RELATIVE SATURATION

Relative Saturation: Is the tipping point where OLD INPUTS start to progressively yield lower returns and reducing benefits when compared to PAST NORMS.

Old inputs reach their RELATIVE SATURATION and this recognition is critical for management to be successful in a future where uncertainty is the norm. There are some tools that help in the early identification of relative saturation, and the most universal one is “paradox evaluation”   (click here to request more on Relative Saturation)

A Recurring paradox points to the subject/object/issue helps identify that area that requires changed or improved inputs. This helps recognize the early indicators of Relative saturation. Left unchecked, the issue evolves towards chaos and disorder. Relative saturation will not display recognizable patterns.

Managers and individuals need to develop these skills to avert / delay onset of CHAOS so as to be better prepared for what would be a predictable “event”. In an era of “complexity and uncertainty we can longer focus from trying to forecast and identify the resultant change. We now need skills that make us “better prepared for the unknown and frequent change.

Linear logic and its education has trained our mind to search to know   “why an event happened & what was the causation?”  While these answers may have academic interest; In this era of complexity and uncertainty NON LINEAR THINKING would replace most of the resources we invest on detailed research and analyses of past events in favor of a greater investment that helps identify the indicators and solution design for the impending areas of volatility. This is akin to what medical research refers to as “evidence based medicine” rather than “complete explanation based treatment”. Critical maintenance and repair also follow the principal of evidence. IF IT WORKS AND IT SOLVES THE PROBLEM THEN IT IS GOOD. The only conditions: IF IT IS LEGAL, NOT TOXIC and well accepted by the environment.

ACCEPTING THE INDICATOR as EVIDENCE for the NEED TO CHANGE is BETTER THAN WAITING FOR SCIENTIFIC PROOF in this era of rapid change. In a non linear era almost all NEW EVENTS have little past precedence. The new virus strains, the impending pandemic cannot be studied as per linear logic. They will not give us sufficient TIME to study them so as to resolve their effect. Medicine, Law and Management must change their method of study. They cannot base their success only on application of past knowledge, experience or old case study.

THEY NEED TO USE UNBIASED THINKING TOOLS TO EVOLVE BETTER SOLUTIONS THAT ARE INNOVATIVE.

ONCE WE accept that chaos, change and non patterned events are ‘the trend” and will continue in our future, then finding solutions and answers become much easier.

answers become much easier. ( See Solutions Design within NLT)

Uday Pasricha
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