I’ve written a couple of posts exploring the tension individuals and organizations experience as they balance wanting/needing to innovate, with the tendency to, well, not. We looked at some factors that support this ‘laziness’ - both at the individual and organizational level.
I’ve also shared some of the recent research from the burgeoning field of ‘social physics’.
In today’s thrilling installment, I’ll rationalize how these two sets of observations sit together, and do they fit together I hear you burble? Well, yes, they do (I think).
Turns out that engagement (as defined by the social physics ‘gang’) could be rationalised as the process through which an organization or individual is able to redistribute its energy from the ‘explore’ dimension (inclusive of the desired pattern of new behaviours), and use it to change their current state of behaviours (their pattern of exploitation
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