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“In existential mathematics, experience takes the form of two basic equations: the degree of slowness is directly proportional to the intensity of memory; the degree of speed is directly proportional to the intensity of forgetting.” – Milan Kundera

Wherever you turn, the world has become increasingly complex. The observation has been made that a CEO, no matter how brilliant, hasn’t the mental capacity to deal with all the permutations of all issues that confront them. Add to that the immersive nature and speed of communications we experience now, (in the workplace as much as outside of it) and the impact of complexity can be profound.

Flitting from one device and platform to another, we may lose our innate ability to deeply absorb, reflect and intensely remember that which we experience.

When it comes to building meaning inside the workplace or corporate structure, we talk about culture, purpose, engagement and ongoing transformation – but the volume and complexity of messaging works against the outcomes we seek. If we responsible for transformation of organisational culture to align with a customer-centric world, we need to resolve this problem.

Cutting through complexity, to pinpoint the interactions, interventions or simply moments of illumination and clarity, we might wisely turn to the principle of existential mathematics, slowing our speed in order to intensify our ability to remember what matters.

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