Today I bring you two pieces I’ve come across lately on the effects of temporary change. How many things in your life or in your job have you been wanting to try, to do, or to become?
Are you interested in the latest management technique but wary of its “fad-ness”?
Peter Bregman, strategic advisor to CEOs, writes in the Harvard Business Review:
“Process re-engineering? The one-minute manager? Management by objective? Guerrilla marketing? It’s easy to dismiss them all, and so many other ideas, as fads. Here one day, gone the next. Better not to get sucked into them in the first place. But, instead, consider how each “fad” might have been useful, perhaps in your organization, for a period of time. And that might be just fine. For something to be a great success, it doesn’t have to last forever. The challenge? Not thinking of any solution as a cure-all in the first place. Because when we think of something as a panacea, we ignore its weaknesses and negative side effects. And then, eventually, when the inevitable flaws are exposed, we lose faith in the solution completely. We discount any value it provided. Because it never lived up to our expectations, it never fully worked.”
Or maybe you have always wanted to bike to work, to go vegan, or to write a novel.
Matt Cutts, Google engineer and TED talker, urges us to: Why not try something new just for the next 30 days?
What are you going to try for the next 30 days?