Dimension 5: Why Good Ways of Working Don’t Spread

And Why Your Organisation Keeps Paying for the Same Reinventions

1) A Real-World Scenario

You walk through two teams that do similar work.

In Team A, a monthly report takes one hour. They have a clean template, a repeatable workflow, and a few smart shortcuts. In Team B, the same report takes half a day. They copy-paste data manually, chase inputs, and fix formatting for the final version.

Both teams are capable. Both teams care. Yet, the better way of working stays locked inside one team.

When you ask why it does not spread, you hear answers like:

• “We did not know they were doing it that way.”

• “We are too busy to change.”

• “Their situation is different.”

• “We tried something like that before.”

  
  

The uncomfortable truth is that organisations often have plenty of good practices. They just do not travel.

2) The Underlying Pattern

Most organisations assume that improvement spreads naturally. Someone finds a better way, other teams copy it, and efficiency rises.

In reality, learning in organisations is usually local. It stays in pockets because of three barriers:

Visibility.

Good practices are often invisible. People do not broadcast their shortcuts. They solve problems quietly. Leadership sees outputs, not how the work was done.

Transfer Cost.

Adopting a better way of working takes effort: changing templates, learning a new tool, adjusting habits, aligning with colleagues. Even when the new way is better, the switching cost is immediate and the payoff is later. Busy teams default to “not now.”

Context Excuses.

Teams often believe their work is special. Sometimes it is. Often it is not. “Our case is different” becomes a convenient reason to avoid standardising the boring parts.

This creates a predictable dynamic:

• High performers keep optimising locally.

• Others keep reinventing.

• The organisation becomes dependent on personal workarounds.

• Efficiency stays uneven across teams.

  
  

The uncomfortable truth is that many organisations reward individual heroics more than shared standards. People get praised for solving problems, not for making problems less likely.

3) Why Common Fixes Fail

When leaders notice inconsistency, they often try to fix it with broad initiatives.

Fix 1: Run More Training.

Training increases awareness, but it rarely changes daily workflows. People leave inspired and return to the same friction. Without integration into real tasks, training becomes a memory, not a habit.

Fix 2: Publish a Best-Practice Library.

Libraries are useful, but most become graveyards. If finding and applying a practice takes effort, busy teams will not do it. The best content is the content that appears in the moment of work.

Fix 3: Standardise Everything.

Over-standardisation creates resistance. It can also destroy legitimate flexibility. Teams then treat standards as bureaucracy and create shadow processes.

Fix 4: Ask People to Share More.

Knowledge sharing sessions help, but they are not enough. Sharing is not the same as adoption. Adoption requires ownership, incentives, and a clear mechanism to turn a good idea into a shared way of working.

The uncomfortable pattern is that learning does not spread because the system does not make spreading easy.

4) What Actually Helps

If you want better ways of working to spread, you need to treat it as a design challenge: reduce friction, reduce risk, and make adoption the default.

Make Good Practices Visible Through Task Comparison.

The fastest way to surface transferable practices is to compare how different people do the same task. Not abstract discussions. Real tasks. When you see the differences, the better approach becomes obvious and credible.

Standardise the Boring Parts, Not the Expertise.

Most tasks have a stable core: inputs, templates, data extraction, formatting, approval steps. Standardise these. Leave room for judgment and creativity where it matters.

Create Lightweight “Default Workflows.”

Teams resist heavy processes. They accept defaults. A default workflow is a recommended path that is easy to adopt and easy to improve. It is guidance, not a rigid rule.

Build Internal Champions with a Clear Job.

Champions should not be cheerleaders. They should be practical translators: take a good practice, adapt it to another team, and support the first few weeks of adoption. Their success should be measured in adoption, not enthusiasm.

Make Reuse Easier Than Reinvention.

If the template is one click away and the steps are clear, people reuse. If they must search, ask around, and request access, they reinvent. Most learning failures are access and friction failures.

Create a Feedback Loop That Updates the Standard.

A shared way of working should not be frozen. The standard must evolve based on real use. Otherwise, teams will abandon it and build their own.

Use AI to Lower the Switching Cost.

AI can help draft templates, summarise workflows, and generate step-by-step guides. Its best role here is reducing the effort required to adopt a better way, not replacing the need for clarity.

5) One Reflective Question

Where in your organisation are you currently relying on personal workarounds instead of a shared way of working?

6) And Now?

If you want a quick first view of whether better ways of working are spreading or staying local, a short Work Friction Pulse can highlight learning and reuse signals, and help you choose one recurring task to compare more deeply next.

7) The Importance of Continuous Improvement

Continuous improvement is vital for any organisation. It ensures that teams are not just working hard but also working smart. By fostering an environment where good practices are shared and adopted, organisations can enhance efficiency and productivity.

Encouraging teams to reflect on their processes and share insights can lead to significant breakthroughs. This culture of collaboration can help eliminate redundancies and streamline operations.

8) Embracing Change for Better Outcomes

Change can be daunting, but it is necessary for growth. Embracing new practices and technologies can lead to better outcomes. It is essential for leaders to create a supportive environment where teams feel empowered to try new approaches without fear of failure.

By promoting a mindset of experimentation, organisations can discover innovative solutions that drive success. This approach not only improves workflows but also boosts team morale.

9) Conclusion: Moving Forward Together

In conclusion, organisations must recognise the value of shared practices and continuous improvement. By breaking down barriers to learning and fostering a culture of collaboration, teams can work more efficiently and effectively.

Let’s move forward together, embracing change and striving for excellence in every aspect of our work.

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