Cxxxxiv) Too much focus on performance measurements, checklists, etc and not enough on innovation, problem-solving, etc.

This is most obvious when the organisation is going through difficult times.

“…When under pressure, we go more tactical then adaptive……Tactical means tactics. We plan KPIs, measures, metrics......focus on results and statistics. We want to make things certain. We want to control as many things as we can…”

Ben Crowe as quoted by Sally Patten, 2024

Much of the tactical focus is on uncontrollable elements - things that we cannot control;

“…Management cannot control sales results because they cannot control the competitors. They cannot control government regulations, interest rates or pandemics and financial incentives will not help them to do that…”

Ben Crowe as quoted by Sally Patten, 2024

it is preferable to focus on the things you can control like curiosity, innovation, experimentation, etc; in order to find different ways of doing things, etc. This can mean an increased focus on the process rather than the figures.

This approach requires an open mind, determined to find possibilities in adversity/ challenges, etc.

Not everything will work as you expected

“…As soon as you tap into curiosity, you will turn adversity into the possibility…”

Ben Crowe as quoted by Sally Patten, 2024

You will make mistakes which should be treated as learning experiences.

“…Don't let the fear, the situation or the bad result determine your mindset…”

Ben Crowe as quoted by Sally Patten, 2024

You need to maximise your time understanding what the needs of the market and your clients are, rather than performance.

“…You are much better off spending time thinking. What does my client needs? What are the problems? How do I provide solutions? If you spend time with the clients and market to deeply understand them, and come to them with pertinent, relevant ideas and suggestions, the sales and revenue flow…”

Georgina Hewett as quoted by Sally Patten, 2024

One suggestion is to read widely, including outside your area of expertise, industry, etc for new ideas.

Cxxxxv) Not understanding the ramifications of the elements of complex theory (including the Chaos Theory that highlights the importance of initial conditions, etc in determining outcomes. The application of this theory may ultimately demonstrate that for organisations endeavouring to change straight line, ie linear or ‘step-by-step’, predictable frameworks, have severe limitations in their effectiveness.  The 2 core elements are emergence and self-organising: with their 7 components (game theory, nonlinear dynamics and systems theory, pattern formation, evolution and adaptation, networks and collective behaviour.)

(for more detail, see elsewhere in the knowledge base)