Don’t you want your change sir?

Let me ask you a few simple questions. Do you have a favourite tipple?

Why is it your favourite?

Was it always your favourite?

What was your previous favourite?

What made you change?

If you tried your current favourite sooner, would you have had more enjoyment out of life?

Do you think it is likely that one day you will try another drink and like it better?

Maybe you could apply this argument to your job, or hobby if this is more meaningful.

The thing most of get out of this little exercise is the realisation that we probably all miss out on a great deal by being adverse to trying new things until we find ourselves directly in their path and suddenly discover a new source of pleasure or value. The second point that generally emerges from this exercise is the realisation that we are all generally content with adequacy rather than in pursuit of excellence or optimisation of value or pleasure perceived.

Now let’s play for bigger stakes. Does your family have a favourite restaurant? Was this always the case?. How did you arrive at the consensus that this was you favourite restaurant? Are there one or two who don’t agree, but go along to keep the peace?

What would have to happen in order for you to adapt a new restaurant?

What would make you seek out a new one, who would instigate this and how would the decision get made
  I suspect that these simple questions woke a few skeletons in most household cupboards. Hopefully they also lead you to consider how your family deal with these issues. Does one person lay the law down and solve the issue?
  Do you talk it out until there is consensus?
  Do you give way to certain individuals who seem to have the knack of getting their own way?
  Or maybe there’s a close knit clique who stick together and dominate everything. How will you decide whether it was a good decision or whether to keep trying?
  What will make you settle for a new place?
  Fatigue? Lack of ideas? Adequacy? Excellence?

There are many potential ways forward, but that’s not as important as stopping to think about how a close knit organisation with trust and communication go about changing their behaviour in some small way.

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