like taking care of human, career and business concerns and situations.
To decline is to act to produce a consequence for oneself and for the person whose move to generate action is declined.
To “accept” a decline means to receive, admit, take or allow a decline to exist without protest or denial of consequences. It does not mean giving up on changing a person’s mind.
A decline can be moved on from, declined or countered. If any of these actions are performed as part of a plan of action, or strategically, rather than as a task, then we say a decline has been “accepted”.
“Accepting a decline” is always a move to walk away from the decline (at least for the moment), counter the decline, or decline (the decline). It uses fundamental principles to produce power or leverage whenever possible, and it always seeks to avoid threats, fulfill obligations and open future opportunities to accumulate knowledge and power.
Accepting declines effectively has nothing to do with harming the person who declines, being “right” or dominating anyone. Accepting declines has everything to do with taking care of concerns. The most powerful posture when accepting a decline is one of resolution to fulfill one’s ambition and indifference to producing consequences for the person declining.
There is no rule book. There is only producing action when a decline has been made that maintains strategic coherence and enables accumulation of knowledge and power required to fulfill personal ambitions and business missions.
Your ability to accept declines effectively, strategically and competitively is an essential tactic for maintaining strategic coherence in order to fulfill your financial, career and business intentions.
The Aji Network Blog is intended to introduce ambitious businesspeople to “strategic knowledge” and skills needed to earn a living in IR#4.
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