Your Future is Faster

The question is not whether we are able to change, but whether we are changing fast enough.
— Angela Merkel

In Engineering and Psychology, there is a principle of Least Work. That's least physical work and least mental work. Our experience tells us if something is mentally hard, many people will tend to do nothing or keep doing the same. Nobel prize winner, Daniel Kahneman has proved this and he says.

... if there are several ways of achieving the same goal, people will eventually gravitate to the least demanding course of action...
— Daniel Kahneman

So what? Every day, we need our employees to do things faster in our complicated organisations. In siloed organisations, it's already hard. So, asking our staff to do things faster in our organisations, where it already feels like wading through treacle, makes tasks even tougher. The outcome is many people freeze or don't change.

However, we need our people to change because outside our organisations, change is happening faster. Especially digital change. For example, look at the new apple software upgrade IOS 11, and how you can set up new devices from another device simply by placing them next to each other.

With faster change outside your organisations, you must get your people to get things done faster in your organisations. What if the future is faster but your employees slow down or stop deciding? You can't afford to let this happen. Why Not? Because you and your organisations are compelled to deliver results faster and to deliver more results from less money, time and people. You need to break through bureaucracy that slows or stops action.

What should you do?

Urgency gets things done

We have all experienced that in a crisis things get done, fast.

Another Nobel prize winner, Robert Schuller says the catalysts for innovation are crises. Crises work because they create urgency. So, to innovate or change, create a crisis.

Our workshop Rapid Results from Teams uses the principle of creating urgency. In just one day, people from different departments choose actions together. Not creating slides or reports or minutes. Not planning for the perfect solution which takes forever or never happens. The essence of the method is urgency. Urgency on the day. Not taking minutes but taking actions. Actions agreed by a team, in just one day. Valuing delivery instead of perfection.

What you discover is doing something fast that will make a difference is better than doing nothing at all. Also, doing some things faster, you will discover the organisation can move so much faster. You prove that your organisation can deliver so much faster. So, you can change your organisation faster.

Don't talk about fast. Just do it, faster. In just one day!