In an article titled "Get It Done" that was published here at Ezine I talked about the importance of time management.
Progress is made by taking a few minutes to plan what you must do to be productive.
What if you have a plan and you still are not moving forward? Perhaps you and/or your company are falling victim to 'The Curse of Extreme Knowledge".
Why is it that one person or company has 'the power of kaizen', while the other doesn't? And how do 'non-kaizen' companies get burdened with the 'The Curse of Extreme Knowledge?' But first, what is kaizen? Kaizen is what the Japanese call 'continuous improvement'.
The 'zen' in Kaizen emphasizes the 'learn-by-doing' aspect of always improving.
Kaizen methodology is about making changes and monitoring results, then adjusting.
The 'the curse of extreme knowledge' doesn't allow you to just make changes.
So what is the 'the curse of extreme knowledge anyway?' It's the need to see all and know all before even getting off the ground.
Every 'i' has to be crossed, every 't' has to be dotted (I know, I know, I got that phrase wrong, but the company that is saddled with the 'the curse of extreme knowledge' would get stuck at this point).
They'd be so focused on getting that 'i' dotted and 't' crossed, that they'd miss the point of the article.
But if they got rid of their curse, how would they act? They would look at the mistake above, and immediately forge ahead through the rest of the article.
They might make a note to let me know that I made a mistake, but that wouldn't stop them from reading the content for what it is.
And this is the 'what it is' factor that powers them forward They become relentless in learning, and then applying concepts instantly.
And, that application creates results.
These results can be 'mistakes' or 'successes', but rapid application allows them to instantly move ahead--irrespective whether they are making a mistake, fixing a mistake on the fly, or meeting with success.
They don't need five case-studies, and fifteen graphs They take the concept for what it is, and apply it to their world.
Many others don't.
They need dozens of external issues to simply accept the idea.
They then need proof--which often needs to pertain to their specific industry.
And you and I know, that if you'd waited for proof from your own industry, you could wait forever.
It can take an enormous amount time to see everything; to get all the ducks in a row, before doing anything.
And, this is not usually the fault of any individual person.
It's the way some companies process things.
Some of us will get the ignition 'fixed' and drive the car.
Some of us will want the ignition 'fixed', the car polished, and need to know how long the ignition will last, what's in it, why it is different, who installed it and so on and on.
And, this need to know everything slows companies and people down.
It puts them in 'snail gear' not allowing them to go forward until they have the complete picture.
But, the complete picture doesn't ever come to fruition.
They stall in the swamp of minutia.
Could you or I know exactly how a road trip would be? Could you or I know exactly how a flight will be--bumpy or smooth? Could you or I know exactly how a day will roll out? We don't, but the companies cursed with 'the curse of extreme knowledge' do their best to find out.
And in doing so, spend enormous amounts of time finding out.
So while you're roaring down the road, and have covered fifty miles, they're still trying to make everything fit in the trunk, perfectly.
You may indeed be considered reckless.
In addition, you may indeed have a breakdown along the way.
However, in most cases it is worth it.
In most cases, it is better to run with what we have, knowing that it's 70% done.
Unfortunately many companies have a culture that only sees the 30% unfinished and focuses on it by trying to gather more data and proof.
They simply can't revel in the 70% they have accomplished.
Many companies cannot handle anything that's less than the high 90's.
Or 100% or 200% (if that's possible) would suit them fine.
However, those who do take 50% or 70% and ride, are obviously riding with some deficiency (50% or 30% deficiency) and therefore, are more than likely to run into some sputtering along the way.
A sputter that's quickly detected and fixed, can allow you to move ahead, if only with minor fixes, but it's important to have to do the fixes.
As you already know, knowledge itself is not a curse.
It is a blessing.
It helps you to move ahead rapidly, if you simply let go and move ahead in an imperfect manner.
But there's also the flip side.
The knowledge that we have, can go to our heads.
And, a little knowledge is often a good thing, but also a dangerous thing.
Therefore, we have to keep learning, and keep implementing, and keep fixing, moving ahead.
The final 30% is accomplished by moving ahead and learning as we go.
Moreover, the core is 'kaizen'.
What the Japanese call 'continuous improvement'.
The knowledge can never stop.
That tap must never be turned off.
It must be managed.
If you want to move ahead in life, you must be ready to go with what's available and make it work for you.
The learning continues.
It must.
And so must the application.
Yes, even if you don't have the complete picture just yet! "This article may be freely reprinted or distributed in its entirety in any ezine, newsletter, blog, or website.
The author's name, bio and website links must remain intact and be included with every reproduction.
"
Progress is made by taking a few minutes to plan what you must do to be productive.
What if you have a plan and you still are not moving forward? Perhaps you and/or your company are falling victim to 'The Curse of Extreme Knowledge".
Why is it that one person or company has 'the power of kaizen', while the other doesn't? And how do 'non-kaizen' companies get burdened with the 'The Curse of Extreme Knowledge?' But first, what is kaizen? Kaizen is what the Japanese call 'continuous improvement'.
The 'zen' in Kaizen emphasizes the 'learn-by-doing' aspect of always improving.
Kaizen methodology is about making changes and monitoring results, then adjusting.
The 'the curse of extreme knowledge' doesn't allow you to just make changes.
So what is the 'the curse of extreme knowledge anyway?' It's the need to see all and know all before even getting off the ground.
Every 'i' has to be crossed, every 't' has to be dotted (I know, I know, I got that phrase wrong, but the company that is saddled with the 'the curse of extreme knowledge' would get stuck at this point).
They'd be so focused on getting that 'i' dotted and 't' crossed, that they'd miss the point of the article.
But if they got rid of their curse, how would they act? They would look at the mistake above, and immediately forge ahead through the rest of the article.
They might make a note to let me know that I made a mistake, but that wouldn't stop them from reading the content for what it is.
And this is the 'what it is' factor that powers them forward They become relentless in learning, and then applying concepts instantly.
And, that application creates results.
These results can be 'mistakes' or 'successes', but rapid application allows them to instantly move ahead--irrespective whether they are making a mistake, fixing a mistake on the fly, or meeting with success.
They don't need five case-studies, and fifteen graphs They take the concept for what it is, and apply it to their world.
Many others don't.
They need dozens of external issues to simply accept the idea.
They then need proof--which often needs to pertain to their specific industry.
And you and I know, that if you'd waited for proof from your own industry, you could wait forever.
It can take an enormous amount time to see everything; to get all the ducks in a row, before doing anything.
And, this is not usually the fault of any individual person.
It's the way some companies process things.
Some of us will get the ignition 'fixed' and drive the car.
Some of us will want the ignition 'fixed', the car polished, and need to know how long the ignition will last, what's in it, why it is different, who installed it and so on and on.
And, this need to know everything slows companies and people down.
It puts them in 'snail gear' not allowing them to go forward until they have the complete picture.
But, the complete picture doesn't ever come to fruition.
They stall in the swamp of minutia.
Could you or I know exactly how a road trip would be? Could you or I know exactly how a flight will be--bumpy or smooth? Could you or I know exactly how a day will roll out? We don't, but the companies cursed with 'the curse of extreme knowledge' do their best to find out.
And in doing so, spend enormous amounts of time finding out.
So while you're roaring down the road, and have covered fifty miles, they're still trying to make everything fit in the trunk, perfectly.
You may indeed be considered reckless.
In addition, you may indeed have a breakdown along the way.
However, in most cases it is worth it.
In most cases, it is better to run with what we have, knowing that it's 70% done.
Unfortunately many companies have a culture that only sees the 30% unfinished and focuses on it by trying to gather more data and proof.
They simply can't revel in the 70% they have accomplished.
Many companies cannot handle anything that's less than the high 90's.
Or 100% or 200% (if that's possible) would suit them fine.
However, those who do take 50% or 70% and ride, are obviously riding with some deficiency (50% or 30% deficiency) and therefore, are more than likely to run into some sputtering along the way.
A sputter that's quickly detected and fixed, can allow you to move ahead, if only with minor fixes, but it's important to have to do the fixes.
As you already know, knowledge itself is not a curse.
It is a blessing.
It helps you to move ahead rapidly, if you simply let go and move ahead in an imperfect manner.
But there's also the flip side.
The knowledge that we have, can go to our heads.
And, a little knowledge is often a good thing, but also a dangerous thing.
Therefore, we have to keep learning, and keep implementing, and keep fixing, moving ahead.
The final 30% is accomplished by moving ahead and learning as we go.
Moreover, the core is 'kaizen'.
What the Japanese call 'continuous improvement'.
The knowledge can never stop.
That tap must never be turned off.
It must be managed.
If you want to move ahead in life, you must be ready to go with what's available and make it work for you.
The learning continues.
It must.
And so must the application.
Yes, even if you don't have the complete picture just yet! "This article may be freely reprinted or distributed in its entirety in any ezine, newsletter, blog, or website.
The author's name, bio and website links must remain intact and be included with every reproduction.
"