A Level Playing Field

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Equality is not the idea that all things are EXACTLY equal, but that there is a relative equality in the world we want to live in.

A Level Playing Field is not the concept of planing down all fields to be entirely flat, uninteresting, unsuitable for anything other than a flat field – but that we, as individuals, and as units within a social structure – have advantages and disadvantages that are different than others, and that we learn to identify those advantages, strengthen our disadvantages in order to be competitive.
Large companies, governments, organizations, and systems uniformly have advantages of resources. When something is large, it has more financial resources, more human resources, often greater assets and access. But that means it also has more holes, more cracks, more weaknesses.
Smaller companies, organizations, have to push past the illusion of infallibility, greatness, and dominance, that largeness invariably conveys.  They also have to put aside their own belief in the enormity of the tasks before them.

While the resource advantage exists, the idea of Level Playing Field, and how to level the field, work on an uneven field, is a psychological one, and a cultural one. Creating cultures – a unified structure of approach and psychology, and making this culture endemic, consistent and pervasive is the core of Level Playing Field.  The idea is to create the unity and team structure through communications, coherent goals and intent, both depending on and pulling value from every resource to make the efficiency and effectiveness greater.

Edwin Moses was a U.S. hurdles champion. The hurdling event in track and field, is simple, unchanging and consistent.  I was fascinated by the Edwin Moses approach to becoming a consistent champion. He counted the steps between hurdles. He measured the height of hurdles. I worked to decrease HIS steps by one, between each hurdle, and to clear with the tightest clearance over each hurdle.  Each factor shaved fractions of seconds between his speed and the speed of his competitors. And the cumulative effect was a winning streak of 122 consecutive races. Nine years, nine months, nine days of excellence.
Edwin Moses was only one person taking on the training, understanding, learning and innovation by himself – as an individual.  But can this be done with teams of people? Organizations? Systems?

We believe it can, and this is what we strive for.  Excellence. Consistency. Society.

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