I learned this a number of years ago from operating a small business. I didn’t grow up as a manager. When I was forced into it to grow my company past one employee, I never could figure out why it was so difficult to get anyone to do things “right”. Eventually I realized that people weren’t doing the “right” thing because their “right” and my “right” were two different things. And it all clicked. It wasn’t that they were bad employees but rather that they had different values.

If I believed in efficiency and effectiveness and one of my employees believed in product quality, we’re going to approach the same situation in different ways. I may be willing to settle for a product that has more defects because fixing those defects would not be an efficient and effective use of resources. My employee, in the same situation, may commit significantly more resources than I would to the problem because a high quality product is the goal.

When I first realized that clashes in values were the culprit of undesirable decision making, I tried to solve it in the most obvious way: make others accept and profess my values. Well darn it, that just doesn’t work. Forcing my values on others never has a happy ending.

Values are abstract. They’re one step removed from action. Values help determine action but there is a step in the conversion process that often gets lost. Why did that employee spend three days fixing a product defect that only effects 1% of our customers? Because product quality is his number one value. This example of the conversion of values to actions is missing one key component: the objective. Values applied to an objective create action.

The objective is often left unspoken. When the objective is unspoken, the assumed objective is, “Do the right thing.” This is a trap. An objective of doing the right thing is the same as having no objective at all. It’s left up to the discretion of the individual(s) involved and the more people involved, the more objectives there will be.

“We should save the whales.”

“No, we should kill the whales to feed the children.”

Whose way is right? The problem is that there is no shared objective and so the implied objective is the finicky, “Do the right thing.” Both actions are correct with the implied objective.

A better approach is to nail down the objective first. Before talking about values, the “right” way to do things, or what “should” be done, define the common goal. This removes the implied goal of doing the right thing and allows each individual to contribute to the goal in a way that adheres to their own value system.

Nothing gets done in a group without a singular commitment to a shared objective. If you are a member of a group that is running around in circles, debating the “right” way to do things, you can help everyone involved by becoming the champion for defining the goal.

***

My thoughts on this subject derive primarily from the article Managing for Breakthroughs in Productivity (cached version) by Allan Scherr which states that creating an environment conducive for innovation requires only two ingredients: 1) a singular commitment to an objective and 2) an aggressive, historically improbable deadline.

Take religion for example. Either you don’t care or you believe your way is the right way. Sure, you may be accepting of other people and their unenlightened beliefs but you know that their life would be much more enriched if they’d discover the real truth, the truth you’ve found.

For any given subject there are two types of people. 1) Those who don’t care and 2) those who believe their way is the best. (Sure there are probably people out there who know their way is not the best but, if they have any amount of initiative, they’ll eventually figure out a better way or just set up camp with the “don’t cares.”)

Within the faction of people who believe their way is the best, there are those who are correct and there those who are not. The question is, how can one tell who the person is who truly knows the best way? And for the person who knows the best way but feels pitted against a majority of well-intentioned yet incorrect alternate theories, what is the person to do?

I’d love to find an answer to these questions but can one be found? Maybe this is simply part of the human condition.

There was one purpose which I shared with no one except my wife:

There are so many successful individuals who fully endorse subjective reality and so many books written that guarantee the principles. I had to try it for myself. I determined that there was no better way to test the theory than embracing it wholeheartedly. I dove in head first.

Dive head first into an empty pool and you will get hurt. Luckily there was enough water in this pool to break my fall. I only received minor injuries.

I’m not going to write article after article of why I believe the idea of subjective reality is false. I believe in the motto, “If you can’t say something good, don’t say anything at all.” The problem is that I’ve previously endorsed the idea of subjective reality but now believe that I was wrong to do so. I could simply remove those articles from my blog and continue on but I’d like to keep those articles as a historical reference. Instead, I’m going to write this one article to explain my change of heart.

The Practitioner’s Failure

Steve Pavlina recently posted an article that states that if the LOA isn’t working for someone, it’s because that person doesn’t truly believe. He even went as far as to say that intentions are not bound by time and that, if a person will doubt the LOA in the future, it won’t work in the present. What a great safety blanket. There is no way the LOA can ever be shown not to work because it is always the practitioner’s failure that causes it to do so.

I wanted the idea of subjective reality to be true, I really did. Who wouldn’t? Morphing our physical reality simply using our thoughts… how cool would that be? But even Steve, an avid supporter of subjective reality, posts statistics that show how poorly the idea performs. Check out the update on his Million Dollar Experiment. Of 1,169 people who are intending one million dollars to come into their life, a grand total of $4 million has manifested. That’s a dismal 0.34% success rate. Or, stated a different way, $3,421.73 per person. They can’t quit their jobs yet.

I’d expect the amount manifested to be higher simply based on misattribution and random luck! This corresponds with what I discovered for myself. When I practiced the LOA, I was less successful than before. I believe this happens because the LOA states that everything is created by the mind. Following that premise, no physical work is necessary. I simply have to think about what I want and I will have it. So, instead of making sacrifices and working hard towards my goal, I simply think about what I want and then I slack off. This makes me less successful at achieving my desires, not more.

Inconsistent Results

The LOA doesn’t work consistently. To me, inconsistency is worse than outright failure. Outright failure is easy to recognize and the failing thing can be discarded without hesitation. Something that seems to work some of the time but not all of the time is difficult to diagnose. This difficulty is magnified with the LOA because the practitioner is looking for things to attribute to it, things that would have happened without any belief in the LOA.

There are truths hidden within the idea of subjective reality. Belief in a thing makes it more likely to occur. If I believe I can lose weight, I am much more likely to lose weight then if I believe I’m a fat slob who will never slim down. But the belief alone does not create reality. I must take action.

Like anything bad that stays around for long, there are good principles mixed with the bad that give enough counter-balance to make the false principles seem like they are true. The whole batch cannot be dismissed as false, only parts. The difficulty lies in separating the good from the bad.

Impossible to Disprove

To add to the difficulty, the idea of subjective reality is impossible to disprove. The fact that it cannot be disproved can be quite convincing that the idea must actually be true. But the truth of the matter is that being unable to disprove something does not prove that the thing is true. If I told you Martians are going to invade our planet would you believe me simply because you couldn’t prove I was wrong? And how long should I wait before tossing my own theory on the trash heap? Christians have been waiting for the second coming of Christ for two-thousand years. That seems reasonable. If Martians don’t invade by 4,000AD, I’ll discard my belief in a Martian invasion and find something else to believe.

A Recipe for Compelling Ideas

Looking for a new product to sell? Here’s a bulletproof tactic: Devise a theory that can not be disproved, lace it with small bits of truth, and sell, sell, sell.

The small bits of truth sprinkled throughout the idea of subjective reality make it very hard to evaluate the legitimacy of the idea as a whole. The idea rides on something that is true, and can be proven as such, but then adds an element that cannot be proven as false. It is like claiming, “Gravity pulls two bodies toward one another. To offset this force, two bodies of equal mass will be repelled from each other in a parallel universe that we have yet to discover.” The legitimacy of the first idea, plus the inability to disprove the second, gives a glimmer of credibility to the idea as a whole.

Farewell

Farewell subjective reality. It was fun taking this ride with you. I read some good books and watched some exciting movies. It was fun dreaming of the perfect world. Er, it was fun thinking it was possible to dream of a perfect world. Er, actually, it kinda sucked thinking the world could be perfect but wasn’t simply because I had yet to master my mind to alter reality to be perfect. Farewell.

Searching Google for ‘collapse solution explorer’ reveals many, many solutions. I found that two basic macros exist: 1) a quick collapse and 2) complete collapse. The quick version collapses all currently open nodes in the solution tree. The process is fast (2-ish seconds) and the screen looks nice and organized.

There is one problem with the quick collapse which leaves trouble lurking. If nodes of the tree were expanded but then hidden by collapsing the parent node, those expanded nodes further down the tree structure will not be collapsed. This occurs because the macro only collapses the children of a node if the parent node is expanded.

This problem with quick collapse is addressed by the second macro: complete collapse. The complete collapse iterates through the entire tree regardless of the parent node’s expanded/collapsed status. This forces every node of the tree to be collapsed. It is a thorough process and guarantees that the solution explorer will be in perfect order however, it is a lengthy process for projects of significant size (15-ish seconds).

The code I provide below combines these two macros into one module. You can assign each a separate keystroke and have the power of both at your fingertips. Use the quick collapse as everyday cleanup; use the complete collapse for those times when the solution explorer has become unruly.

I also added a bit of functionality to the quick collapse. I usually collapse the solution explorer because I want to declutter my work space before diving into a task. That often means that I have a number of files open that I am no longer working on. To address this, I provide two additional macros that will close all open files before executing the quick collapse. The first macro closes all files except the active window. The second macro closes all files including the active window. The files are automatically saved before closing.

Using Tools > Options > Environment > Keyboard, you can assign each macro a keyboard shortcut. I prefer the following:

Here is a link to step-by-step instructions for creating macros and setting the keyboard shortcuts. Here is a link to step-by-step instructions for adding macros as a toolbar button.

The Macros

Download the CollapseSolutionExplorer macro file here or copy and paste from below.

Imports EnvDTE
Imports System.Diagnostics

Public Module CollapseSolutionExplorer

    Sub QuickCollapseAndClose()
        CloseAllWindows(False)
        DoCollapse(True)
    End Sub

    Sub QuickCollapseAndCloseKeepActive()
        CloseAllWindows(True)
        DoCollapse(True)
    End Sub

    Sub QuickCollapse()
        DoCollapse(True)
    End Sub

    Sub CompleteCollapse()
        DoCollapse(False)
    End Sub

    Private Sub DoCollapse(ByVal quick As Boolean)

        ' Get the the Solution Explorer tree
        Dim UIHSolutionExplorer As UIHierarchy
        UIHSolutionExplorer = DTE.Windows.Item(Constants.vsext_wk_SProjectWindow).Object()

        ' Check if there is an open solution
        If (UIHSolutionExplorer.UIHierarchyItems.Count = 0) Then
            Return
        End If

        ' Get the top node (the name of the solution)
        Dim UIHSolutionRootNode As UIHierarchyItem
        UIHSolutionRootNode = UIHSolutionExplorer.UIHierarchyItems.Item(1)

        ' Hide the Solution Explorer to prevent multiple screen paints
        DTE.StatusBar.Text = "Solution Explorer hidden... it will return..."
        Dim activeWindow As EnvDTE.Window
        activeWindow = UIHSolutionExplorer.DTE.ActiveWindow
        DTE.Windows.Item(Constants.vsext_wk_SProjectWindow).Visible = False

        ' Select the solution (top) node so that the open document isn't automatically expanded
        UIHSolutionRootNode.Select(vsUISelectionType.vsUISelectionTypeSelect)

        ' Collapse each project node
        Dim UIHItem As UIHierarchyItem
        For Each UIHItem In UIHSolutionRootNode.UIHierarchyItems
            ' the first-level is always collapsed, regardless of quick or not
            ' this is a nice feature that makes the quick collapse more useful
            Collapse(UIHItem, quick)
        Next

        ' Bring back the Solution Explorer
        DTE.Windows.Item(Constants.vsext_wk_SProjectWindow).Visible = True

        ' Clear the status bar
        DTE.StatusBar.Clear()
        DTE.StatusBar.Progress(False)

    End Sub

    Private Sub Collapse(ByVal item As UIHierarchyItem, ByVal quick As Boolean)

        'recursive function

        For Each eitem As UIHierarchyItem In item.UIHierarchyItems
            If ((quick = True) And (eitem.UIHierarchyItems.Expanded = True)) Or (quick = False) Then
                If eitem.UIHierarchyItems.Count > 0 Then
                    DTE.StatusBar.Text = "Solution Explorer hidden... it will return... Collapsing " & item.Name
                    Collapse(eitem, quick) ' recursion here
                End If
            End If
        Next

        item.UIHierarchyItems.Expanded = False

    End Sub

    Private Sub CloseAllWindows(ByVal KeepCurrentOpen As Boolean)

        On Error Resume Next

        Dim i As Integer
        Dim sCurrWin As String = DTE.ActiveDocument.Name

        With DTE
            For i = .Documents.Count To 1 Step -1
                If .Documents.Item(i).Name <> sCurrWin Or KeepCurrentOpen = False Then
                    .Documents.Item(i).Close(vsSaveChanges.vsSaveChangesYes)
                End If
            Next
        End With

    End Sub

End Module

It’s like I’m supposed to distill 20 years of software development experience into a concise 3 to 5-minute answer. That’s where things get fuzzy. It’s as if the task is too large for my brain to process so it shuts down all secondary processes to focus on the task at hand. I usually try to get the interviewer to make the question more specific but my brain has already fogged over and I’m unable to say anything that sounds like what an experienced software developer should say.

A few of you know exactly what I’m talking about (Mark, Ben, Dave) because you were the one that asked me this question and you saw the glassy eyes as I searched for a good, concise answer. You witnessed the babbling and eventually you moved along to your next question.

So I present my dilemma to you and ask you to help me improve my communication skills. I believe I’m a pretty good developer and I think a few of you agree (or maybe I have a self-evaluation problem as well.) My difficulty answering this type of question in an interview does not help anyone. I may not receive an offer and the interviewer may pass me by, missing a great opportunity to have me on their team.

If you ask this question in interviews, what kind of response are you looking for? What could the candidate say that would make you lean back in your chair thinking, “this guy really knows his stuff!” If you’ve been asked this in an interview, how did you answer? Were you happy with your own answer and did the interviewer appear satisfied?

When I need help building a piece of software, I contact web designers in these developing nations. Development tasks that would cost $250 here in the States can be purchased for $40 or less. What I’ve always found amazing is the level of service I receive even with such a low purchase price. These individuals give their all to their work and they are grateful no matter what.

When I have work to be done, I send out a bid request and available designers contact me with their credentials and the dollar amount it will cost to have them do the work. One time, before sending out a request, I made a commitment to cut every bid amount in half and re-propose it to the bidder. I assumed I would receive a number of counter-offers somewhere between the two amounts and others telling me to go stick it. To my shock and amazement, every person agreed to the lower price with the simple attitude of “the customer is always right.” (After the winning bidder completed the work, I gave them a bonus for the other half of the original bid amount.)

A Difference of Nations

Why are jobs leaving the U.S. and being outsourced to developing nations? At first glance, it seems like a simple math problem. A business unit that costs $750,000 in the U.S. only costs $75,000 in India. If the lifeblood of a corporation is profit, reducing operating expenses is the driving force.

But look closer. How many people have you heard complain because they called technical support and had to speak with a “foreigner” that could hardly speak English? Many consumers avoid purchasing from companies who have outsourced their call centers and technical support. With these companies losing customers, and the correlated loss of revenue, there must be more to outsourcing. And there is.

In America, the general attitude of employees is entitlement. The majority feel they’re not being paid as much as they deserve, they have to work too hard, and that life simply isn’t fair to them. Compare that to the attitude of India where gratitude is expressed on a daily basis. They live in overcrowded homes, they eat food that most Americans wouldn’t touch, they ride the bus to work, they haven’t even thought of getting health insurance, and the average annual salary is around $7,500.

The toughest challenge facing business leaders today is finding and retaining good employees. Now imagine their predicament. They can have employees who complain about being underpaid and do the minimum amount of work to get by or they can have employees who thank them for every dollar they pay and go above and beyond the job requirements. They can pay managers to build morale and boost productivity or they can pay managers to train employees and then get out of the way and let those employees shine. The cost savings is only the icing on the cake. Having dedicated, grateful employees is much more useful to these companies in the long run.

Wealth Flows to Gratitude

What’s the difference? An attitude of gratitude. Most Americans feel entitled to their money, possessions, and relationships. The people in developing nations see any amount of money, any possessions, and every relationship as a gift. And because these things are gifts, they are grateful.

Gratitude attracts. Entitlement repels. It’s no wonder that jobs are leaving the U.S. to be outsourced to developing nations. The American attitude of entitlement is repelling the jobs while the foreign attitude of gratitude is attracting. The money is simply following the laws of the universe.

The Cycle

We’re in a time of leveling. Our advancements in technology have made it possible for work to be performed in faraway lands. Jobs will continue to be outsourced to developing nations whose pay rates will continue to rise as U.S. pay rates stay steady or fall. As jobs become plentiful overseas, life will follow the natural cycle. Plentiful jobs and good pay rates will become commonplace. Gratitude will fade and entitlement will take its place. Eventually, the economy of these nations will level out. The leveling is caused not from differences in pay but rather from differences in attitude. These developing nations will lose gratitude as they receive more and more, and America will gain gratitude as more is taken away. When these two forces are equal with each other, the economies of the nations will also be equal.

Adopting an Attitude of Gratitude

Entitlement feelings can creep in anywhere: money, experiences, relationships, health. Do you feel bored? That could be a feeling of entitlement to a life of fun and entertainment. Are you entitled to respect and support from your family? Or is every supportive relationship a gracious gift? Has an illness stolen time from you? Or do you appreciate every new day on this earth as an unearned gift?

Commonplace is the enemy of gratitude. We become accustomed to good-paying jobs, healthy living conditions, family and friends who love us, nice cars, big houses, time and availability for recreational activities, and access to knowledge and information. We have these things not only in our lives but in every life around us. We expect it. If your tire blew out on the interstate, would you be upset that you had to wait for roadside assistance and that you would be an hour late to work? Or would you be thankful that you have a cell phone, something you would not have had 15 years ago, and didn’t have to hitch a ride to the nearest payphone or service station. Notice how easy it is to take for granted something as useful as a cell phone. Now go back and remember the thoughts of joy, excitement, and gratitude you felt when you purchased your first cell phone many years ago.

What else are you entitled to? What else has become commonplace? What would life be like without air conditioning? Or television? How about doorknobs, lights, cars, coffee, computers, batteries, paint, wood, concrete, enriched flour, Taco Bell, oxygen, mountains, or stars? At one point, these things didn’t exist. They came into being and, if anyone was around, they were appreciated. Then they become commonplace. Now we feel entitled to looking up into the night sky to see stars shining and we also expect the night to fade when we go back inside and flip the light switch. It’s commonplace. We expect it. We’re no longer grateful for these gifts.

Personal Growth

It’s time to adopt an attitude of gratitude. Drop the phrases “I’ve earned” and “I deserve” from your vocabulary. Replace them with “I allow” or “I receive.” That’s all you can do. Believing that you’ve earned or that you deserve anything is ignorance. The world owes you nothing. Even ideals such as freedom and justice are gifts. The universe guarantees nothing.

Allowing and receiving is all you can do. You haven’t earned that $90k salary, but you allow it into your life. You thank the universe for it and open yourself to receiving more. You don’t deserve that beautiful and supportive family but you receive them openly and give whatever you can. You are grateful.

Take every opportunity to be thankful for what is. Allow the universe to deliver to you the desires of your heart. Give to the universe without expectation of reward or reciprocity and open your heart to allow in whatever it is the universe brings back to you. That is gratitude.

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