One of the key’s to success in the 21ste century is the ability to handle change. Not just to survive it, but also to thrive on it. This often means creating change before change creates a different you. It also means managing a system (business, family, individual, etc) in such a way that change is the norm, and when change happens it does not produce discontent or anxiety. This is easy to say, but how do you actually do it when there are people involved, with expectations and different levels of personal acceptance of change?
Mobile phone Car kits – what’s the point of putting a mobile phone kit in your car? Every time you change your cell phone you have to change the kit, because even cell phones from the same company have different fittings and standards. So, if you put a kit in, you restrict your future choice of phones. You end up choosing a phone based on an old car kit, rather than the correct phone for your current needs.
Liverpool UEFA – Keith blogged about Liverpool, UEFA and rules being broken – read it here. Even though we’re giving him a hard time, this is certainly a case of not foreseeing something, and now being stuck. But that’s the point – we can;t foresee everything, and must build flexibility into our systems. In this case, there should have been a wild card system right from the start, and that could now be applied to Liverpool with no changes in rules needed.
Country Constitution & Courts – in fact, this is a good example when change is brought into a system by application of the law. Anytime somebody wants to do something they’re legally not allowed to do, they have to create new “case law” that updates older laws and makes new precedent. OK, so its too long and costly for normal every-day use, but the concept of “case law” might be helpful in our quest to build change into our DNA.
This is one of the reasons that websites are becoming more popular than books – you can update them quickly and easily, and keep them up to date.
This is a question I’ll be coming back to you over the next few weeks, and would be interested in what others have to say practically.
Our goal: to build change into the DNA of the individuals and organisations we work with.
For now, though, I’ve been trying to think of examples of where the lack of built-in change has caused major hassles, and produced unhealthy/counter-productive behaviours . Here are some of the ones I can think of. Can you think of more?
Any more examples?