ample that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's at

A mind-set is a way we organize our thinking, whether consciously or unconsciously. Most of the time, we act based on unconscious mind-sets that simply repeat what we've done most recently. In a new situation where our conscious mind is engaged, we may also repeat past behavior because when faced with a new choice, we often search through our alternatives in a predictable pattern that includes some perspectives while ignoring many others.

Organizations develop their mind-sets through rules, processes, and rituals, as well as through the mind-sets of those who work in them. The fewer people who enter an organization, the more likely the organizational mind-set is to become fixed.

The Individual Stall Mind-Set

Are you awake, aware of, and working on what you want to accomplish … or are you usually daydreaming? It's easy to spend most of your day with your conscious mind turned off while you endure your commute, struggle to stay awake during meetings, listen to long-winded people on the telephone, exercise, perform routine chores, and watch television. The focus for your whole mind starts in the conscious part of your brain. Keep that conscious focus turned off, and the whole brain runs on automatic instructions.

Overcoming that lethargy is pretty easy. Take these steps:

1. Create written goals for what's important.

2. Read those goals aloud twice a day.

3. Write out plans to help you accomplish your goals.

4. Increase the number of hours a day when you are consciously working on those goals.

5. Tell others what you want to accomplish and ask for their help.

6. Check your progress daily against your goals to identify where you need to shift to doing something more effective.

7. Get help in looking for ways to improve in those lagging areas.

8. Put improvements in place as soon as you can.

Some people tell us they don't have the time to add any new activities. We suggest you check out that belief. Write down everything you do and when over 24 hours a day for 14 days. Add up elapsed time totals for each category (such as spiritual activities, sleeping, eating, commuting, various aspects of work, activities around home and in the community, exercise, and recreation). Then create an ideal time allocation for how you would like to spend your time. If you are like most people who do this exercise, you'll find that you can shift 25 hours each week from what you do now into things you would like to be doing.

At this stage, some people are still confused about what to do. They don't see a role model or example that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's att

izational mind-set is to become fixed.

The Individual Stall Mind-Set

Are you awake, aware of, and working on what you want to accomplish … or are you usually daydreaming? It's easy to spend most of your day with your conscious mind turned off while you endure your commute, struggle to stay awake during meetings, listen to long-winded people on the telephone, exercise, perform routine chores, and watch television. The focus for your whole mind starts in the conscious part of your brain. Keep that conscious focus turned off, and the whole brain runs on automatic instructions.

Overcoming that lethargy is pretty easy. Take these steps:

1. Create written goals for what's important.

2. Read those goals aloud twice a day.

3. Write out plans to help you accomplish your goals.

4. Increase the number of hours a day when you are consciously working on those goals.

5. Tell others what you want to accomplish and ask for their help.

6. Check your progress daily against your goals to identify where you need to shift to doing something more effective.

7. Get help in looking for ways to improve in those lagging areas.

8. Put improvements in place as soon as you can.

Some people tell us they don't have the time to add any new activities. We suggest you check out that belief. Write down everything you do and when over 24 hours a day for 14 days. Add up elapsed time totals for each category (such as spiritual activities, sleeping, eating, commuting, various aspects of work, activities around home and in the community, exercise, and recreation). Then create an ideal time allocation for how you would like to spend your time. If you are like most people who do this exercise, you'll find that you can shift 25 hours each week from what you do now into things you would like to be doing.

At this stage, some people are still confused about what to do. They don't see a role model or example that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's at

:

1. Create written goals for what's important.

2. Read those goals aloud twice a day.

3. Write out plans to help you accomplish your goals.

4. Increase the number of hours a day when you are consciously working on those goals.

5. Tell others what you want to accomplish and ask for their help.

6. Check your progress daily against your goals to identify where you need to shift to doing something more effective.

7. Get help in looking for ways to improve in those lagging areas.

8. Put improvements in place as soon as you can.

Some people tell us they don't have the time to add any new activities. We suggest you check out that belief. Write down everything you do and when over 24 hours a day for 14 days. Add up elapsed time totals for each category (such as spiritual activities, sleeping, eating, commuting, various aspects of work, activities around home and in the community, exercise, and recreation). Then create an ideal time allocation for how you would like to spend your time. If you are like most people who do this exercise, you'll find that you can shift 25 hours each week from what you do now into things you would like to be doing.

At this stage, some people are still confused about what to do. They don't see a role model or example that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's at

We suggest you check out that belief. Write down everything you do and when over 24 hours a day for 14 days. Add up elapsed time totals for each category (such as spiritual activities, sleeping, eating, commuting, various aspects of work, activities around home and in the community, exercise, and recreation). Then create an ideal time allocation for how you would like to spend your time. If you are like most people who do this exercise, you'll find that you can shift 25 hours each week from what you do now into things you would like to be doing.

At this stage, some people are still confused about what to do. They don't see a role model or example that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's at

ample that seems to perfectly fit what they would like to be doing. Relax. That's a good sign! It means that a lot of people are stalled in pursuing what you want to do. So there's lots of untapped potential for you to grasp. Try selecting some ideas for improvement from one person's example and other ideas from a different example. Put the combination together in a new way and try it out in a low-risk test. Many such tests won't succeed, but the ones that do will cause you to zoom forward.

The Organizational Stall Mind-Set

Since the advent of military organizations, the goal of many groups has been to focus and direct each person's attention to a narrow, predictable path. Since communication used to be almost impossible in large organizations, there was little choice but to try to do little in order to accomplish anything. Such groups are now called command-and-control-style organizations.

Today's fast-changing world is filled with much better educated people and more ways to communicate, so organizations can aspire to be very responsive by having those who first notice a problem or opportunity move quickly to take appropriate action. This works better if each individual knows that this should be done and develops her or his ability to notice problems and opportunities and to take appropriate, timely action.

Too often, however, the habits of command and control are carried over intentionally or unintentionally into a free-form world that most closely resembles a fast-break opportunity in basketball. Here are some examples of progress barriers created by command-and-control stalls:

• Meetings that focus on permanently fixed agendas drive out time and initiative that could be used to work on more important, but unperceived, issues.

• Compensation systems that reward you for doing only part of your job encourage you to ignore what else needs to be done.

• Lacking a focus on learning, many organizations spin their wheels by superficially reexamining areas that have been studied to death by predecessors.

• Rigid protocol often requires that you cannot speak directly with your counterpart in another part of the organization, leaving your efforts isolated and ineffective.

Decision makers live in isolated fortresses with lots of guards around to keep others away, leaving decisions in limbo.

Become a Stallbuster

You now have a better idea of what a stall is. You may doubt that people can change mind-sets and become vastly more productive in short periods of time. But such rapid changes may be easier than you think. "Necessity is the mother of invention" is a motto that applies to successfully dealing with crises. A big challenge can also cause that motto to come to life.

Stallbusters

Be Aware of Your Habits

Most people are better at identifying others' habits than noticing their own. Ask others to tell you what habits they see in you. Then keep a diary to see which of those habits are done without much conscious thought. Next review what you have learned and think about the patterns. When would you have been better off changing the patterns?

Be Aware of Your Organization's Habits

For the next week, write down everythi