Don Quixote, Please Don’t Tilt at the Windmills!
Tuesday, December 30th, 2008The wind of change is blowing through the continent.
–Harold Macmillan
Irresistible forces are beyond our control. We need to bend to their force.
Such forces remind me of the wind. Wind has often been invoked as a metaphor for change. Having grown up in an area known for its Santa Ana winds, I was well aware of how the wind affects our moods and our daily tasks.
Face into a howling desert wind and your eyes are soon filled with grit. At night, the same force drives cold drafts of air through the house and makes being indoors unpleasant. The sound of that force makes sleeping difficult. The trash that piles up in your yard from the wind clearly represents undesirable change.
However, when you run a race with the wind at your back, you feel jet propelled. When the wind tapers off, everyone has a sense of new opportunities and optimism.
What are some of the forces that are beyond the control of organizational leaders? You should make your own list, but the most common irresistible forces described to us by CEOs are new technology, changing customer needs, fashion, government regulation, demographics, economic trends, financial markets, the weather, and currency exchange rates.
The wind was also one of mankind’s earliest sources of power for travel. Where winds were common, simple sails filled with the breeze pushed primitive vessels forward when the wind came from the right direction. Otherwise, oars were used for much slower progress. Later, shipbuilders learned to make adjustable sails and gear that would capture the wind’s power from any direction other than straight ahead. By shifting course to go in a zig-zag style, progress could be made even into a head wind.
On land, windmills were eventually employed for other kinds of work, from pumping water out of low-lying areas (as in Holland) to powering electrical generation in windy deserts. The biggest windmills originally had a serious drawback: Like the earliest sails, they only faced in one direction. If the wind came from another direction, little or no benefit was gained.
Like the clever shipbuilders before them, windmill makers learned to adjust: They made propeller blades with vanes behind them that automatically pivot to optimally face the wind and generate power whenever there is wind. Those adjustable windmills are a metaphor for the kind of strategy and actions that individuals and organizations should take: Use an optimal strategy or action, and the irresistible forces are always creating power for you that allow more to be accomplished.
Using adjustable windmills as a metaphor reminded me of a favorite client who collected little statues of Don Quixote. This man was always trying to set the world standard in his industry and realized that such high goals could amount to being overly optimistic. At times during the early days of the 400 Year Project, we had wondered if we, too, were acting like Don Quixote in some of his more comic moments such as when he tilted at windmills.
How adaptable is your organization to such irresistible forces? What can you do to add helpful flexibility?
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through and receive tips by e-mail through registering for free athttp://www.fastforward400.com