The Curse of Extreme Knowledge

In an article titled “Get It Done” that was published here at Ezine I talked about the importance of time management. Progress is made by taking a few minutes to plan what you must do to be productive. What if you have a plan and you still are not moving forward? Perhaps you and/or your company are falling victim to¬†‘The Curse of Extreme Knowledge”.

Why is it that one person or company has ‘the power of kaizen’, while the other doesn’t? And how do ‘non-kaizen’ companies get burdened with the ‘The Curse of Extreme Knowledge?’

But first, what is kaizen?

Kaizen is what the Japanese call ‘continuous improvement’. curse breaker The ‘zen’ in Kaizen emphasizes the ‘learn-by-doing’ aspect of always improving. Kaizen methodology is about making changes and monitoring results, then adjusting.

The ‘the curse of extreme knowledge’ doesn’t allow you to just make changes.

So what is the ‘the curse of extreme knowledge anyway?’

It’s the need to see all and know all before even getting off the ground. Every ‘i’ has to be crossed, every ‘t’ has to be dotted (I know, I know, I got that phrase wrong, but the company that is saddled with the ‘the curse of extreme knowledge’ would get stuck at this point).

They’d be so focused on getting that ‘i’ dotted and ‘t’ crossed, that they’d miss the point of the article.

But if they got rid of their curse, how would they act? They would look at the mistake above, and immediately forge ahead through the rest of the article. They might make a note to let me know that I made a mistake, but that wouldn’t stop them from reading the content for what it is.

And this is the ‘what it is’ factor that powers them forward

They become relentless in learning, and then applying concepts instantly. And, that application creates results. These results can be ‘mistakes’ or ‘successes’, but rapid application allows them to instantly move ahead–irrespective whether they are making a mistake, fixing a mistake on the fly, or meeting with success.

They don’t need five case-studies, and fifteen graphs

They take the concept for what it is, and apply it to their world. Many others don’t. They need dozens of external issues to simply accept the idea.

They then need proof–which often needs to pertain to their specific industry. And you and I know, that if you’d waited for proof from your own industry, you could wait forever.

It can take an enormous amount time to see everything; to get all the ducks in a row, before doing anything. And, this is not usually the fault of any individual person. It’s the way some companies process things.

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