“To find a form that accommodates the mess, that is the task of the artist now.”
Now we've laid out the five performance multipliers in our strengths, health, absorption, relationships, and purpose (SHARP) framework, one by one, and detailed some of the research affirming (1) the value of each to living productively and happily and (2) the costs to people and organizations when these attributes remain undeveloped.
You've probably noticed we're not the pioneers who discovered and developed the five elements of our SHARP framework. The brilliant business leaders, psychologists, and researchers we've mentioned in previous chapters have written extensively on their importance, and on how to develop them.
You may have also noticed that so far, we've discussed these components in a discrete sequence, using our SHARP acronym to tie them all together. It's a common tactic; Western thinkers and researchers tend to grapple with complex ideas by cordoning off territories and diving deeply into specialties and subspecialties. The value of exploring these ideas fully, in depth, is considerable, but as we've pointed out, there's also a price to pay, in the disaggregated world, for keeping them in separate boxes. If we pigeonhole these concepts, we miss the opportunity to think systematically, to connect different ideas and disciplines, and to maximize results.
The good news is that even if you wanted to zero in ...