Continuous improvement is a marathon not a sprint
In college, my husband, Joe, was an all-conference sprinter. When his coach changed roles, a new coach came on the scene. The new coach was focused on miles. For sprinters, mid-distance, and long-distance runners, “miles mattered.” As a successful sprinter, Joe had worked hard on the mechanics of his run, but the demands of distance running led to recurring pain below his knees. Unfortunately, Joe’s coach was unable to diagnose the issue, leading to long periods of sitting out of competition in order to try and heal.
As it turns out, the physics of sprinting and distance running are quite different. Sprinters run on their toes and use more explosive motion. They develop (and are possibly genetically gifted with more) fast-twitch fibers than long-distance runners. "Fast-twitch fibers generate more force in a shorter time than slow-twitch muscles...Compared with slow-twitch fibers, fast-twitch muscle fibers fatigue more quickly and hence are more suited for short-duration anaerobic activities like sprinting and weightlifting” (Fast-Twitch Fibers and Sprinting).
Slow-twitch muscle fibers requires oxygen for energy, allowing them “to sustain muscle contractions over a long time.” Endurance athletes utilize slow-twitch fibers so they can run longer distances than sprinters. As the heart starts pumping faster, released oxygen activates these fibers, making their movements more efficient.
In Joe’s case, his form was trained to sprint, not run distances. One day he saw a physical therapist who took one look at Joe’s knees and said, “What have you been doing to get your IT bands so tight?” (IT band is the iliotibial band that runs along the outside of the leg...I promise there are no more anatomy lessons.) Running on his toes, like a sprinter, for long distances had caused this issue. Within 30 seconds, this professional had identified the issue; “if you are going to run distances, you can’t run on your toes.”
Joe lost months of competition because the coaching staff was unable to identify the problem, but within 30 seconds, this professional had identified the issue; “if you are going to run distances, you can’t run on your toes.” If a sprinter decides to run distances, then there needs to be a change in the mechanics of how that person runs.
Last week, I was reminded of this story when I was reading Quint Studer’s Achieving a Culture of High Performance: Achieving Higher Quality at a Lower Cost. Studer describes the most significant challenge for the healthcare industry (from the 2000s through 2010s) as follows:
The biggest and most profound challenge we’ve had to deal with – and the one that’s requiring the biggest adjustments inside organizations – is our industry’s move from episodic change to continuous change. (p. 2, emphasis his)
While this statement was made pre-COVID-19, it is applicable to many industries other than healthcare, such as higher education, business, and non-profit work. He states further, “Moving from episodic change to continuous change is like a sprinter becoming a marathon runner.” (p. 3, emphasis added)
Visions of my sprinter husband running long distances came to mind. Just like in athletics, organizations have to made adjustments as they move toward a focus on continuous change. When organizations plan episodes of change, those changes tend to become THE focus. There is a concerted effort, energies are focused in that direction, and when the finish line comes, there is a season of intentionally sustained status quo.
Unfortunately (or possibly fortunately), many organizations are transitioning to focus on continuous change – or “continuous readiness” as Studer calls it.
This happened in higher education accreditation. For decades, about 2 years prior to a 10-year visit, the school began preparing with intensity and focus, asking people from across the organization to participate. After that visit was completed, they had several years of rest before the level of urgency and rigor was applied to demonstrate improvement prior to the next visit. The storms were intense, but there was a lengthy time of calm between them.
About 10 years ago, most accrediting bodies began the transition to continuous improvement, requiring regular activity throughout the 10-year cycle. As a result, colleges and universities had to learn how to transition from a sprinter to a marathon runner. Quite simply, the intensity and focus that used to be applied to prepare for a visit are not sustainable in the long run.
To develop a culture of continuous change, there are many factors to consider, including:
What structures need to be created to simplify the new processes that will be required? For example, collecting data in an ongoing manner rather than for a single change episode.
How does this culture change affect employees? What needs to be communicated to them? What training is required?
How can change be planned in a way that does not overtax its members?
How will success be acknowledged and celebrated?
What will guide and inform the necessary changes? (Hint: See last week’s blog on strategic planning. Apologies for the shameless plug.)
Who are the key individuals for leading change? Are they supported with the necessary professional development and mentoring?
What needs to change in our form and mechanics so that we develop “muscles” for a marathon?
You cannot run at a sprinter’s pace for a long distance. Sprints are not sustainable, and that’s by design. If you try, you may notice some organizational or personal “injuries” result. You may end up having to sit out of the competition to recover.
Like Joe, you may need an outside professional to help you diagnose the factors contributing to your organizational pain. ABL Wise Consulting would love to help.
pc: Andy Beales via Unsplash
