Digital tools surround us. Every tool enables more and more communications. Communications have become like air…..many can’t survive without it. Eventually the human network will learn how to manage the tools and breath with less of a sense of urgency to consume everything coming from everyone.
Amara’s Law says we overestimate in the short term and underestimate in the long. So while many pundits are over estimating the short term impact of social media most, if not all, under estimate the long term impact.
In the short term we are becoming overwhelmed with the volume of technological advancements. The pace of change fuels many to try and keep up with the daily distractions. Meanwhile the bigger and more meaningful picture is forming on the horizon but most don’t look up long enough to see it. On the horizon everything will be changed.
The Pace Of Change Has Changed
Gary Hamel writes: Truly, change has changed. We are surrounded by all sorts of things that are changing at an exponential pace: our values, our economy, our relationships, our work expectations and most of all communications As human beings, we don’t have much experience with exponential change.
We live in a world that seems to be all punctuation and no equilibrium, where the future is less and less an extrapolation of the past.
Today, the most important question for any organization is this: are we changing as fast as the world around us? Most CEOs would have to answer “no.” In industry after industry, it’s the insurgents, not the incumbents, who’ve been surfing the waves of change—it’s Google, not Microsoft; Zynga, not Electronic Arts; Hyundai, not Chrysler; Amazon, not Barnes and Noble; Apple, not Nokia; Air Asia, not JAL; Vizio, not Sony; and so on. The vanguard, though, are just as vulnerable to change as their victims. Success has never been more fleeting.
In order to succeed people and organization must learn to adapt to change. The only way to adapt to change is not to resist it but learn how to embrace it so that you become free from not trying to control it. The biggest barrier to change is the deep rooted assumptions that causes people and organizations to resist rather than adapt to change.
Those who are today’s rebellious crowd are the one’s who are free; adapting and fueling change rather than resisting it.