Why,Change,amp,#63,Why,are,mos business, insurance Why Change?

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Why are most people tired at the end of their workday? Notbecause they've had to do so much physically demanding work.Most jobs are not physically tiring. Running down a Mastodon-- that's tiring. In an "information" economy, most people'sjobs are not hard physically. I had an inside sales jobwhere I was on my feet much of the day and, yes, at the endof the day my feet hurt. But I still went to the gym afterwork at least three or four times a week. The reason most people are tired at the end of the averageworkday is because they are bored to death. They are bored!If you've ever had a job -- and some of you have one rightnow -- where you were bored most of the time, you know, yourjob is a series of stupid emails, and pointless,interminable meetings (and if you haven't had a job likethis yet, you probably will). Being bored is exhausting. People come home at the end ofthe day from jobs like this exhausted. They can barely liftthe fork to get the food into their mouth. No wondertelevision is so popular -- the programming is crappy,stupid, ridiculous, and insulting, but it's not boring. It'sat least better than being bored. So business as usual is boring. Change is not boring.Changing is hard. Changing is work. Until you get the trainrolling. Think about a train in the station, just leaving,just getting underway. What happens? Does it start off BOOM70 miles an hour? Of course not. It starts off very slowly.At first, the train's motion is barely perceptible. (Have you ever had the experience, in a train or a car,where someone outside walks or drives by in the oppositedirection and makes you feel like you're moving when you'renot?) It's hard to get something as big as a train moving. Howmuch does your average 100-car freight train weigh? A lot.To get that mass moving at all takes a huge investment ofenergy. But you know what? Once it's moving, that huge mass movingat a high speed, it has acquired momentum. The Queen Mary, the ocean liner, takes seven miles to stop.So if you're coming in to the dock, you're not thinkingabout stopping when you enter the port. You'd better bethinking about it much earlier. Way way out to sea, likeseven miles out. (Captain: "I'm going to have to stop wayover there, but I'd better start thinking about it NOW.") What's hard is getting the momentum built up in the firstplace. Once you have the momentum going -- and most bigorganizations that have been around a while have this --they have a tendency to keep going in the same direction,because it's hard for them -- impossible really -- to turnon a dime. The point is that to change, you have to change themomentum. You cannot count on the environment to change yourmomentum. For things to change for you, you've got tochange. For the momentum of an organization to change or beredirected, you must take action to cause that change tohappen. For things to get better for you or yourorganization, you or your organization have to get better.And that almost always means changing. Using the Pareto Perspective is one of the ways ofidentifying and implementing change. It's not the be-all andend-all. I'm not pretending that it is. But it is a verypowerful way of implementing change with a very simpleParadigm Shift (a term coined by Thomas S. Kuhn in his 1962book The Structure of Scientific Revolutions). An abusedterm, but nevertheless still valid. Paradigm Shift insimplest terms means changing the way you think aboutthings, your constructs, you world-view. So by extension, for things to change for you, you've got tochange your thinking. Which leads to "for things to changefor you, you've got to change your actions." Insanity has been defined as doing the same things over andover again yet expecting a different result. No wonderpeople end up in asylums -- and corporations end up inbankruptcy court. People and companies would rather be able to do the samething and get better results because something else changes-- the world, for example. Not going to happen. 9/11 notwithstanding, things are going to be pretty much likethey've always been. Yes, there'll be some tweaking of things at the margins, butthe momentum of the world-as-we-know-it will continue prettymuch intact, until and unless there is a MAJOR catastrophe(like a really big rock falling out of the sky -- as hashappened several times before). So we have to change. Our companies have to change. We have to get better. Our companies have to get better. Or we -- and they -- will get extinct.