One of the key challenges we face is the “inattentional blindness” that is created by working under pressure.
One of the most effective ways of becoming (notionally) efficient is to allow our ability to label things full rein. We do most of it naturally and unconsciously, and has been the subject of much research and publications – my own favourites include Margaret Heffernan (Willful Blindness) Daniel Kahnman (all of his work, most recently “Thinking Fast and Slow”) Adam Morgan (A Beautiful Constraint) and Gerd Gigerenzer (Risk Savvy).
The point is this – unless we are attentive to this tendency, we end up stuck in a rut.
As we become successful, we focus on what works well, and that quickly becomes a preferred way of working, which morphs into “the way we do things around here” which very quickly becomes our culture. What started out being exciting and vibrant becomes set in the aspic of what worked in the past.
In the connection economy, where everything is linked, and inherently dynamic this is not only a dangerous thing to allow, it positively cuts us off from the next stage of growth.
There is an aspect of the creativity that drives today’s successful business that, to borrow from Adam Morgan’s book, requires us “to walk in stupid every morning” – in other words, to take nothing for granted, and to test the assumptions that we make – consciously and unconsciously.
The best protection against the rigidity that comes with habit is diversity – gender, race, culture, background. More than ever we need the equivalent of the “Jesters” in the courts of the Middle Ages – the only ones in the court who could speak (or act or parody) truth unto power. They were key to bringing those inconvenient truths out into the open.
We can access this in so many places, from Linkedin Groups to Professional Coaches.
It takes effort, and sometimes money, but the opportunity cost of inattentional blindness makes it a key investment.
In my own work with a wide range of businesses, there is often much attention paid to strategy, but much less to questioning the assumptions upon which those strategies are based. The difference that can be made by engaging with these assumptions is often huge, and drives breakthrough insights.
Every business needs a Jester.