Status Quo-mentum: A cultural condition characterized by resistance to change, in which the current state of pain is perceived to be less than the unknown pains of changing it while ignoring the missed opportunities. This resistance to change can lead to missed opportunities and stagnation, hindering the organization’s growth and development.
The closest numerical metric I can think of is “zero,” assuming you could measure status quo-mentum in the first place. Nothing changes. It’s easy to measure zero, but at what cost by not trying? There is a cost to status quo-mentum, but we rarely consider it…or how to quantify it.
This is a perfect example of unconscious incompetence, where decisions are made…or not made…by not knowing what is not known. That’s not double-speak. Think about it: If you don’t know what you don’t know, status quo-mentum is a safe harbor to resist change.
The question to consider is where status quo-mentum has its roots. This is important because, at whatever level, the condition will go viral horizontally from that source and cascade vertically downward through the organization. This is not a new condition and is a common affliction within organizations struggling with change initiatives. What parts of the organization? All of them, actually. However, the most capable entity in a position to overcome status quo-mentum is Learning and Development (L&D). It’s time for us to step up and lead the change.
L&D has unfortunately perpetuated the deeply embedded Myth driving status quo-mentum in the heads and hearts of the operations side of the business: Training Drives Performance. Because of that Myth, our operational stakeholders look to L&D (referring to us as the Training Department) for routine solutions to their performance challenges in line with their expectations—training. But what if the solution is not based on training in part or at all?
Are our current L&D strategies and tactics agile enough to evolve and synch up as the business changes? Are we ahead or behind in keeping pace with the organization’s performance needs? We must ask ourselves these questions to ensure we are not perpetuating status quo-mentum.
L&D can no longer default to taking orders for training. I am not saying training requests prompt us to follow the wrong path…however, it routinely sets us (L&D) up to look through the lens that considers training the best-fit solution and often fall short of optimizing impact by neglecting to dig deeply enough into the Point-of-Work to confirm what a holistic performance solution should include. Indeed, training may be part of a solution, but what else should be included? We promote the Myth and support status quo-mentum without considering a holistic performance solution. Imagine the potential impact of a truly holistic performance solution. It’s not just a solution, it’s an opportunity.
If L&D does not assess Points-of-Work, who will? Status quo-mentum points to routine solutions because of the training Myth. We must CHANGE this routine with DIFFERENT CONVERSATIONS; in fact, the onus is on L&D to lead change in the rethinking and perceptions of our stakeholder population. Our strategy cannot fall prey to status quo-mentum, and an aggressive change in our messaging and methods must become visible to overcome resistance to the power of the Myth.
If training is requested…order is taken…solution is designed, developed, and delivered as the exclusive solution…and the measurable performance impact is less than expected…whose fault is that? Does L&D own it? Methinks L&D WILL own it (and should) until the status quo-mentum shifts to consider the Points-of-Work involved with the performance that was not optimized by the training solution. We must shift the thinking from a strategic point of view before enabling tactical, measurable performance impact during workflows at Points-of-Work. Our indicators of success must embrace the fact that – Training Drives Potential…not Performance. Performance does not manifest as anything measurable until something happens positively at the Point-of-Work by the workforce.
I advocate L&D adopting a performance consulting skill set to assess Point-of-Work as a pre-design discovery discipline before diving into status quo design efforts…that ultimately render status quo solutions…that align with stakeholder expectations of their embedded status quo solution expectations. That solution flow is not sustainable.
Momentum is not the problem because there is no momentum. We need to integrate a different strategic mindset to serve as the key driver and enabler of exchanging different conversations up front. Let us not change momentum; change status quo thinking and expectations, and momentum will take care of itself virally.
In my book, “Confessions of a Performance Ninja: Optimizing Workforce Performance @ Point-of-Work,” I address this topic and others, encapsulating 20+ years as a Performance Consultant. Learn “how to” perform a Point-of-Work Assessment (PWA) from a field guide format pointing out best practices in discovery and, more importantly, epic fails as part of the “confessions.” This book shares what works and what doesn’t in applying a PWA with several case studies where PWA methodology was utilized to steer you around common mistakes by revealing where I managed to step on a landmine or two over the years.
The previous Point-of-Work Assessment Workshops offered at $595 per person have been discontinued because the entire workshop has been included in this new book, as are all the worksheets, the PWA app, and instructions on the application.
If you want to dig deeper into the PWA methodology, please reach out to discuss.
Peace!
Gary G. Wise
Writer of Things, Author, Coach/Mentor
gdogwise@gmail.com
(317) 437-2555
Web: Learning by Living
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