When Did We Stop Thinking?

Human evolution is a complex topic. Personal growth may be more perplexing even to the
best psychologists. The theme that really defies reason is when a whole organization or
market segment falls into the trap of formal rigidity, as in its just the way it is.
Accepting life as it is, accepting your job as it is, accepting the function of an organization as
it exists today is not only lazy but dangerous.
Life, work cultures, the market and technology are too dynamic to be thought of in absolute
and fixed terms. This unprecedented rate of change calls for humans to be wholly present,
aware and adaptive.
Sure, its critically important to begin by deeply and critically understanding a snapshot of the
mental model of todays reality; however, that is just a first step. Exploring new models of
work, new learning and new thinking are mandatory for shifting into a mode where people
can flourish and thrive. Otherwise, a rut can quickly turn into a grave for a stubborn
company.
At least once a week I run into a former associate who says, Man, I dont know what youre
into these days, but its fascinating. I read your articles, but only understand half of it. Some
of the new lexicon of innovation can come across as a threat to good-ol-boy thinking.
The reaction I most often receive is a look of fear, as if Im a prophet foretelling the end of
days. What the articles seek to represent is a generative worldview, one that doesnt settle
for the axiomatic logic of if it aint broke, dont fix it. From this perspective, everything in
life can be optimized, designed better and carefully crafted to be more relevant.
A company that will not seek to change their business models, products and services with this
sense of restless creativity and forensic exploration of possibility has frozen its growth and
fallen into an orthodoxy that will place it on life support and palliative care.

Much like the person who is on the sidelines interested in new ways of thinking but too
fearing of learning something new, such companies have stopped encouraging, supporting and
rewarding new thinking.
Why? We should demand that our institutions demand the best of our nature and produce
goods and services that enhance and empower life.
What percentage of people actualize this ideal? How many people long for it, but suppress
their calling and compromise the ideal for some rationalized alternative? How many just dont
care, and have actually stopped learning, stopped new thoughts and are comfortable in the
opiate of a fixed, absolute system?
Look at any example, even the most regulated and formal: the post office, banking or health
care. Nothing stays the same and if your company isnt the one welcoming new thinking
about your category and making actions to redefine the next iteration of its expression in the
market, find the nearest exit.
Ask yourself, when did we stop allowing new thinking?
If you can pinpoint the era when the growth engine was put to rest inside an organization,
there is a good chance you can revive it.
Michael Graber, managing partner of the Southern Growth Studio, can be reached
at southerngrowthstudio.com.