Skip to main content

The Lasso of Truth

Truth is a wonderful concept - but can we really know it?

I'm very excited about the 2017 release of a Wonder Woman movie.  Can't wait - it looks great, I always love the first in a series.  I like the character development, the WHY of the foundational aspects of the character.  From the preview it looks like we will see Princess Diana of Themyscira grow up and the reasons she finds her self in America.  Fascinating...

I learned a bit about the truth of the back story of the back story of ... well the history of the creator of the Wonder Woman myth in of all places... a training course on DiSC by Dr. Abelson.  [Queue the spooky dream sequence music.]

The inventor of the Wonder Woman myth is William Moulton Marston. Wonder Woman made her debut in All Star Comics #8 (December 1941), scripted by Marston.  If you have one in the garage I'll buy it from you.  Apparently, Marston designed Wonder Woman as an allegory for the true leader; the kind of women who should run society.

"Wonder Woman is psychological propaganda for the new type of woman who should, I believe, rule the world."
Marston [6]

In the World War I years (1917),  [at that time they didn't use the ONE designation for some reason - guess they didn't plan on rev-ing the concept, how silly not to thing that humans would improve the concept of World War] Marston was interested in discovering physiological evidence of a person as they deceive - he's though of as one of the father's of the modern lie detector (Polygraph).  When he created his leader epitome, he gave her the power to discern truth via the Lasso of Truth.

Wonder Woman's physical appearance and her bullet bending bracelets were inspired by Olive Byrne, Marston's lover in an open relationship with he and his wife, Elisabeth.

Going back a bit deeper from the Wonder Woman idealized leader, Marston investigated normal people and their emotions. In the late 1920s he developed a theory of human behavior based upon two aspects, environment and reaction to the environment.  This theory produced the classic quadrant model and is known as the DISC Theory which was refined by in 1956 by Walter Clarke into the DISC assessment model.
"Marston viewed people behaving along two axes, with their attention being either passive or active; depending on the individual's perception of his or her environment as either favorable or antagonistic. By placing the axes at right angles, four quadrants form with each describing a behavioral pattern:
  • Dominance produces activity in an antagonistic environment
  • Inducement produces activity in a favorable environment
  • Submission produces passivity in a favorable environment
  • Compliance produces passivity in an antagonistic environment.

Marston posited that there is a masculine notion of freedom that is inherently anarchic and violent and an opposing feminine notion based on "Love Allure" that leads to an ideal state of submission to loving authority."
This DISC theory and model were never trademarked or copyrighted - therefor there are quite a few versions and instances of this tool.  Including wonderfully misleading FaceBook questionnaires that should be view with skepticism.  DISC practiced well by a practitioner can be a very useful tool for self discovery.
David is a "High D" - classic Developer profile
See Also:
Psychometric Assessments - a peek inside the person
Multiple Views of the Truth are Perceptions
The Life of the Mind: Hannah Arendt on Thinking vs. Knowing and the Crucial Difference Between Truth and Meaning Brain Pickings
Post a Comment

Most Popular on Agile Complexification Inverter

The Case Against Scrum's Sprint Practice - Another Look

In the excellently written article  Dark Scrum:  The Case Against the Sprint, Ron Jeffries' does a wonderful job of explaining a common problem of Scrum's mainstay practice, the Sprint.  As I read the article I could only think of many managers I've seen over my years that didn't trust Scrum, the teams, or the coaching to deliver.  And feeling pressure to make deadlines imposed from little information (desire more than empirical evidence) had reverted to past heavy handed pressure techniques to make a deadline.  After all it was their career that was on the line.

To summarize (and you would do better to just click the link and read it):  As an exercise in explaining the inverse of "Good Scrum", Ron uses the term "Dark Scrum".  In this inverted world, Ron makes the case that the Sprint is a bad practice, because a manager expecting the common faster progress (Jeff Sutherland's statement “Twice the Work in Half the Time”) will demand that result.…

Elements of an Effective Scrum Task Board

What are the individual elements that make a Scrum task board effective for the team and the leadership of the team?  There are a few basic elements that are quite obvious when you have seen a few good Scrum boards... but there are some other elements that appear to elude even the most servant of leaders of Scrum teams.









In general I'm referring to a physical Scrum board.  Although software applications will replicated may of the elements of a good Scrum board there will be affordances that are not easily replicated.  And software applications offer features not easily implemented in the physical domain also.





Scrum Info Radiator Checklist (PDF) Basic Elements
Board Framework - columns and rows laid out in bold colors (blue tape works well)
Attributes:  space for the total number of stickies that will need to belong in each cell of the matrix;  lines that are not easy eroded, but are also easy to replace;  see Orientation.

Columns (or Rows) - labeled
    Stories
    To Do
    Work In P…

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Committed Sardines Game

The Committed Sardine By Ian Jukes 
A blue whale is the largest mammal on earth. The adult blue whale is the length of 2½ Greyhound buses and weighs more than a fully loaded 737. A little known fact is that a blue whale is so large that when it decides to turnaround, it can take 3 to 5 minutes to turn 180 degrees in the opposite direction.

As a result, some people have drawn a strong parallel between blue whales and our school system. It just seems to take forever to turn them around. There as some people who just don’t believe the public school system can be turned around.

But compare the way a blue whale turns around (slowly) with how a school of. . . Sardines – which is the same or even greater mass than a blue whale. . . A school of sardines can almost turn instantly around – how do they do it?

The answer is simple. If you take a careful look at a school of sardines you will notice that although all the fish appear to be swimming in the same direction, at any one time, there will b…

What is your Engagement Model?

Jim Harter states in his article from Gallup:
According to our recent State of the Global Workplace report, 85% of employees are not engaged or actively disengaged at work. The economic consequences of this global "norm" are approximately $7 trillion in lost productivity. Eighteen percent are actively disengaged in their work and workplace, while 67% are "not engaged." This latter group makes up the majority of the workforce -- they are not your worst performers, but they are indifferent to your organization. They give you their time, but not their best effort nor their best ideas. They likely come to work wanting to make a difference --- but nobody has ever asked them to use their strengths to make the organization better.
Is this analysis a cart and horse locating problem?  Do we need better diagrams of which comes first?
When we get performance management right, engagement will naturally rise. Performance management is a trailing tool (not a leading indicator or …