BOOK SUMMARY 242 The Light
and Fast Organisation
·
Summary
written by: Jane Bushby
"Regardless of
the forthcoming storm, we have a choice as to how we tackle the climb
ahead"
-
The Light and Fast Organisation, page xviii
With The Light and Fast
Organisation, Patrick Hollingworth has written a wonderful book using
inspiring mountaineering stories outlining how this sport has changed with the
advent of alpinists. These stories provide wonderful backdrops and, coupled
with Patrick’s use of individual and organisational theories and practice,
provide great food for thought for individuals and organisations seeking to
transform themselves to ensure their ongoing and future sustainability.
The Golden Egg
Rethinking how we
think about change
"Rather than trying to manage
change in a workplace, you and your organization need to move with the
change."- The Light and Fast Organisation, page 11
Patrick outlines the globally shifting
landscape, identifying that we are living and working in a world in which
Volatility, Uncertainty, Complexity and Ambiguity (VUCA) are the norm. It is
interesting to read about the variety and number of global events which
indicate the need for us to look at new models and approaches in running and
structuring our organisations. It is noted that existing organisational
structures and approaches to change are outdated and will not serve to support
organisations sustaining themselves for success in the 21st century
and beyond. Currently, many of us are spending too much time trying to control
the changing environment with old fashioned methods. Patrick highlights the
importance of needing to adapt to and change with the external changes we are
facing. To do this he suggests we need more flexible structures and employees
who have a ‘who dares wins’ attitude which is developed through encouraging all
our employees to have greater opportunity of being involved in meaningful work.
It was interesting to read that employee engagement has flat lined at 30%
globally and this a threat for organisations seeking to succeed in a VUCA
world. This is partly due to a lack of trust in organisations between employees
and their leaders. For me, this was another example of how important it is for
us to rethink how we think about change and seek to empower and encourage
everybody to step up and pull together as a team in helping their organisations
achieve success. For Patrick this is analogous to moving from a mountaineering
style to alpine style organisations. A key aspect to achieving this requires
leaders to recognise that their people are critical to helping them attain
success and it requires increasing the degree to which their employees are:
·
Engaged – enjoy what they do
·
Inspired – love their job
·
Destined – born for it
Gem #1
Embrace experience
and working with others
"The alpinist is heavily reliant
on their own and their partner’s experience which have been developed over a
lifetime’s commitment to the mountains…the alpinist has practiced for 10,000
hours."- The Light and Fast Organisation, page 112
A lot of people I meet and a lot of
organisations are talking about the need to increase their agility. One of the
messages I loved in this book was that to be agile one must have developed
expertise, that it is this expertise which enables us to be agile and consider
changing environments differently. Again, many talk about the need to be and to
build resilience in managing and coping with change. Patrick suggests that to
become an alpinist it is critical to develop anti-fragility. He defines
resilience as being robust in the face of change and bouncing from it, i.e. not
changing or adapting. Anti-fragility is defined as changing and improving as a
result of the change that is being experienced, which is what defines the
alpinist approach as opposed to traditional approaches to change. An additional
requirement to be truly alpine is to have the ability to partner, to
collaborate with others in striving for success.
A transformation model is
presented which identifies five stages to becoming an alpine organization. The
stages are:
Unaware – lack of awareness (of self, others, external
environment)
Reactive – focus on self
Dependent – recognition that others can
help
Independent – self-reliance and
responsibility, understand the outside world cannot be controlled, it is how
the individual chooses to respond
Interdependent – collaborating with others at
this level, keep checking on themselves, others and the environment
Gem #2
Take time to decide
what to do next
"We have a bias for action and for
getting started on things straight away… But that approach will no longer serve
us if we want to thrive in the VUCA world. We need to go back to the box, get
out the instructions and sit down and read them… we need to slow down before we
can speed up."- The Light and Fast Organisation, page 133
This was another great message in a
book full of great takeaways. Sensemaking is an important activity to support
effective decision making, it also requires more attention being paid to our
environment rather than relying on our intuition or other heuristics (biases)
to reach quicker decisions. Patrick points out that our biases can mean that we
ignore factors and thus our decisions could be improved by taking more time to
make sense of our environment and what is happening in it. For me, the other
takeaway was that the process of sensemaking requires the ability to
collaborate and work with others in testing our assumptions based on the facts
we have considered. I do think it is this that encourages our agility as we are
not forming decisions in isolation and then feeling unable to change them based
on feedback from others. Patrick references the work of Daniel Kahneman (Thinking Fast and Slow) who found that our
bias is for fast thinking which makes extensive use of our intuition and
biases, and that the brain is reluctant to use slow thinking as it is rational,
deliberate and steady. Yet it is slow thinking that is best for complex
problems and thus critical for adapting to and succeeding in a VUCA world.
The stories and Patrick’s writing style
have stayed with me since reading his book. He has cleverly interwoven many
complex and different approaches to create his view of things and developed
simple and pragmatic models for individuals and organisations to help them in
remaining viable into the future. This was a hard summary to distil into two
GEMs and I do believe there are many others that other readers would find
interesting. For me, I am excited to review how we do change, looking at how to
enable organisations to move through the steps towards becoming an alpine
organization, and acting with deliberate decision making rather than feeling
that making speedy decisions is the only option for agility in a VUCA world.
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