Habits form naturally, and in many cases through completely healthy processes. Routine can provide a degree of security and efficiency. But patterns of behaviour quickly become ingrained, and unconsciously we get addicted to them, that is we have extreme difficulty in changing them.
When we people together in organisations we get organisational habits; systems that take on a life of their own. These also often form for good reason and, as with individuals can lead to greater efficiency. People regularly talk about how potent organisational culture and systems of behaviour are in forming the way people relate and work. Organisations also get addicted to certain ways of being. Change is unthinkable because people assume that the way things are done is self evidently correct or ‘right’.
Problems arise when the systems of behaviour don’t result in efficient, productive, and healthy behaviour. And systems are notoriously difficult to change, just like personal habits. This is what I mean by referring to organisations or people 'being in a rut’.
But just as breaking personal habits and forming new ones is possible, so is affecting change in organisational systems. Imagine an organisation where people are operating at their best, relating effectively and being collectively productive. This is what I'm referring to as being ‘in the groove’.
When organisational and individual habits are not leading to healthy outcomes, new patterns need to be formed. Working with people and organisations to get out of the 'ruts' is what I do.