The coronavirus crisis is making us aware that the future has always been uncertain and that the present moment is part of planetary time-trajectories and temporal geographies far wider than our cultural narratives. This pandemic calls for humans to start thinking and acting according to much larger timescales to encompass the ecological and geological resources we draw from. It is a call to expand the human temporal sensibilities that are so essential to developing the frameworks, the infrastructures, and the governance strategies capable of acting at the deep timescales of our most urgent crises.

We live in an age where time has become the scarcest resource of all. We try to save as much of it as possible, and we feel there is never enough of it.

Beyond the gravity of its consequences and its planetary dimension, what sets the coronavirus pandemic apart in the context of global crises is the magnitude of the actions it has mobilized. Within weeks, the entire planet turned upside-down, with deep restructuring ranging from the scale of the body to the planet. The (by now quotidian) protective gear, social distancing, and stay-at-home orders have radically transformed the way our bodies relate to each other and to the environment.

Leaders today are being asked to step up to a challenge few ever imagined. There simply is no playbook for leading through COVID-19. Carefully crafted strategic plans have suddenly become irrelevant, and leadership teams across the globe have moved into aggressive downsizing in anticipation of an unprecedented economic slowdown. We’ve talked to a lot of our clients over the past week. The block and tackle of re-forecasting is well underway, but most are privately feeling alone and simply unsure of how to approach the “soft side of business” – keeping employees settled and engaged. Times of crisis call for heart. And heart starts with understanding how employees’ needs have changed; for many, needs have changed dramatically. With the “silent enemy” now among us, the cadence of life has been significantly altered: work-from-home, children out of school, elderly parents to care for, and illnesses to manage, often while we are trying to come to terms with the real financial impact many are experiencing. Leaders, consider this: in a crisis, humans revert down Maslow’s Hierarchy of Needs, focusing on the basics: safety, security and health. Project deliverables, reports, and even the economic viability of the organization will for most take a backseat to individual concern for personal and family well-being and financial security.

The coronavirus crisis is making us aware that the future has always been uncertain and that the present moment is part of planetary time-trajectories and temporal geographies far wider than our cultural narratives. This pandemic calls for humans to start thinking and acting according to much larger timescales to encompass the ecological and geological resources we draw from. It is a call to expand the human temporal sensibilities that are so essential to developing the frameworks, the infrastructures, and the governance strategies capable of acting at the deep timescales of our most urgent crises.

Nice painting and good content we should always b ready to face the world .....

[#Onewoid](/culture/new/Onewoid)