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I usually let book titles stand on their own, but I had to include the subtitle “Resolving the Heart of Conflict” along with The Anatomy of Peace or you might have just scrolled right past this article. I mean you’re an executive/software developer, not an army general, so what does “peace” have to do with you, right? But resolving conflict involving employees, customers, and vendors – well, that’s something you encounter most every day.


If you are the mess, you can clean it. Improvement doesn't depend on others.


The Anatomy of Peace doesn’t outline communication tactics for resolving conflicts as you might expect. Instead, the book digs below the surface and addresses our attitudes and misconceptions which cause disharmony in the first place, hence the “Heart of Conflict” subtitle. If you’re still thinking this book isn’t for you because your company culture is hunky dory because nobody yells or throws staplers, this passage from the book might change your mind: “Most wars between individuals are of the ‘cold’ rather than the ‘hot’ variety – lingering resentment, for example, grudges long-held, resources clutched to rather than shared, help not offered. These are the acts of war that most threaten our homes and workplaces.”


heart of peace vs heart of war


Here are 26 excerpts from The Anatomy of Peace that I hope bring harmony to you and everyone you engage with:


  1. Parties in conflict all wait on the same solution: they wait for the other party to change. Should we be surprised, then, when conflicts linger and problems remain?
  2. When they spoke, it was a kind of a verbal wrestling match, each of them trying to anticipate the other’s moves, searching for weaknesses they could exploit to force the other into submission. With no actual mat into which to press the other’s flesh, these verbal matches always ended in a draw: each of them claimed hollow victory while living with ongoing defeat.
  3. In the way we regard our children, our spouses, neighbors, colleagues, and strangers, we choose to see others either as people like ourselves or as objects.
  4. Lumping everyone of a particular race or culture or faith into a single stereotype is a way of failing to see them as people.
  5. Heart at Peace – Others are People: Hopes, needs, cares, and fears as real to me as my own.
  6. Heart at War – Others are Objects: Obstacles, vehicles, irrelevancies.
  7. Seeing an equal person as an inferior object is an act of violence. It hurts as much as a punch to the face.
  8. No conflict can be solved so long as all parties are convinced they are right. Solution is possible only when at least one party begins to consider how he might be wrong.
  9. If we are going to find lasting solutions to difficult conflicts we first need to find our way out of the internal wars that are poisoning our thoughts, feelings, and attitudes toward others. If we can't put an end to the violence within us, there is no hope for putting an end to the violence without.
  10. As painful as it is to receive contempt from another, it is more debilitating by far to be filled with contempt for another.
  11. When I see others as objects, I dwell on the injustices I have suffered in order to justify myself, keeping my mistreatments and suffering alive within me.
  12. If I think I am superior, I can excuse a lot of sins.
  13. I may not be responsible for the things he's done. But I am responsible for what I've done.
  14. Whenever I dehumanize another, I necessarily dehumanize all that is human – including myself.
  15. The question for you as the leader is whether you are going to create an environment that is as enjoyable for your people as it is for you – a place that they are as excited about and devoted to as you are.
  16. If you are the mess, you can clean it. Improvement doesn't depend on others.
  17. Five questions that will help you to ponder your situation anew:
    1. What are this person's or people’s challenges, trials, burdens, and pains?
    2. How am I, or some group of which I am a part, adding to these challenges, trials, burdens, and pains?
    3. In what other ways have I or my group neglected or mistreated this person or group?
    4. In what ways are my better-than, I-deserved, worse-than, and need-to-be-seen-as boxes obscuring the truth about others and myself and interfering with potential solutions?
    5. What am I feeling I should do for this person or group? What can I do to help?
  18. When we have recovered those sensibilities towards others, we must then act on them. We need to honor the senses we have rather than betray them.
  19. What would be a problem is to insist that others need to change while being unwilling to consider how we ourselves might need to change too.
  20. Correction alone rarely gets others to change.
  21. Correction is by nature provocational.
  22. When our correction isn't working, we normally bear down harder and correct more.
  23. Teach and communicate: It is no good trying to teach if I myself am not listening and learning.
  24. Learning keeps reminding us that we might be mistaken in our views and opinions.
  25. Peace is invited only when an intelligent outward strategy is married to a peaceful inward one. If we don't get our hearts right, our strategies won't much matter.
  26. May you have the honesty and courage to do what our homes, our workplaces, and our communities most need: to see all as people — even, and perhaps especially, when others are giving you a reason not to.


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Jim Roddy is a Reseller & ISV Business Advisor for Worldpay’s PaymentsEdge Advisory Services. He has been active in the POS channel since 1998, including 11 years as the President of Business Solutions Magazine, six years as a Retail Solutions Providers Association (RSPA) board member, and one term as RSPA Chairman of the Board. Jim is regularly requested to speak at industry conferences and he is author of Hire Like You Just Beat Cancerand On The Edge with Jim Roddy.

when you are at a party - and no one wants to talk payments meme
In your mind what would be the outcome if a crowd of 500 payment geeks spread out in a large banquet room in Vegas for 36 hours? Do we truly understand the problems we are being asked to solve? Do we have visions of grandeur and want to pitch something revolutionary to get some coin? Or are we really anxious to see the actual APIs that the sponsors will be revealing that can be tied into our product for the ultimate win?
For the past five years; developers, designers, and entrepreneurs flock to Vegas late October to mingle with their peers and accept a themed challenge relating to payments and FinTech. This is Money2020 Hackathon.
Some are serial hackers that make the circuit, eager to win so they can pay for a future tank of gas to get them to a future hackathon. Some are students looking to test their skills and get real-world experience and rub elbows with key industry players. While others just want to get away and spend a nice sobering weekend freaking out and stressing over what the hell to do to make payments rad. Can you guess which category our team fit?
I won’t bore you with what Money2020 is, you can look it up. I won’t drone on about what a hackathon is either, you can figure that out too. What I will talk to you about is what we learned and in turn ask you to give feedback on innovation and FinTech in the comments below.
The Story 
It was a warm Colorado afternoon in early October when a group came together over a working lunch to put aside the day-to-day talk of payment-processing, back-office application sprint planning, and the usual dev chatter around all things relating to individual technical work as a payment geek and engineer. It was time to secure our war-room, erase the spaghetti and database diagrams from the whiteboard, and get a jump start on collectively ideating for the annual pilgrimage to the Money2020 hackathon.
"For good ideas and true innovation, you need human interaction, conflict, argument, debate."   - Margaret Heffernan
Have you ever tried to loosen a machine bolt and find that you just can’t get enough leverage to break free? This is generally the way our annual ideation meetings begin. At home I have penetrating oil that I can spray the bolt head with, wait a few minutes and generally it will loosen up. After 5 years, we still don’t know what our favorite penetrating oil is, but after a couple of lunch-time meetings we somehow manage to get that rusted bolt loose and can start ideating.
Our team is very intelligent and capable of implementing and designing just about anything, and now that we had our idea we needed to determine our technology stack. Do we go-for-broke and attempt to learn something new or do we stick to our wheelhouse and forgo any language-centric or environmental gotchas. Knowing that there would still be gotchas. There are always gotchas. 
So after some debate, the team decided to stick with what we knew best and start building out a test environment. The goal was to make sure when we access those infamous APIs come game day, we could easily hook into them and get the information we needed back to help drive our solution. 
“There’s a way to do it better—find it.”   - Thomas Edison
Our idea was still evolving, but the basic foundation was in place, and we knew what we were going to build it in. The next step? Well given that we all have families and lives outside of work; plus the fact that we only had a handful of working lunches to ideate and test environments the next step was - to board the plane of course. 
After landing in Vegas we headed over to the meet and greet, had a few appetizers, Goose Island IPAs, and chatted with the four sponsors. Our idea still held up when pitching to peers and sponsors alike at the party, so we headed to our rooms to prep a little bit and get a good nights sleep before coding was to begin around 11am the next morning. 
"Ideas are like rabbits. You get a couple and learn how to handle them, and pretty soon you have a dozen.”   - John Steinbeck
After very little sleep due to a wild party in the hotel room next door, the team met in the banquet hall the following morning and secured our table and checked in with the sponsors. Once the clock started we began our coding and we certainly ran into challenges and had to pivot some along the way. Many hours into the code we found that one of the original ideas that we glossed over in one of our "rusted-bolt" war-room meeting the week before came to surface and we decided to pivot and work on that idea alongside our original plan. 
Confident then that we could pitch to (2) sponsors, doubling our chances of failure. 
“I want to put a ding in the universe.”   - Steve Jobs
I love innovation and I love working with people I don’t get to everyday in order to learn and grow not just professionally but as a human as well. Each year there are new faces that go with us to the hackathon and it is such a great experience. My advice is to get out of your comfort zone on occasion, it really can do wonders. 
Code Or It Didn't Happen
So you notice I didn’t talk at all about our idea or what we pitched. I first wanted to give you inside access to the repo and see the code for yourself. We will do a followup article if there is interest, but until then let us know what you think and ask questions below in the comments or tell us perhaps about a payment or hackathon experience you have had in the past. Also, should Worldpay do a hackathon for you guys as payment developers? Could be virtual or would you like to all met in Denver and code to some of our Worldpay APIs? We would like to know your thoughts.

“99 percent of success is built on failure.”   - Charles Kettering
We didn’t get to pitch our idea on the main stage or win any foam-core board checks that would not have fit in the overhead bin anyways. What we did come away with some great new ideas and will be spending some working lunches over the next few months bringing them to life and hope to share with you sometimes soon.