They are your rules, break them!

Congratulations on your promotion. Here is your cap and your badge. I just made you the head of a military war force. The bad news: You’re at war. Worst of all, you are against a higher force.

Now, here’s what the statistics show is likely to happen: If your military adopts a higher power in the conventional way, your chances of victory will not exceed 28.5 percent.
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However, if you refuse to play by the accepted rules of the game, your chances of winning have been verified by a study of 200 years of extensive combat throughout human history, go Up In full 633.3 percent. It’s probably a switch from ‘lose’ to ‘probably win’.
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Do I have your attention?

Sometimes, breaking the rules is incredibly effective. In the business world, the same dynamics apply. If you act unplanned, you can topple the art giants. Sometimes, breaking the right rules can turn you into an industry on a platter.
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Rules and regulations freeze over time

This idea is as important as we explore the art of strategic rule-breaking: no system has naturally leaned towards simplicity. Development left, All Becomes more complicated, as each contributor creates a new level of rules and standards on top of the old ones. Increasing complexity is actually the path to minimal resistance. Simplicity, far from being a natural state, requires intelligent design.
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This is because such a big disruptive innovation comes from within any industry because it is a big part of it. Taxis were not invented Uber, And the bankers did not invent PayPalBecause, people in these industries think through the lenses of their own complex rules. It takes a rule-breaking maverick to try something new and venture that could be a better way.
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Fighting complexity

Take Steve Jobs’ obsession with simple, clean, elegant designs. Not in a small part, it was what was saved Apples Back to his company. But that doesn’t mean a great deal. No wide product range – keep it simple. No need for extra buttons – just keep it simple. No need for additional complexity – the system must be simple and intuitive to operate.
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Champion of simplicity is needed to eliminate chaos, prevent stinginess of added complexity and break the rules of time. It requires leadership to challenge existing systems.

How much do bad rules cost you?
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At the most glamorous level, the stupidity of following the rules is just annoying, sometimes even the content of jokes (Google The Google) Little Britain Skyte ‘does not say computer’). But is it fair enough to start a campaign to revisit your system?

It turns out we can do a lot better than that. There are plenty of compelling reasons to reduce and relax the rules in your organization. Here are 6 of them.

As part of your own efforts to change your organization’s rules-based culture, this list can be effective as you begin to persuade others to your own point of view. Why not present it at your next staff meeting? Ask participants if they have seen real-world examples of each concept. Let their enthusiastic discussion lead to change:

The cost of the rules

1. Speed

Rules include procedures that must be followed. Each process can take a small amount of time to isolate. But even a simple rule-based pile rule can turn out to be an unreasonably slow process. The slower things happen, the greater the total laziness.

Sometimes useful things are not allowed to happen at all, because no rules prevent them from being flat out. Other times, a useful idea may not get to market quickly. It took Google two years to complete all the tests they needed to publish Google+ from Legal and Marketing. Until then, Facebook had such a massive critique that Google’s great compliance didn’t matter.

2. Will

When simple tasks slow down due to understanding of the method, the willingness to do them decreases. People realize that going up and out is too much of a problem. They are trained and conditioned to actively reduce their contribution.

With reduced speed and increased methods, the word ‘no’ is often heard as it becomes a form of cultural conditioning. ‘No’ training gives initiative and tendency to take risks. ‘No’ begins to be ideological. This becomes the default setting for your organization.

3. Disbelief

To enforce these rules, the more weight the rules carry, the more attention your people need to pay. In an ideal organization, where people are trusted and managed in a high-trust environment, each of you needs only one person as a policeman: yourself. Hierarchy becomes zero-sum and does not need to be frozen.

4. Decreased talent

A sense of empowerment and purpose are among the main needs of employees. Feelings of disability are the incentive to give up. Maintain the concept of powerlessness and frustration for a long time and you can hemorrhage the top talent.

In a rule-based culture, there are highly obedient, low-enterprise workers; Disappointed inventors and high-enterprise workers left. In its logical conclusion, everyone obeys the rules and coats of arms that are blind, because no one has ‘radical values’. You create the conditions for extreme groupthinking.

5. Safety taking the risk of trumping

In cases when the rules directly contradict the goals, your people will choose safety and job security rather than risk and bold action. Harmful innovation efforts shut down the possibility, excluding the possibility of smartcuts that could equal significant growth. Multiply this behavior and in the end no risk is taken, the chances of being fatally reduced.

6. Silos Gallo

In high-rule culture, people don’t focus on the big picture. They lose sight of the mission. They will prioritize behaviors that create protection for themselves in that small department (silo) rather than behaviors that are panicked and completely support the company by opposing the internal customs and regulations of their team or department. They don’t even know how their contributions help the organization, which can create a lot of conflict between departments. Unfortunately, your competition will not respect your internal categories. They may see opportunities in such weaknesses.

The result of these accrued expenses is that your organization will only grow, if not more.

They also introduce the inherent dangers of a behemoth that is unable to adapt to change.

It feels like an old locomotive steam train, running at irresistible speeds on the set rail line. You can lead your actress to the right adaptation, but if you are the codak of your art for filmmaking and you can’t adapt your adapted perfection to the new reality of digital, your optimized behemoth will run perfectly and seamlessly, great and irresistible speed, absolutely On the edge of a mountain. Disruption kills dinosaurs that can’t adapt.

What rules does your organization adhere to, the rules are always non-existent for no other reason? What if you want to lead yourself to more simplicity and agility? After all, they are your rule. You can break them. And those who do these gain strategically to digest the industrial giants. They gift themselves with the space they need to create truly disruptive innovations.

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