Acting to Avoid Reflecting

Staring at the sky it still doesn’t make sense. I’m in my North London backyard soaking up the privilege of outdoor space and sunshine. I’m eagerly trying not to start anything new. My typical response to a crisis is to start something. Just what is less important than the act doing something new, it helps me feel like I’m initiating the change rather than change happening to me. The action also helps me avoid reflecting on the deeper meaning and implications of the crisis itself.

Action and busyness are typical coping mechanisms when we don’t feel in control. It speaks to our deep ability to handle change. The core task of leadership, whether running a company or attempting innovation, is change. Yet change rarely goes beyond incremental improvements or keeping business as usual turning over. Change operates within the existing paradigm of a company, industry or society. The components of change are events, situations, results-orientated and relatively fast. The change paradigm ironically is why radical innovation typically fails, it’s too painful to go through the transition required. Currently, change is all around us, but something deeper is happening.

When Change Becomes Transition

What most of us are living through is transition and we are just starting to address it. Transition is radically different from change, beyond actions it’s an internal psychological reorientation as we adapt to external changes. Its components are experiential, psychological, procedural and relatively slow. To begin transition one counterintuitively starts with ending. One must let go of the old world before the new world is in sight. Moving into a neutral zone where you figure out just what is the new paradigm, product, organization, system, identity, etc.. The greatest challenge isn’t to progress forward, it’s to let go by putting your present in the past.

A courageous question for a leader to allow into the agenda is whether they are entering change or transition, both as an individual and as an organization. The mistake is to underthink and wait till we go back to normal. As is the delusion of overthinking that everything, literally everything, is different or unprecedented. Both extremes deny the reality at hand and the opportunity for a deeper reorientation. Transition is an emergent challenge and containing the anxiety of not knowing is an ongoing wrestling match. What can help to lead through the neutral zone of transition is to surface how deep is your organization’s tolerance for transition in the months ahead.

The Great Reawakening

We are in a sort of induced economic coma, functioning but impaired. When we reawaken, it will be an opportunity to revitalize innovation efforts to renew your staff around how you serve your customers. Beyond its tangible outputs, the transitional role of an innovation effort is to surface, recognize and metabolize the anxieties of grief, hope, disappointment or euphoria that sit under the surface of your colleagues. For some organizations with a high tolerance for evolution, this may be a radical moon shot. For those of lower tolerance, it’s simply addressing overdue but neglected iterative improvements. The mistake waiting to be made is denying the emotions and suppressing them by staying in the change paradigm of routine actions.

My hope is the great reawakening will lead to a more thoughtful approach to innovation. To inject oxygen into the 94% of executives who are dissatisfied with their innovation efforts. While also adding more holistic accountability to the innovations that do succeed to regain trust, integrity, sustainability and accessibility to the influential (mostly digital) product innovations of our time.

It can be a therapeutic and galvanizing experience to allow the unsaid to be said, to shed the less good parts of a business’ practices and elevate the better parts. Innovation initiatives can be a safe container to grieve for the old world that has left, so we can let go, while in parallel renewing optimism, enthusiasm and commitment through drafting the new reality for yourself and your organization.

Movements

I’m safely in London and well on my own path of transition. This topic is very personal at the moment. I have the privilege of choosing from many paths and have recently come through my neutral zone that lasted two years. I’ve begun a semi-sabbatical to focus my INSEAD research over the next six months. While taking on select innovation-related leadership and organization development initiatives. If I can help, as a program designer or facilitator, please do get in touch.

Thank you for your continued feedback and please share with me any innovation paradoxes or questions on your mind.

Stay safe,

- Brett

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Source Material:

• McKinsey Innovation satisfaction - https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/how-we-help-clients/growth-and-innovation

• Bridges, W. (1986). Organizational Dynamics, 15(1), 24–33.

• Bridges, W. (1991). Managing Transitions

• Hirschhorn L., The Primary Risk. Human Relations, Vol 52(1), 1999

• 3rd ed., rev.; DSM–III–R; American Psychiatric Association, 1987 (logic distortions)