Newton’s three laws of motion will shed light on the speed and direction of your organization. In Organizational Physics, a “force” is not a push or a pull on an object, but a force of change applied to an organization. Just as in Newtonian physics, one or more of the forces must be imbalanced in order to effect change. Newton’s second law of motion is about the relationship between force, mass, and acceleration. While any frustrated CEO would surely love to simply kick their organization in the ass to get it to accelerate, it’s obvious that that’s not how things work.
There’s a saying in Washington: “Never lose the opportunity of a good crisis.” What does this mean? I’m not advocating that you create crises to get your organization to do something differently. Newton’s third law of motion recognizes that for every action, there is an equal and opposite reaction. Therefore, when you’re implementing change in one area of your organization, there will always be an equal and opposite reaction in another. In order for an organization to accelerate momentum, there are really only two things that must occur: The organization must make good decisions and implement them quickly. Think of it like this — the reason that your organization doesn’t behave like an object — a basketball, for example — is because its mass is scattered all about.
In order to have swift execution, the organization must have its vision & values, structure, processes, and people in alignment.
This entry was posted in Articles and tagged execution, growth, influence, strategy, structure, team by Lex Sisney.
The content of this page is purely indicative and subject to changes, approximations or errors. The levels are okay, but I don't find any need for the free movement system except to slide tackle enemies before shooting them.
The objectives seem to be spread out among the different classes, which is nice because it forces people to play as different classes. When I've played through the whole game (which doesn't take very long) I don't give a crap about either side. I really want to like this game, so I'm going to keep playing and see if it gets any better. It’s interesting to see how so many of the countries with the worst response are clustered together (click image for larger version). It is also interesting to note that many of the countries that kill people for being gay also kill people for being anything but the government’s choice of religious belief. If you want to move your organization forward quickly in a chosen direction, you should understand these laws and how they apply to business execution. Inertia is a recognition that an object will tend to do what it’s been doing, unless acted upon by an imbalanced or outside force.
The force in this case is the Producing, Stabilizing, Innovating, or Unifying force or some combination of these.
For example, if you want to drive your organization forward in terms of productivity, you’ll need to apply more Producing force and less of the others. In our thought experiment, when you kicked the basketball harder, it had more acceleration and went further. When there’s a crisis, the normal resistance to change is lowered because the system is under threat.
That’s why, when the basketball in our experiment hits the wall, it careens off in the opposite direction from which it struck.


If you’re not careful, the opposite reaction can also slow the speed and direction of your organization.
That is, if the organization makes a good decision and implements it quickly, and then makes another good decision and implements that one quickly, then like a train picking up speed, it will increase its momentum. While a basketball is neatly self-contained and you can move it at will, your organization can feel more like a bunch of shattered glass loosely strewn about.
Similarly, if you were able to gather in the organizational mass, then it would begin to behave like a ball and change its speed and direction.
He's grown from co-founder and CEO of the world's largest affiliate marketing company to follow his passion as CEO Coach to the world's next generation of expansion-stage companies.
If I'm not the right class for an objective, and there is an AI player right next to me, they will not complete the objective .
It was an interesting idea, but walking away from the game just makes people feel like they got half a product.
The plot is stupid and I don't care for it at all, especially becuase when I play through it, I play as both sides. As Christians, we should think about how loud our voices have been regarding religious freedom and the persecution of Christians in these nations, compared to the persecution and killing of homosexuals. In our thought experiment, that’s why the ball tends to stay at rest in the middle of the floor until you do something, like give it a kick. Basically, because of inertia, an organization will tend to continue to do what it’s been doing unless acted upon by another force. There’s an equation in physics that explains this and is written F=MA (Force equals Mass times Acceleration). Why can’t a CEO, a teacher, or a parent apply a force of change to the organization and make it move quickly and easily just like a ball being kicked? Once the organization gets moving in that new direction, it will tend to stay on that course until another force causes it to stop or change. That is, if the mass is manageable, then it’s easy to apply a force of change and get the organization to do something new. With such a dispersal of mass, no matter how much of a force of change you try to apply, it won’t be very responsive. Once you gather in the mass and reduce the resistance to change, you can then hit it with a force, such as a decision or a directive, and it will tend to rapidly accelerate in a new direction. There are four basic subsystems of an organization that help to keep the mass self-contained and malleable, rather than scattered and resistant. That is, if your organization is slowed, stymied, or stuck, it will continue to act that way unless you do something to change it. To help it discover new opportunities and avoid future threats, you’ll need to amp up the Innovating force. Basically, F=MA tells us that if you take two objects of the same mass and hit one with force, you’ll have acceleration. So the reason an organization, or a person, or a market is relatively hard or easy to move is due to its inertia or resistance to change. If it’s coming slowly into the wall, it will travel less distance in the opposite direction. Within organizational dynamics, the challenge in managing mass is that resistance to change is scattered throughout the organization. These four subsystems, called the Execution Diamond, are the organization’s Vision and Values, the organizational Structure or design, the decision-making and implementation Process, and the People and teams involved. By creating alignment the organization’s mass will be contained and headed in one direction. Once the ball is in motion from the kick, it tends to stay in motion too, until an outside force such as gravity, friction, or a wall acts upon it.


And the greater the inertia, the greater the effort required at getting it to move in a new direction. If the organization has a high mass, there’s plenty of visible and invisible resistance to change and it will be very difficult to get it to alter its behavior. However, there are over 300 million people, each with different levels of needs, wants, desires, and perceptions, who are all represented by different politicians, who are in turn supported by different corporations and political action groups. This legislation strictly curtailed civil and constitutional liberties and would have been unthinkable without a preceding crisis that first reduced the resistance to change.
It lies within the individuals making the decisions, those doing the work, and those who can help, hinder, or influence the results. Think of these subsystems like a corral or a boundary that helps to keep the organizational mass self-contained.
But without it, your organization will experience friction that prevents it from accelerating. The customization that they boast about is kinda crappy, but that isn't what I play games for.
Once the ball comes to rest, it will remain at rest until it is acted upon by another force. On the other hand, if your organization is currently experiencing a lot of momentum, then like a train roaring down the tracks, it will be hard to slow down.
Balancing and unbalancing the right forces in the right sequence, while keeping entropy low and integration high, is the art and science of Organizational Physics.
That’s why if you were to take two identical basketballs and kick one really hard, it would accelerate to a certain speed and travel a set distance. Your legislative agenda is seen as beneficial to some segments and as a terrible loss to others.
Faced with the new growth, the business’ administrative systems and people are falling apart and must be managed to keep pace. Conversely, if it makes a good decision but takes too long to implement it, then its momentum will decelerate too.
Therefore, no matter how much or what type of force you attempt to apply, when the organizational mass is widely dispersed, there’s nothing that can be leveraged to effectively push or pull against the organizational inertia.
Kick the other one less hard and it will accelerate to a slower speed and travel less distance. This means that if you want a fast-moving organization that goes in the right direction, then you’ll first need to create alignment within the subsystems. Just because a Fortune 500 company is really “large,” does not mean its mass is necessarily big. Even though you’re the President, it’s very, very hard to push your agenda forward because the resistance to change is so great. Or, just because a family of four is relatively “small,” doesn’t mean that its mass is automatically light. Or, with all the work and effort you’ve put into the business, your family life is stretched thin. If you can’t find a way to restore harmony, the family system will suffer from an equal and opposite reaction to your booming business.



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Comments to The laws of simplicity mobi

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