Sarcopenia through routines: Insights and action strategies for managers

What it’s all about

Metaphors are a good way of making complex ideas or effects understandable, vivid and tangible. One such metaphor is that of “sarcopenia through routines”. Originally from the field of medicine, this term is used in a figurative sense to illustrate the negative effects of overly rigid routines in organisations.

The metaphor explained

In medicine, sarcopenia refers to the process of muscle atrophy that accompanies ageing. This natural process leads to a decrease in muscle strength, which in turn affects a person’s mobility, balance and overall performance. Interestingly, sarcopenia can be slowed down or partially reversed through regular physical activity and targeted muscle training.

Applied to management, it symbolises the dangers of work processes that are too rigid and unchanged. In dynamic business environments, entrenched routines cause an organisation to lose its ability to adapt and innovate. Like muscles that weaken without regular training, an organisation’s capabilities also atrophy if they are not constantly challenged and developed.

Effects on organisations

Loss of competitiveness

Organisations that rely too heavily on tried and tested routines run the risk of losing their competitiveness. In a business environment where technological advances and changing market conditions are constantly redefining the rules of the game, flexibility is crucial. Organisations that are unable to adapt quickly will be overtaken by more agile competitors.

Innovation congestion

Another risk of rigid routines is the inhibition of further changes. If employees are encouraged to “do what has always been done”, the creative process that is necessary for real innovation is inhibited. This creates a culture where new ideas cannot thrive and ultimately hinders overall business growth.

Demotivation of employees

Rigid routines demotivate the workforce. Employees who perceive their work as monotonous and uninspiring show less commitment and initiative. This not only weakens individual performance, but also affects overall productivity and the working atmosphere.

Action strategies for managers

Against this background, managers should create an environment that promotes flexibility and adaptability. This includes regularly reviewing and adapting work processes and encouraging employees to critically scrutinise existing processes and suggest improvements.

In order to maintain the “muscular strength” of the organisation, it remains crucial to continuously invest in the development of employees. Training courses, workshops and projects that are outside the usual routines help to broaden and deepen employees’ skills.

Last but not least, it is important to promote a culture that not only allows innovation, but actively supports it. This can be done by setting up think tanks, innovation hubs or regular innovation workshops in which employees are encouraged to contribute and develop new ideas.

Summary

The metaphor of “sarcopenia through routines” offers a powerful perspective on the risks that can arise from overly rigid business processes. Managers who recognise these risks and actively counteract them not only strengthen the resilience and adaptability of their organisations, but also create a lively and innovative corporate culture. Through targeted measures to make routines more flexible, promote employee development and cultivate a dynamic culture of innovation, companies can ensure that they remain successful even in a rapidly changing environment.

Further reading

• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Sull, D., Homkes, R., & Sull, C. (2015). Why strategy execution unravels—and what to do about it. Harvard Business Review, 93(3), 57-66.
• Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard Business Review, 86(3), 109-116.
• Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23-43.
• Kotter, J. P. (2014). Accelerate: Building strategic agility for a faster-moving world. Harvard Business Review Press.
• Edmondson, A. C. (2011). Strategies for learning from failure. Harvard Business Review, 89(4), 48-55.
• Sull, D. N. (2009). How to thrive in turbulent markets. Harvard Business Review, 87(2), 78-88.
• Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91.
• Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.

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