Adapt or die…

How can we adapt it to make it work for us?

Consider what’s possible when we apply inclusive thoughts rather than exclusive in the choices we make…

Why when people ask “What three things would you bring with you on a desert island?”

no one ever replies, “A BOAT”

Why when you fill-out a form and they ask “Who to contact in case of emergency?”,

no one ever replies, “A DOCTOR”

Ideas to create inclusive thought

Look around to see what others have done, look beyond your competition, look at other industries—what ideas, systems and processes can be adapted to your business? Why reinvent the wheel…make use of new, developed technology and ideas.

Apply creative thinking concepts

Specific ideas or processes may not transfer from one setting to another, but thinking about the bigger concept behind an idea/process may stimulate other ideas that will work.

The authors of The Improvement Guide1 looked at successful improvements from many sources to extract 70 bigger concepts, called “Change Concepts,” that can help germinate new ideas. The change concepts cover a wide range of “problems,” spurring ideas on how to eliminate waste, manage time, improve workflow, design business systems, the work environment, and product/service customer relationship. (It’s a little heavy reading, but an excellent book, if you would like to explore the topic further.)

When looking at other’s “Change Concepts” and determining if the idea or process can be adapted, paraphrasing the authors, ask three questions:

  1. What are we trying to accomplish by changing?
  2. What changes and adaptations can we make that will result in improvement?
  3. How will we know that the change is an improvement?

Using the "trial and learn from others" approach instead of the "trial and error" approach eases transition time during change. Please share some of your "trial and learn from others" successes on our blog.

Download your weekly printable Action Quote. Adapt.pdf

1. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (Jossey-Bass Business and Management Series). Authors: Gerald J. Langley, Kevin M. Nolan, Clifford L. Norman, Lloyd P. Provost, Thomas W. Nolan

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