In my dealings with businesses, I often encounter lazy thinking.

“..there is nothing either good or bad, but thinking makes it so”. From Hamlet by William Shakespeare

During the Christmas holiday, I, as many people did, went in a holiday ramble with friends. This regular feature of my social life included the mandatory catch up conducted in the critically important spirit of friendly banter.

Amongst our number were three engineers, two business owners, a farmer and deputy chief executive of a large borough council.

Part of this banter started when one of the walkers admitted to getting an IPad for Christmas. His traditional resistance to technology was being challenged. Support him I explained that I had been using one for a number of years. Further comments about the benefits of its use were shortened by “accusations” that I was a tree hugger that ran a paperless office. Another response defended my actions, as I was not “trashing a rain forest”

Not to be out done, I challenged this notion, reminding the company that paper is actually made form soft wood – rain forests are predominately hard wood. All harvesters of soft wood plant more trees than they fell.

After a few moments of silent reflection, another piped up supporting this notion, saying that this will be increasingly important as we move from using plastic bags to paper bags (particularly in supermarkets).

Again, I challenged the underlying supposition that paper was ecologically better than plastic. I pointed out that like for like, as plastic bags are lighter than paper ones, a lorry could carry a greater amount of plastic bags. So by extension, a tonne of paper bags being transported would create more carbon emissions than the same for plastic bags. The ensuing debate continued, covering such topics as reuse and recycling including the energy needed to recycle both commodities.

Whilst the debate was conducted in friendly spirit, it raised awareness amongst the group. It also set me thinking. How many times to we, in business and private life, rush to an assumption, when a deeper analysis may bring about a better result?

With all of the technology commonly available, we rely less on (for example) journey planning skills, mental arithmetic or even spelling and grammar, as these basic functions are now commonly available with most software programmes.

I often encounter this desire to solve the problem quickly in change programmes. Rather than conduct a deeper analysis, and get to the root cause of the issue, it is often seen as smart to get “get it sorted and move on”

To view more of how I work with individuals, teams and organisations, see

All Change:

Rob Knowles

Cubet delivers results by working with people (individuals, teams) to improve.As a result, the organisation always develops and delivers improved products and services.

Acting as a Critical Friend it brings challenge enabling you andyour people to achieve clarity and increased confidence by unlocking your and their potential potential.

It enables effective change. Most recently it has provided effective improvement through people to, among others. the National Skills Academy Process Industries, Remploy, Enterprise Employment and Training CIC, Nurture for Growth and Horizon Community Development Ltd and Benchmark Training Ltd.

Cubet is currently working with Stallard Kane, B&G HR, Knapton Wright, Papini, Unload and E-Mentor and the University of Lincoln.

Amongst Cubet's successfully delivered programmes are:
Addressing Workplace Silos
Advanced Communications
Coaching & Mentoring
Competence, Development & Management
Design & Delivery of Individual, Team deevlopment Programmes
Effective Change Programmes
Generating Ideas
Innovation isn’t Rocket Science
Mindsets, Mindfulness & Resilience
Relationship Management & Development
Support for newly promoted line managers
Team Building
Team Leader Development Programmes
Understanding and Implementing Competence Systems
Understanding and Managing Risk
Understanding and Implementing and Managing Change
Understanding Managaging and Maintaining Relationships
All Change:

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