Here are a few things I've learned in my forty plus years in the business world.
Observation #1
There is far more energy expended in organizations that focuses on problem solving then there is in focusing on creating anything new. Like ducks, most organizations are great at paddling but a little shaky at flying.
Observation #2
Solutions to most problems often create more problems than they solve. Solving problems is like hanging wallpaper or pushing a cork into the water. If you've ever had the pleasure of hanging wallpaper you know it consists of getting the paper in the right position followed by chasing water bubbles around. When you push a bubble down it just comes up some place else. When you suppress a problem in an organization it also just comes up somewhere else. When you push a cork down into water it wants to push back. The harder you push it the harder it pushes back. The harder you push on problems the more likely you will create some destructive forces that push back and may harm the organization.
Observation #3
Most organizations are navigated using rear-view mirrors. There is a strong relationship to the past that drives most organizations. I know only a few that have a process for scouting the future. Most organizations that claim to have a strategy for creating their future are really just projecting their current situation forward. That is quite different from creating a future based on the pull that comes from a strong vision of what is possible.
Observation #4
A lot of energy in organizations is spent whining and moaning. People love to complain about the weather (which they can’t change) and their workplaces (which they can change). What would happen if we could channel this energy towards productive change?
Observation #5
Organizations and many of the people who comprise them are like race horses with blinders. There only field of view is in front of them. There are huge possibilities that are out of these fields of view that are simply not seen.
Observation #6
People in organizations are more focused on being comfortable than they are in taking chances and stretching the possibilities. Mistakes are usually frowned upon. Breakthrough never comes from the comfort zone and those organizations that create an environment that rewards only those who comfortably perform their jobs will likely never create breakthrough.
Observation #7
Managers tend to love short-term solutions to their problems (and are usually rewarded for these), especially the cute ones. And they often fall prey to current management fads that often give the illusion that they will provide long-term solutions.
Observation #8
Restructuring is often offered up as a solution but is usually not the problem. I call this the “bird gage theory”. Think of an organization as a cage full of birds sitting on their perches. Every now and then someone gives the cage a good shaking and the birds fly around. When the shaking stops they all land on new perches but everything else stays pretty much the same.
Observation #9
Truth rarely moves up in an organization. Each level acts as a shield of the truth and the more levels that exist the higher the probability that those on the top levels of the organization will ever see the real world. And, sadly, very few managers ever take time to venture down to the lower levels of the organization to get the real picture.
Observation #10
The things that got you to where you are today are usually not the things that will get you to the future. Few organizations know how to “unlearn” some of the things that are getting in the way of future progress. Most of the energy in organizations is focused on “pushing today forward” and not “creating a great tomorrow”.
Observation#11
Creativity and innovation is something many organizations love to talk about. But it is usually a lot of talk with no real action.
Observation #12
It’s hard to get organizations interested in creativity and innovation when things are going badly. We are too busy and don’t have the time for this. It is sometimes even harder when things are going really well. Why do we need to be more innovative now? If it ain’t broke, why fix it?
Observation #13
Optimists within organization are just pessimists with no job experience.
Observation #14
As soon as managers are convinced of the need to change the way they think about creating the future of the organization they will mysteriously disappear. The re-training of new managers will then begin at zero.
Observation #15
Fun work is an oxymoron. Work consists of 5 days of pain followed by a 2 day reward.
“Sometimes trying to tune up an old company is like trying to put lipstick on a pig.”
Ross Perot
Observation #1
There is far more energy expended in organizations that focuses on problem solving then there is in focusing on creating anything new. Like ducks, most organizations are great at paddling but a little shaky at flying.
Observation #2
Solutions to most problems often create more problems than they solve. Solving problems is like hanging wallpaper or pushing a cork into the water. If you've ever had the pleasure of hanging wallpaper you know it consists of getting the paper in the right position followed by chasing water bubbles around. When you push a bubble down it just comes up some place else. When you suppress a problem in an organization it also just comes up somewhere else. When you push a cork down into water it wants to push back. The harder you push it the harder it pushes back. The harder you push on problems the more likely you will create some destructive forces that push back and may harm the organization.
Observation #3
Most organizations are navigated using rear-view mirrors. There is a strong relationship to the past that drives most organizations. I know only a few that have a process for scouting the future. Most organizations that claim to have a strategy for creating their future are really just projecting their current situation forward. That is quite different from creating a future based on the pull that comes from a strong vision of what is possible.
Observation #4
A lot of energy in organizations is spent whining and moaning. People love to complain about the weather (which they can’t change) and their workplaces (which they can change). What would happen if we could channel this energy towards productive change?
Observation #5
Organizations and many of the people who comprise them are like race horses with blinders. There only field of view is in front of them. There are huge possibilities that are out of these fields of view that are simply not seen.
Observation #6
People in organizations are more focused on being comfortable than they are in taking chances and stretching the possibilities. Mistakes are usually frowned upon. Breakthrough never comes from the comfort zone and those organizations that create an environment that rewards only those who comfortably perform their jobs will likely never create breakthrough.
Observation #7
Managers tend to love short-term solutions to their problems (and are usually rewarded for these), especially the cute ones. And they often fall prey to current management fads that often give the illusion that they will provide long-term solutions.
Observation #8
Restructuring is often offered up as a solution but is usually not the problem. I call this the “bird gage theory”. Think of an organization as a cage full of birds sitting on their perches. Every now and then someone gives the cage a good shaking and the birds fly around. When the shaking stops they all land on new perches but everything else stays pretty much the same.
Observation #9
Truth rarely moves up in an organization. Each level acts as a shield of the truth and the more levels that exist the higher the probability that those on the top levels of the organization will ever see the real world. And, sadly, very few managers ever take time to venture down to the lower levels of the organization to get the real picture.
Observation #10
The things that got you to where you are today are usually not the things that will get you to the future. Few organizations know how to “unlearn” some of the things that are getting in the way of future progress. Most of the energy in organizations is focused on “pushing today forward” and not “creating a great tomorrow”.
Observation#11
Creativity and innovation is something many organizations love to talk about. But it is usually a lot of talk with no real action.
Observation #12
It’s hard to get organizations interested in creativity and innovation when things are going badly. We are too busy and don’t have the time for this. It is sometimes even harder when things are going really well. Why do we need to be more innovative now? If it ain’t broke, why fix it?
Observation #13
Optimists within organization are just pessimists with no job experience.
Observation #14
As soon as managers are convinced of the need to change the way they think about creating the future of the organization they will mysteriously disappear. The re-training of new managers will then begin at zero.
Observation #15
Fun work is an oxymoron. Work consists of 5 days of pain followed by a 2 day reward.
“Sometimes trying to tune up an old company is like trying to put lipstick on a pig.”
Ross Perot