Transcending the Trap of Best Practices in Organizational Life

It’s become almost a cliché to say, in today’s fast-paced world, change is the only constant. As hackneyed as it is, we must not lose its significance. Industries evolve, technologies advance, and consumer preferences shift with breakneck speed. In such a dynamic environment, it’s essential for individuals and organizations alike to adapt and innovate continually. A huge obstacle to that innovation are best practices and the temptation to stick to best practices at all costs, using them as benchmark for success. The desire to use best practices as the litmus test for successful behaviors is rooted in promoting a mindset that may be too mired down by the past and yesterday’s metrics. I am convinced that when the world around you is changing at breakneck speed, clinging to best practices, instead of benchmarking better practices, is conceding to be irrelevant.

I am convinced that when the world around you is changing at breakneck speed, clinging to best practices, instead of benchmarking better practices, is conceding to be irrelevant.

The concept of best practices has long been peddled as a guiding principle for success in organizational development. Companies meticulously study industry standards and emulate successful strategies in the hopes of achieving similar outcomes. However, in a rapidly changing landscape, relying solely on best practices can lead to stagnation, hindsight bias, and missed opportunities for growth.

Organizational development professionals play a critical role in helping companies navigate change and adapt to new realities. Instead of adhering rigidly to outdated practices, they must encourage a mindset of continuous improvement and innovation, despite what has always worked. The mantra of, if it ain’t broke don’t fix it, is dangerous to organizational development. This means actively seeking out better practices that can drive organizational success in the face of emergent and evolving challenges.

What does it mean to benchmark better practices in organizational development? It involves a proactive approach to learning and adaptation. Organizational development professionals should stay abreast of emerging trends in their field, experiment with new methodologies, learn from the successes (and failures) of other organizations, and practice the art of foresight. Anticipating what is coming and what is needed — being proactive is a critical leadership literacy for today’s organization. Leaders must foster an environment where employees feel empowered to challenge the status quo and contribute innovative ideas. This might involve encouraging cross-functional collaboration, providing opportunities for professional development, and rewarding creativity and risk-taking.

Curating better practices requires intentional agility. An agile methodology emphasizes flexibility, collaboration, and rapid iteration, allowing organizations to respond quickly to changing market conditions and customer needs. This mitigates the risk of hindsight bias, confirmation bias, and the availability bias that often accompanies over reliance on best practices. In a rapidly changing world, clinging to best practices is not good enough. To remain relevant and thrive in today’s dynamic landscape, organizations must embrace change, foster a culture of innovation, and continuously strive for better practices.

Matthew Kutz, Ph.D. is a professor, author, and speaker. His books can be found here or at www.matthewkutz.com