Recently the close connection between budget (Time x Effort x Financial Stake (Money) x Creativity) and slow time has been brought powerfully home to me.

Here is the case.

Case # 5-Radio Show Will-o'-the-Wisps

In November 1998 I received a cold call e-mail from a radio station in Phoenix inviting me to host a radio show of my own choosing. I was intrigued by the idea and responded with a note of questions designed to excite their interest. Shortly after I heard from the head of marketing who elaborated on the station, its scope of coverage, background, mission and so forth. There seemed a fit. During my vacation in Hawaii I arranged to speak with the president of the company-a young, hard driving executive with a vision. I liked what I heard. We negotiated a bit, and reached an agreement that I would host 10 shows with the company for a price of around $ 3700.00 on the condition that I would share all promotion revenues, hold all rights, receive tapes of my shows, and keep all ancillary revenues.

In retrospect I acted hastily and without the gravitas afforded by slow time. In my enthusiasm for the idea I didn't bother to interview other hosts, or investigate thoroughly the reputation of the station, or confirm the reliability of its coverage. I liked the idea of my own radio show, and I simply wanted to try it out. I figured $ 3,700.00 is not a huge investment. But here's the point.

It's not simply the money. For each hour of the 10 hour show I will have spent about 3 hours in preparation, contacting guests, and attending to logistics. (Total 40 hours) Then there have been the hassles with the staff over receiving the tapes (the show has been tardy in sending them to me), and a variety of other bothers. I do not have a clue whether the station has actually attempted to get sponsors or has run the promo adds it promised or in any other way honored its commitment under the contract. So I have asked them to furnish me with evidence. As of this writing, I haven't received a penny and not a soul, except for one planted call, has telephoned into the show with questions.

So what is the probable cost of this (mis)adventure? At least 40 hours of my time ( approximately $ 16,000 in hourly consulting fees); approximately one half this amount of effort ( another $ 16,000 ie. effort =2x time =20 hours x 2x $ 400= $ 16,000) plus

$ 3,700.00 in out of pocket cash ( Oh, I forget. I actually rented a car and visited the station in Phoenix and met with the key people ( another $ 50.00) and then the expenditure of creativity. Under the integrity model creativity is worth at least four times each unit of time. I would say I have invested about 5 hours of creative thought-another $ 2,000 ($ 400 x 5 x 4 = $ 8,000). In addition to all this I spent about $ 150 in long distance telephone calls.

Grand Total Cost For 1 Fast Time Decision = $ 43,900.00

But before I write off this transaction as an unmitigated loss, I should at least assess the benefits, however intangible. The first is new learning and wisdom. What is the present uncalculated future gain of my learning to be steadier, less impulsive, more curious, less needy, thanks to somewhat unconscious action? Possibly the present benefits of avoiding a serious future loss will exceed $ 43,900!? And then how does one calculate the value of the true pleasure I have had in doing the show and deepening my collaboration with those friends and colleagues who have been kind enough to appear as special invited guests?

The analysis seems less cut and dry. If we see the world as a constantly unfolding opportunity, the real value of the IBU (integrity budget unit), analysis may be in how it makes us more aware of situations, of the price we pay in falling off, and the gains from climbing back. Here again the key seems to be slow time, which allows us to go deeper and to experience the richness and joy of our own special follies.

Artful Navigator References: In studying this case you might want to refer to the following hyperlink references in the Index to the Artful Navigator: Principle of Trainability I Don't Know No Assumptions/No Expectations Impulse/Intuition Ratio Principle of Vigilance What Do I Really Want Need Pain/Need Ratio Principle of Compensation Budget See the World As it Is