(You can find a German version of this article here.)

 

In an increasingly complex world, the answer for companies often seems to be: ‘We have to become faster and faster in order to keep up’. 

 

But what if that's not (always) the answer?

 

Imagine if someone told you to run faster, faster, faster and don't take a break. What would happen? You would collapse at some point! It's not sustainable for your body. And if you burn all your energy on the race, you won't have a chance to check in between to see if what you're doing makes sense at all. Whether you're on the right track.

 

Today, I would like to introduce a different perspective that radically opposes the ‘faster until you drop’ approach. The perspective of the Nigerian philosopher Bayo Akomolafe:

 

‘Times are urgent. Let us go slow.’

 

Sounds strange at first?

 

For me, there is a lot of wisdom in this quote. It reminds me of how our nervous system works. Our nervous system is always scanning whether we are safe or not. It registers constant running without a break as stress. It gets the impression that we are in danger. Slowness, on the other hand, is interpreted as a safety signal. When our nervous system feels safe, we have the greatest capacity to be creative, to co-operate effectively with others and see many more possibilities and opportunities. When the nervous system feels in danger, it focusses us primarily on potential dangers, we are more easily irritable and less resilient. Collaboration and access to our intuition are hindered.

 

So there are good reasons to use moments of slowness to strengthen our collective effectiveness.

 

To be clear: I love being efficient. If I can find a way to do something faster without losing quality and without stress, I think that's great. And in my work as a collaboration coach, I also help teams to become more efficient.

 

For me, the difference is: does all of this happen with ease? Does it give us strength or does it take it away? Is the way we are currently working sustainable for our bodies and what we want to achieve as a team or organisation?

 

Just as there are cycles in nature, I believe that it is also important in cooperation that phases of speed alternate with phases of slowness, of pausing, of sensing, of regeneration.

 

For me, slowness is not the same as inefficiency. For me, slowness is more about conscious, intentional pausing and listening. And also about conscious moments of individual and collective regeneration after a fast phase.

 

Conscious slowness can mean, for example

 

• using dialogue formats such as the Circle Way to draw on collective intelligence for complex questions
• going into silence together for 1 minute before meetings or between agenda items. This helps the nervous system to regulate itself and be present.
• ensure that you have some time for yourself between appointments
• consciously recognise milestones as a team before embarking on the next sprint together
• make conscious arrival rounds in meetings
• strengthen an organisational/team culture in which it is normal for someone to take a moment to pause
• Somatic awareness exercises and meditation - alone, or if you all feel comfortable with it, also in a team