# Variability in Thought and Action By:: [[Ross Jackson]] 2023-10-28 Working with others allows one to observe variability in thought and action. Let’s say that one gives the direction to others to a) select a topic worthy of discussion and b) set up a time to discuss the topic. Some will do both; some will do neither; some will do one but not the other. Such a relatively simple set of two tasks provides ample opportunity to observe just how much variability exists within any group of people. There will be pronounced differences in how quickly people respond to the request. Some will respond within minutes; others will respond after the deadline. Further, there will be differences in terms of the discussion. Tabling the assessment as to whether the selected topic is worthy of discussion since such a determination is based on taste and context, there is still further variability in how the discussion is enacted. Some will constrain the conversation to only the topic selected; others will allow the discussion to progress from the initial topic to wherever it goes without attempting to control it. Under the work culture that dominates within the United States, the ones who responded quickly and thoroughly to the direction are probably held in higher esteem. Maybe this was a waste of time, and the person who ignored the assignment entirely was more strategic. Who knows? Under any regime of power, different characteristics will be valorized. The degree of variability in thought and action within an organization can be reduced but not eliminated through coercion and conformity. Solidarity does not require uniformity or similarity. It requires a shared commitment to each other. Variability in thought and action does not weaken the basis of solidarity. If solidarity is achieved among that variability, it is even stronger. Power to the people! #### Related Items [[Thinking]] [[Action]] [[Variation]] [[Solidarity]] [[Organization]]