A read through a typical management or personal improvement feed will reveal near infinite recommendations for steps you can take to improve your organization or self. Three words tend to be absent from this content stream and they are what take seemingly simple recommendations and navigate them through complexity: time, care, and attention.
Embedded within the torrent of content on productivity, innovation and self-development is a sense of urgency reflected in ‘top ten lists’, ‘how tos’ and ‘hacks’ that promise ways to make your life and the world better, faster; hallmark features of what has become our modern, harried age. These lists and posts are filled with well-intentioned strategies that are sure to get ‘liked’, ‘shared’ and ‘faved’, but for which there might be scant evidence for their effect.
Have you seen the research on highly productive people and organizations and their approaches, tools and strategies that speak to your specific circumstances? Probably not. The reason? There’s a paucity of research out there that points to specifics, while there is much on more generalized strategies. The problem is that you and I operate in the world specific to us, not generalized to the world. It’s why population health data is useful to understanding how a particular condition or issue manifests across a society, but is relatively poor at predicting individual outcomes.
Whether general or specific, three key qualities appear to be missing from much of the discussion and they might be the reason so little of what is said translates well into what is done: time, care, attention.
When words and concepts like lean startup, rapid cycle prototyping, and quick pivoting dominate discussion of productivity and innovation it is easy to find our focus in speed. Yet, there are so many reasons to consider time and space as much as speed. Making the space to see things in a bigger picture allows us to act on what is important, not just what is urgent. This requires space — literal and figurative — within our everyday practice to do. Time allows us to lower that emotional drive to focus on more things at once, potentially seeing new patterns and different connections than had we rushed headlong into what appeared to be the most obvious issue at first look.
If we are seeking change to last, why would we not design something that takes time to prepare, deliver and sustain? Our desire and impetus to gain speed comes at the cost of longevity in many cases. This isn’t to suggest that a rapid-fire initiative can’t produce long-term results. The space race between the United States and Russia in the 1950’s and 60’s proves the long-term viability of short-term bursts of creative energy, but this might be an exception rather than the rule. Consider the timelessness of many classical architectural designs and how they were build with an idea that they would last, because they were designed without the sense that time was passing quickly. They were built to last.
Care is consideration applied to doing something well. It is tied to a number of other c-words like competence. Those who are applying their skills to an issue require, acquire and develop a level of competence in doing something. Tackling complex social and organizational problems requires a level of competence that comes with time and attention, hence the research that suggests mastery may take as much as 10,000 hours of sustained, careful, deliberative practice to achieve. In an age of speed, this isn’t something that’s easily dealt with. Fast-tracked learning isn’t as possible as we think.
Care might also substitute for another c-word: craft. Craft is about building competence, practicing it, and attending to the materials and products generated through it. It’s not about mass production, but careful production.
Care is the application of focus and another c-word: compassion. Compassion is a response to suffering, which might be your own, that of your organization or community, or something for the world. Compassion is that motivational force aimed at helping alleviate those things that produce suffering and includes empathy, concern, kindness, tolerance, and sensitivity and is the very thing that translates our intentions and desires for change into actions that are likely to be received. We react positively to those who show compassion towards us and has been shown to be a powerful driver for positive change in flourishing organizations (PDF).
And isn’t flourishing what we’re all about? Why would we want anything less?
The third and related factor to the others is attention. Much has been written here and elsewhere about the role of mindfulness as a means of enhancing focus and focus on the right things: it’s a cornerstone of a socially innovative organization. Mindfulness has benefits of clearing away ‘noise’ and allowing more clear attention toward the data (e.g., experience, emotion, research data) we’re presented with that is the raw material for decision making. It’s an essential element of developmental evaluation and sensemaking.
Taken together, time, care and attention are the elements that not only allow us to see and experience more of our systems, but they allow us to better attend to what is important, not just what is urgent. They are a means to ensuring we do the right things, not the wrong things, righter.
In a world where there is more of almost everything determining what is most important, most relevant and most impactful has never been more important and while there is a push for speed, for ‘more’, there’s — paradoxically — never been a greater need to slow down, reduce and focus.
Thank you, reader, for your time, care and attention. You’ve given some of the most valuable things you have.
Image credit: Author
2 thoughts on “Time. Care. Attention.”
A delightful post! I wonder if our approach and ‘contextualization’ of leadership can benefit from this paradigm shift as well – Dee Hock and Margaret Wheatley write about different yet similar approaches to leadership that flow from a high degree of self-awareness and exercising power nourished by influence (eg relationships) as opposed to authority (eg hierarchy) – which requires self-identified leaders (which is, really, anyone) to take the time, attention and care to inquire into their sense of self and their spirit (consciousness) to help them understand what is being asked of them in that context, and how might they ‘probe, sense and act’ their way through their decisions.
Thanks for this insightful comment, Jay. Self-awareness indeed has its own time associated with it. It’s something that requires a nurturing — much like a garden, which has its own time, too. The probe-sense-act approach to learning and developing is particularly apt for this and a nice way to frame things. It’s a real challenge finding the best words and models to use to describe things that are so basic, yet also very elusive in the literature. Meg Wheatley’s work has been great at articulating some of these things for sure. Another wonderful resource is a book called World Enough & Time by Christian McEwan – maybe my most recommended book on anything to anyone.
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