Creating Ideas, Taking Action
I have often seen opportunity in my career to move a project forward or to introduce new concepts that can be extremely beneficial to the agency or to the community. As a creative, I often feel that ideas flow, concepts emerge, and potential exists to do things that are both remarkable and realistic. I have also found that some ideas never become reality. These are blocked by a lack of funds, a lack of vision by key players, or a lack of understanding. Sometimes they are blocked by limited technology or resource.
I am also very pleased when a concept or idea turns into a standard over time. There have been times in my work-life that I have implemented new strategies, introduced new tools for communication, or provided resources that raised eyebrows or cultivated skeptical remarks. Yet, these have become the standard by which we now work. I certainly didn't invent some of these practices, but I often introduced them and provided the knowledge-base necessary to help make them work.
Determine the Cause
And, I am frustrated when I have introduced concepts or practices that were "innovative" or "ahead of the curve" only to have them shunned and rejected. Many of these eventually have been introduced only because "the rest of the world is doing it." These preeminent opportunities became "on the band wagon" situations over time. Often the very simple and obvious ideas have been lost to committee decisions, policy maker considerations, or a situation called "analysis paralysis."
There are many descriptions for the phrase "analysis paralysis". The current entry at Wikipedia defines it as "... a phrase that describes a situation where the opportunity cost of decision analysis exceeds the benefits that could be gained by enacting some decision, or too informal or nondeterministic situations where the sheer quantity of analysis overwhelms the decision making process itself, thus preventing a decision. The phrase applies to any situation where analysis may be applied to help make a decision and may be a dysfunctional element of organizational behavior. This is often phrased as paralysis by analysis, in contrast to extinct by instinct."
Looking Ahead
I look back to a few of the standard practices that I helped to introduce in the work-place or with agencies or organizations that I have participated. In 1994 I provided two agencies with web sites. Both of these were on the "forefront" because few other agencies of their kind had them. I simply saw the chance to reach out as a communicator using a tool that had tremendous potential over time. I provided the research, created the design and launched them using very cost-effective (or free) resources. These agencies use these communications tools very readily and necessarily today.
A short time after the web sites were developed I helped the agencies acquire domain names. Domain names were expensive and difficult to register back then, but I felt that we should move forward so that we didn't have to compete for names or world-wide-web real estate. Having a domain name also enable me to establish an email address for members and community persons to communicate with us beyond the phone or postal mail. At the time this email address was the ONLY email contact for the entire organization. Now, everyone on staff has an email address. Can you imagine what it would be like if we DIDN'T have this tool available? But, at the time, I had to "sell" some members of the administration on the idea.
I can't imagine what the outcome would have been if administration at the time had decided to hold the processes for "evaluation" or "policy consideration." Our positive reputation to be "ahead of the curve" or "trend setting" would have been diminished as we became just another organization "jumping on board."
Finding and Using Available Tools
Today I continue to look at new ideas that I can use to be a better communicator in my career and elsewhere. I have tried new tools personally so that I might introduce them professionally. I have researched feasible options and discarded those that are not likely to benefit the agency or its customers/community. I look at many of these as obvious tools to help me communicate. I look at them as additions to traditional methods -- some of which are failing to be as effective as they once were. As we strive to communicate a culture of "preeminence" it is my hope that I can help to introduce many of these as common practice without going through analysis paralysis.
You can leave comments on this site, through email at podcast [at] richpalmer daht com or on my voice mail line: +1-888-223-5108.
