Perfection is achieved not when there is nothing more to add but when there is nothing left to take away. This standard, crafted by Antoine de Saint-Exupéry, suggests some potential for improvement in public administration and large corporations. But what is the reason that the rules are becoming more and more and the processes more and more complicated? Perhaps, in the end, it is simply due to our tendency to seek solutions by adding rather than solving the problem by omitting, as demonstrated in recent research.
Longing for simple solutions on the individual level in the face of complex problems may be understandable and seem optimistic. Still, it is just cruel because the likely failure will also be attributed to the individuals and their “mindset.”
Quickly check the emails. Send a few chat messages on the side. The technical possibilities tempt us to condense our time more and more and rush through the workday. But is faster always better?
Companies are currently grappling with the question of how much their employees should work in the office and how much home office or remote working should be allowed. After the experience of the last two years of the Corona pandemic, the desire to combine the best of home and office in hybrid forms of working is laudable. Still, it should not be reduced to the question of the possible and permitted place of work. In essence, it is more about flexibility in terms of time than location.
Strokes of fate often cause people to pause and reflect on their own lives, followed by a reorientation. Due to the Corona pandemic, many employees are now asking themselves how they want to work in the future. Their answer is already emerging in the USA as the “Great Resignation.” Although this wave is flatter in Germany, it is still reason enough to think about the crucial role of leadership in the post-pandemic age.
Agile frameworks are collections of generalized solutions to typical problems in agile organizations. Applying these solutions works best when the pain of the problem is felt instead of just understood theoretically. An agile transformation is not an introduction of a framework but a joint journey on which obstacles are discovered and solved with the help of the known frameworks.
When reality contradicts our beliefs and worldviews, we have several ways to resolve this cognitive dissonance. Most people tend to creatively reinterpret reality to fit the experiences into their mental model picture. Yet, it is more helpful to use the discrepancies as a source of insight and adjust one’s worldview, especially for leaders whose worldviews and beliefs affect many others.