Future Shock

Dynamic Behavioural Friction arises from the process of change: from doing it and not doing it.

Things have always changed but in the last 50 years the rate of change has increased exponentially.

These are the opening lines of the 1970's film based on Alvin Toffler's best selling book Future Shock.

Future shock is a sickness which comes from too much change in too short a time; it’s the feeling that nothing is permanent anymore; it’s the reaction to changes that happen so fast that we can’t absorb them; it‘s the premature arrival of the future.

Hype or happening

Many of the predictions of the outcome of Future Shock seem ludicrous today, but getting the details wrong shouldn't lead us to deny that it is actually happening.

The effects are just different.

The ability to adapt to rapid change has become a key requirement of corporate survival because Panda's don't survive in the corporate world.

Not only do we feel it: evidence proves it.

One example is the reducing lifespan of companies in the S&P 500.

It has decreased from 67 years in the 1920s to just 18 years today, and is attributed to a failure to adapt and transform as fast, or faster, than the rate of change in the market place.

 

 

Metamorphosis

The last 50 years is littered with the warnings of management Guru's of the need to get better at the process of change, for example, Jennifer Reingold reviewing Jim Collins Built to Last,

"Theeee most important part of the book is chapter four!" Collins declares today, stretching his words for unmistakable emphasis. "Preserve the core! And! Stimulate progress! To be built to last, you have to be built for change!"

Peter Senge even proposes in the Fifth Discipline that the inability to change is caused by 7 learning disabilities!

Signs

Our view is that Dynamic Behavioural Friction is the cause: the Behavioural Friction that limits and prevents change.

Whilst most organisations find change difficult there are symptoms that may be used to gauge how 'bad' it is in an organisation.

These include a lack of innovation and creativity, fear of the new, low employee engagement and contribution, sluggish implementation, recurring initiatives on the same subjects, poor strategic planning, dogmatic, stubborn and bureaucratic decision making.

Where these are present the organisation is predisposed to develop in the opposite direction, becoming increasingly static and unchanging.

 

Release

Almost all organisations try to effect change by addressing these symptoms.

But it proves to be somewhere between hard & impossible and failure only provides further confirmation how difficult change is to achieve.

Understanding Dynamic Behavioural Friction as the underlying cause provides new hope. It empowers the organisation to seek and identify the sources and then take action to address them to release the organisation from its negative cycle.

Edge

Success has always required change, but the pace was slower and evolving over decades was sufficient to create Great companies.

Now change is a prerequisite just to survive.

For those who want to  success, the ability to change and keep on changing is the competitive advantage of the 21st century.

And to become a great company requires change to become a continuous process.

The discipline and tools of Behavioural Friction provide new understanding and tools that make this easier to achieve.

 

Start using Behavioural Friction
to make the right things easy and the wrong things hard