Rhetoric or Revolution? Trend or Paradigm Shift?
Yesterday’s newsletter—Are New Ways of Working really working? 😬— threw out a lot of questions about whether New Ways of Working are making a difference, whether the movement is truly up to the challenge of behaviour change at scale, and if we might even be missing the mark altogether. Today, I’m rolling up my sleeves and diving into some answers… Or at least offering a few of my own opinions on these tricky topics. Buckle up; this might get a bit bumpy!
Do most organisations truly have the interest, capacity, and energy to embark on this journey? And even if those stars align, can people sustain energy for new ways of working in the long run?
Short answer: not always. Most organisations like the idea of change more than the reality. When push comes to shove, the quarterly results are at stake and deadlines are around the corner, do they have the capacity and/or desire to maintain momentum? And how many of us can genuinely sustain energy for a journey that’s messy, unpredictable, and uncomfortable? Let’s not kid ourselves—new ways of working can be exhausting, and people often revert to what's familiar and comfortable.
Do organisations and consultants have the chops to navigate the challenge of behaviour change?
I’d argue... not nearly enough. There’s a reason behaviour change is such a hot topic in psychology and leadership circles: it's bloody hard. The theories are out there, but translating them into actual, sustained change? That's a whole different beast. The successes we hear about can often hinge on charismatic leaders or unique conditions that can’t be copied and pasted into other contexts.
Could it be that we haven’t yet developed the capacity to facilitate the deep behavioural shifts required? Or is there something more fundamental at play, like the paradigm that shapes our thinking?
Maybe both. We may lack the skills and tools to guide deep behavioural change—most of us have only scratched the surface of what's needed. But there’s also this bigger, more insidious challenge: the paradigms that govern our thinking. If we’re stuck in a linear, cause=effect, “command and control” mindset, can we really expect new ways of working to flourish? Shifting a paradigm is like trying to move tectonic plates—a monumental task that takes time and tremendous effort.
Are paradigms the problem? Is the New Ways of Working movement truly part of a paradigm shift, or just a passing trend?
It’s tough to tell. Paradigms are sticky, and they outlive trends. If New Ways of Working is truly a paradigm shift, it could take decades, maybe longer, to know for sure. Right now, it’s possible we’re in the midst of that shift—or just enamoured with the idea of one. Are we mistaking a few ripples for a tidal wave? Only time will tell.
Do we truly understand complexity, and are we prepared to acknowledge that change isn't linear but rather a tangled web of interconnected factors?
I doubt it. We like to believe we do, and many can talk a good game, but our actions suggest otherwise. Too often, we’re still searching for silver bullets, for simple solutions to complex problems. But organisational change isn’t a straight path—it’s more like a jungle trek, full of unexpected twists, turns and surprises. If we’re not willing to get lost a bit, to wander without a clear map, then we’re not ready for this kind of change.
Are leaders, C-suites, and boards ready to admit that not everything can be planned or predicted, and to see organisational change as a series of experiments?
Probably not as many as we’d like. Many leaders love control, certainty, and predictability. Admitting that change is messy and unpredictable goes against the grain of what many of them have been trained to believe and act on. So, are they ready to lead with humility, embrace failure, and foster a culture of experimentation en masse? Not yet, it seems, albeit with a few exceptions here and there.
Why aren't the "self-management" and "new ways of working" experts more successful in transforming organisations?
Could it be because we’re overselling it? Making it sound like a cure-all when in reality, it’s hard, messy work that takes years and years. Maybe we’re not talking enough about the failed attempts, the retreats to old habits, the constant friction. Perhaps we don’t always grasp the depth of the complexities we're dealing with, or the enormity of the challenge of behaviour change. And, quite simply, the average worker (understandably) just isn’t as interested in ways of working as nerds like me.
Could the movement’s cheerleaders be making it sound too easy, glossing over the difficulties of driving behaviour change at scale?
Absolutely. There’s a tendency in some quarters to make it sound like a magic pill. Just follow these steps, and voilà, a transformed organisation! But the truth is, driving behaviour change at scale is anything but easy. It’s not just about enthusiasm or good intentions; it’s about years of perseverance, experimentation, and willingness to confront tough truths. Are we ready for that? Only you can answer that question.
So, where does this leave us?
Perhaps with a few more questions than answers, and a feeling of discomfort—but that’s exactly where growth begins. The journey to reinvent work isn’t a straight line, and it certainly isn’t one-size-fits-all. Yes, it’s messy, uncertain, and often frustrating, but it’s also full of possibility. If we’re willing to stay curious, embrace the complexity, and challenge ourselves to think differently, then we’re already making progress.
Maybe the real opportunity here is to see these challenges not as roadblocks but as stepping stones. So, let’s keep this conversation going, keep challenging our assumptions, and stay open to where this journey takes us.
Looking forward to hearing your thoughts—hit reply, and let’s continue the conversation!
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