Mastery model clarifies the paths to professional excellence
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Cycle Time Mastery model clarifies the paths to professional excellence Michael Moon is President of GISTICS and a lecturer and leading authority on digital asset management, automation of marketing services and multichannel brands. He has delivered more than 300 keynotes, presentations, executive seminars, workshops and web-based seminars around the world. His book Firebrands: Building Brand Loyalty in the Internet Age has been published in 13 different languages. He also conducts primary research through surveys and one-to-one interviews. Michael and his team advise international-brand corporations on multichannel strategies for brand management and digital asset management, including Amway, Boeing, Disney, Frank Russell Company, Gap, General Motors, FCB, Hallmark, Hasbro, Leo Burnett, Nokia, Sanoma WSOY, TeliaSonera, Thomson Corporation, VF Corp and Warner Bros.
Journal of Digital Asset Management (2007) 3, 56–59. doi:10.1057/palgrave.dam.3650067
Michael Moon GISTICS Inc, 4171 Piedmont Avenue, #210, Oakland, CA 94611, USA E-mail: [email protected]
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In the last issue, we introduced the principle of knowledge maturity, extending our examination of knowledge-worker productivity and how DAM enhances the productivity of many different types of professional users. In the current issue of the Journal of DAM, we take a deeper examination. Our work across many fields and disciplines reveals that the personal-mastery development cycle helps explain the rapid emergence of social networking, activism of trust networks and new forms of knowledge — what we called in our last Cycle Time column open-source insights and best-practice sharing among peer practitioners. Figure 1 depicts the seven phases of the personal-mastery development cycle. The journey toward mastery begins with the discovery or self-disclosure of desires and impulses, culminating in the formulation of an ideal — an inspiring insight and condition of satisfaction, often expressed as “wouldn’t it be cool if…” As social beings, we move between inner, private world experiences and the external, public sphere of communication and interaction. When we declare an intent, especially when we take a public stand for some future possibility, interesting things happen. We begin to see the world in new and unforeseen ways. We observe interesting patterns and nuances when before we saw nothing but chaos and heard nothing but unintelligible noise. With unbending intent, enthusiastic expectation and passionate indifference to the
JOURNAL OF DIGITAL ASSET MANAGEMENT
Vol. 3, 2 56–59
lack of hard evidence in the moment — the three essential psychological resources of masters — the road to mastery calls forth a tragic demand. At this point, we recognize a new context while still holding on to the pre-existing and innocent worldview. For this reason, paradox often defines the phase of tragic demand and requires that masters-in-process tolerate two absolute truths that nonetheless contradict each other and rise above this conflict with nobility and equanimity. The journey
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