Faster Is Slower
Bret L. Simmons: Faster is Slower from Bret Simmons on Vimeo.
Virtually all natural systems have intrinsically optimal rates of growth. In most systems, the fastest rate is not the optimal rate. When growth becomes excessive, the system will compensate by slowing down. This natural resistance to growth can expose the organization to risk.
Faster is slower is the next principle of systems thinking from Peter Senge’s classic book “The Fifth Discipline: The Art And Practice Of The Learning Organization.” Organizations must grow or die, but they can also grow and die.
As a leader, how do you know the optimal rate of growth for your group or organization? The optimal rate of growth is very difficult to quantify, and even if you could, it is not a constant.
But you can’t learn it unless you live it. If you are not personally connected to the “vital organs” of your system, you will never be able to tell when the spasms of pain are part of the natural process of growth or when they are a signal of the genesis of disease. One requires your immediate care, the other does probably does not.
The farther your leadership is removed from the daily value chain of your system, and the harder you push to drive change from the outside looking in, the more likely you are to be blindsided by the principle of faster is slower. Your sycophantic underlings will tickle your ears with distorted reports of the wisdom and efficacy of your change, and you will never care until it’s too late that your mandate of growth was more than your current system could sustain.
You will most likely never understand why your house of cards came crashing down, and it probably won’t even matter. Because your short-term success was rewarded with a promotion, you won’t be around to witness (or learn from) the full effects of your bad decisions.
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About the Author: Bret L. Simmons
Welcome to my blog! Please feel free to share your thoughts in the comment section of my posts. I publish all constructive, non-anonymous comments. 
I’m immediately struck by the relevance of the faster is slower principle and the social media evolution (revolution). Social media technology has the potential to bridge communication and information gaps between senior leadership and all levels of their organization – if used the right way. Like you say, however, if leaders jump in too quickly without understanding the and values of web 2.0, they risk moving away from their goals instead of getting closer to them.
Faster is slower is certainly a resonant principle in our technology-centric culture. I can think of so many useful applications. Thanks for sharing.
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Bret L. Simmons Reply:
April 18th, 2010 at 9:10 am
Welcome, Jennifer! That is a great example, one that I too have been thinking about. In this case it is also a great example of not knowing how fast too go because of not being personally involved. Senior leaders need to use these tools themselves, then they can lead by example. Thanks! Bret
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Great Post Brett,
So true – how do you define how fast is too fast when you are growing? additional to the competitive environment of the specific industry also matters what Wall Street thinks about your company. Recently Google anounced a 37% profit growth and still was not enough; however when we see the retail industry growing 3% to 4% and The Street is happy. Don’t you think they could grow higher? However to avoid high expectations management just play the game.
I think this is problem that affects some many companies, their CEOs low ball the numbers to go with the flow.
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Bret L. Simmons Reply:
April 18th, 2010 at 9:12 am
You ask great questions, Juan. Optimal rate of growth will be different for each system. And when you are growing at 37%, riding the wave, it’s hard to believe anyone that warns of the negative effects of such growth. Thanks! Bret
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Coach Wooden said it long ago:
Be quick, but don’t hurry.
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Bret L. Simmons Reply:
April 18th, 2010 at 9:21 pm
Welcome, Geoff. That is a great quote. Thanks for sharing! Bret
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