Lots of people work out.
You may feel you work out successfully or not. You may feel you’re in good physical condition or not. Either way, there are a lot of takeaways applicable in many areas of life, especially in these COVID-19 pandemic days.
Lessons learned from your efforts to get in shape can come out in the symbols evident in your dream journal.
Single point of failure
The idea of a single point of failure comes from the worlds of network computing, management, and business. It refers to processes that don’t have a backup. If this singular process fails, whatever it is, it brings down the entire operation. When planning computer networks and business processes, you want to find and reinforce these process points.
Single points of failure are so common they have their own terminology surrounding them, like “MTBF.” This stands for “the mean time between failures.”
This means they’re expecting to fail. They know that they’ll fail so certainly that they’re going to measure and average the distance in time between those failures.
That’s a whole lot of failing.
More than that, that’s a whole lot of acceptance and planning for failure—a lot more than most individuals are comfortable within their life.
The usual solution to single points of failure in the world of computer networks and business processes is redundancy, creating backups.
Practically speaking, finding these failure points is often easier to talk about in theory than it is to do in practice. It’s because of many forms of resistance, psychological, intellectual, and emotional. Finding and fixing these single points of failure takes drive and dedication from a multidisciplinary team with individual members who try to understand what process they’re trying to create.
Too often a decision is made and the impulse is to “go with it.” A leader who is detail-oriented and goes over every one of these process points is often seen as indecisive, a technocrat, a real pain-in-the-neck. Yet, to identify these single points of failure, you need to test the system, whatever it is. You need to get people involved from different disciplines to go over the plans. Then have a playtest of the ideas.
Sometimes the processes lead to puzzles. Sometimes there’s no right decision to be made. Sometimes you’ve got to choose the least bad of the alternatives. What to do?
The team has to accomplish these tests at the same time they’re fulfilling other duties.
Head vs. heart
When a process is important, people get emotional about it. This is natural.
Emotions are important. They inform us why we do what we do. They’re beneficial when the task calls for directed effort.
Sometimes they’re not. When you’re examining potential failing, emotions are often protecting self-image and cherished assumptions. Emotions can also get in the way when we’re designing systems. That’s why solid decision making gets described with words like “dispassionate” and “level headed.”
You need to note the emotion. Emotions underscore the reasons you’re doing something. Knowing why you’re doing something is usually pretty important.
Emotions also help you gauge appropriateness of an action by helping you answer how you feel or how would you feel.
When emotions get out of hand they prevent you from doing what you need and want to do. They blind you from seeing the single point of failure. Awareness of this can come from our dream journal.
We want to be successful. We need to mitigate that single point of failure.
Sometimes we’re the weak link in our plan. We need to short up our shortcomings.
Ideally, we need to think through all of our plans. We need to work the kinks out. Then we need our emotions to help us stick to them when the going gets tough.
That’s all fine, but when the design is faulty, the active thinking, the playtesting and the stick-to-itiveness of the heart can all be for naught.
Finding these single points of failure in our planes can be invaluable. They’re another way to benefit from the power of dream journaling.
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