It’s Hard to Stand Still
Certain states of being are natural. Growth, for example, is written into our DNA. From the moment we’re conceived we stretch and move outward, engaging with the environment, learning, and developing our skills and understanding toward a higher state of mastery. Ironically, entropy is an equally natural state, an inherent tendency for things and systems to break down over time, losing focus, strength, relevance, accelerating toward a place of disorganization and eventual obsolescence.
In contrast, the act of standing still is neither natural nor sustainable. Upon scrutiny it is merely a fleeting moment in time before either growth or entropy kick in. And as such, it is a particularly precarious place to rest or hold onto as the world changes and thrashes around us.
And yet despite its inherent dangers and limitations, the notion of standing still continues to factor prominently in our plans and decision making. When faced with the overwhelming and often competing challenges, threats, and demands associated with our lives and work, our systems and structures, many make a deliberate decision to stay where they are, steady, constant and secure.
Efforts to stand still look different with varying players and contexts, but universally they consume large amounts of effort and focus. Because the dichotomous forces of growth and entropy serve as magnets with opposing fields, the cost of resisting and remaining braced in a neutral position can be depleting. Any movement in either direction must be corrected immediately before momentum builds, ricocheting people and organizations forward and back at an often dizzying pace.
Why would anyone or any organization choose to stand still? When forced with a categorical choice between growth and dissolution all would claim to embrace the former. Indeed most publically extol the virtues of innovation, generativity and growth. Organizations post job descriptions calling for leaders who can think outside the box, who are entrepreneurial and collaborative. Meanwhile individuals fantasize about new jobs, new adventures, and opportunities to spread their wings and soar.
And yet when push comes to shove we gravitate toward the middle, seeking comfort, shelter, and security, implicitly defending and supporting the status quo. How ironic that a place that is not really a place at all can keep us so collectively stuck.
What is it about growth that seems so scary? Perhaps it is simply a fear of the unknown or the risk of losing our footing. Maybe it’s a need to feel the ground beneath our feet or under our nails. After all, growth is about expansion and generativity, elevation and brilliance. To many, these concepts feel foreign and suspicious, too airy and nebulous, too risky and uncertain. But once we begin to unpack the notion of growth, revealing its facets and structures, giving it shape and texture, we can start to develop a sense of comfort and familiarity, ways to chart our progress and find the sense of stability we crave. Maybe then we can finally allow ourselves to go for it, leaving behind the false sense of security that we’ve come to associate with standing still.