When was the last time you tried something new? How did it make you feel? If you’re adventurous, you probably felt thrilled. If you’re fearful, you are probably still wondering if the experience was worth the risk. So it is with organizations. Adventurous (or proactive) organizations thrive; the fearful (or reactive) survive—just barely.
Organizations (and individuals) that cannot let go of “dead ideas” are doomed to failure. Think about how many processes your organization manages every day. How many of these processes are preventing you and your staff from being maximally productive? Why aren’t the processes updated? Is it because everyone is so overworked that there is no time to address the issue?
If there is no time now to address the issue, then when? Constantly relegating issues to the backburner is like clinging to the old ways in the hope that the old ways will somehow magically reinvent themselves. These old ways are nothing more than dead ideas. And there is no place for dead ideas in productive organizations.
The sad news is that this way of thinking is not confined to individuals or the executive boardroom. Governments also think this way. This inability to let go of tired thinking is decaying everyone and everything.
Much has been written about change management because change is difficult to accomplish (think about changing just one of your habits—it takes at least three months of solid effort to build a new habit). But what seems to be coming through in organizations is that for change to occur, all employees need to be onboard. This requires changing old ways of thinking.
So how do we let go of old ways of thinking, of dead ideas? According to Matt Miller, there are three steps.
Identify the ideas that matter. Since we can’t boil the ocean, pick the projects or ideas that will really make a profoundly positive impact on your organization or your life. These ideas will typically be strategic—those “sacred cow” ideas that no one has dared question until now.
Understand each dead idea’s “story.” This comes down to identifying the root cause. How did this process become so entrenched with sub-processes? Why did this process seem to make sense in the first place? By understanding the root of the idea, it’s much easier to discern an action for change.
Reach for new ways of thinking. Don’t dismiss ideas because they seem counterintuitive. If they seem counterintuitive, this may be a sign of how skewed our thinking has become; entrenched with only one way of doing things. Brainstorm. Look at possibilities. By reaching for new ways of thinking, we expand our minds.
In the end, we owe it to ourselves and our organizations to continuously improve and grow. By shedding old ways of doing things and inventing and implementing new concepts, we all thrive. Don’t get stuck in an outdated paradigm just because it’s been there all along.