In organisations and teams, routine – a common term for a stable structure – sometimes has a bad reputation. However, changes always require a structure, with the help of which one can generally do or observe something new or different. From what should the new distinguish itself, if not from routines on which one can rely? Routines are particularly important when something needs to change. However, it is a sure path to failure, if a system wants to change many things, quickly and simultaneously.
Those who aspire to innovation should clarify what must remain the same.
Otherwise a system deletes to much ordered complexity and creates disordered complexity, which cannot be introduced into the new structure quickly enough.
Routines, in addition, frequently interlock, thus, they are relatively firmly coupled. Rarely can routines in organisations be changed without many other routines, which one had not kept in focus, suddenly losing their connection.
IT changes are legendary for this.
Routines are also a ‘place’ where the psychological, team and organisational expectations and habits ‘meet’. This leads to the fact that the improvement for the organisation can absolutely bring with it (exclusively) negative consequences for personnel or teams (and vice versa). This is also a reason why changes without conflict lack something.