Change, Plan, Execute - This is your paradigm speaking

It is easy when we first become aware of some new concept, new idea to become excited and rush right on in “where angles fear to tread” so to speak. This can also be true when we become aware of the need to change, sometimes when we perceive personal change but in particular organizational change. The leadership maxim, “be quick to decide and slow to change your mind” is a very necessary quality, because we live in a dynamic environment filled with rapid change, and we see the need for rapid change to survive.

 It is at those times when we become aware of the need to drive a change that we can so easily launch right into the phase of planning, because after all we have to get on with the job and get the results, and it’s clear that the sooner we start the sooner we will finish. Right??

 The problem with this is not so much one of speed, but one of sequencing. If I ask you which is more important, Time or timing. Most would probably answer timing. A simple model to highlight the concept, it is 4 Km from my house to the shops, and takes anywhere between 10 min and 30 min to get there, it depends upon the traffic, the lights, other drivers, etc. If my timing is just right and the events all line up I can get there in a really short space of time.

 So what is the step that is missing, what sequence is out of sequence. The Change was skipped. You see when you being by planning you are trying to grow an unknown plant in the soil of a mind that has only just become aware of the new possibility. Your current paradigm, up until now, has been completely unaware of the possibility of something different. Your mind wants to launch into the solution but the problem is that the plans are being made from a mindset that was effective, but may not be anymore.

 Giving yourself time to explore the new concept, look at it from different perspectives, formulate, model, describe and re-describe, this is the time needed to allow you to accept the change, to allow it to “grow on you”. Until you have taken this time to allow the new concept to take root your subconscious mind remains where you were, not really believing that anything much has changed.

 Here is a brief synopsis of what can happen when we jump to the planning phase to soon. There will be a need to talk to people, arrange meetings, be in meetings, talk through the concept and so on; when you talk to people about the plans your non verbal signals, perhaps even some of your verbal signals, being controlled by the subconscious, will be inconsistent to your words. After all you are consciously aware of the need to change though your subconscious is still living in “the past” so to speak. This mixed message can be interpreted in many different ways, but none of them lead to the results you want. Even though you may consciously be completely supportive of the concept, you must remember that “this is your paradigm speaking”

 The truest test of this is not in certainty of action, but in vulnerability. Passion to achieve the results is essential, though vulnerability shows that the individual is truly in a place they are unfamiliar with, but strong enough to be there. It shows that while I am not totally sure of the environment, I am still feeling the way cautiously, I am still willing to take a look. This is why it is said “Don’t be afraid to move slowly, just be afraid of lieing still.”

 So the next time you become aware of the need for change and, facing the pressure of time constraints, ready yourself to charge right into planning, ask yourself the question, “to what extent am I willing to sacrifice quality for speed to task?” you might find that a moment taken in quite contemplation up front could save you days or weeks down the track.

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