Food for thought: Is taking action such a good thing?

For most of us, making things happen is assumed to be the way to survive. Taking time for reflection is seen as evidence of being ineffective. This is expressed as "Don't just stand there, do something!"

But consider the alternative, "Don't just do something, stand there!" Henri Queuille, a 4th Republic French politician, suggested that "Any problem, however complex, can be solved by failing to take action." And there is an old Chinese saying that goes, "Beyond the fine art of getting others to do things, is the even worthier art of allowing things to do themselves."

Initiating action and taking decisions promptly are features of the Anglo-Saxon and Scandinavian business cultures: "Better to take the wrong decision than no decision." Readiness to take action implies willingness to take risks and make mistakes. Compare this attitude with the prevailing one in French business culture, which puts more value on thinking than on doing.

The French spend a lot of time analysing and planning - which is hard on their English or American consultants, who'd rather see them get on with it. However, the French feel that it is better to get it right up front rather than waste time doing it the wrong way. For the Japanese, taking quick decisions shows impulsiveness and perhaps a poor judgement of the importance of the decision at hand.

As consultants, we must be aware that, when clients think they have control over their environment, they are more likely to take action. Greater importance is placed in doing over being. When our clients' business culture is more fatalist, they are more likely to require time to reflect, watch how things evolve and adapt to the situation.

Robert Fonteijn