Friday, August 9, 2013

Nimbleness


Growth - in plants, in animals, in humans, in learning - NEVER follows a straight line.  It occurs in fits and starts, ups and downs, sprints and diversions. 

Why then, do we assume that we can craft stability in an organization by pre-defining its movements, its plans, its trajectory?  If nothing else, we should read, and learn, from history. Those that are adept at adapting win the day (and the profit, and the customers, and the satisfaction of a job well done, and the future, and happiness).  

How might we make nimbleness an assumption in our organization, rather than some aspiration?

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