During my three year journey at Gonzaga, one of the enduring lessons I learned was that no organization is exactly where it wants to be; that is, every organization should be thinking about, planning, or currently engaged in transforming itself into the organization it needs to be. Organizations, however, are much more static and immobile than we hope. They are slow to receive feedback and even slower to integrate that learning into their processes and structures. Most organizations view change as a thing we do, something that requires a committee, or even worse, a task force, to initiate. Change comes in the form of a report, neatly bound and breathlessly delivered. If you've been in the corporate or nonprofit world for long, you already know where these reports end up: neatly lining a shelf, collecting dust, while the organization continues on its original course. We live in a chaotic world, one that requires organizations to be nimble and ready to respond to ever-changing situations. Margaret Wheatley, in Leadership and the New Science, posited that we need to fundamentally change our worldview, that the very eyes that we use to view the world are not the right tools for today's challenges. Otto Scharmer would argue that the future is a challenging thing to prepare for, because it is still emerging from the present. This is a truth that many people can only arrive at after deep exploration of organizational systems, and not everyone is ready to process a future that is being created even as you live it. Too much quantum theory crossing over into organizational practice. In reading Wheatley and Scharmer, you will discover that change is not a thing, not a project for a committee, but a process. Outcomes are less important than the approach you use to explore. But we live in a very demanding, unyielding world that demands accountability, efficiency, and expects instant resolutions. How many of you have become spoiled by Amazon Prime and cannot believe that it takes more than two days to receive anything you order online? Me too. So, how do we start to slow down and be present where change happens? How do we begin to change our attitudes and our expectations so that we can, as Wheatley advocates, change our worldview? One answer arrives from Peter Block, an author and consultant best known for his guidebook Flawless Consulting. Block, in The Answer to How is Yes, explores how people and organizations can focus on what matters and push away from questions, processes, and approaches that do not have purpose. Maybe it's because I'm engaged in a long term consulting process with a large nonprofit organization, but one question stuck in my mind, a question I've poured over for hours. Block argues that instead of asking "How long will it take?", we should instead ask "What commitment am I willing to make?" Asking how long a process takes implies that you have better things to do with your time, that you do not believe in the outcome enough to invest your time. In short, it says you don't care. So, instead of asking the first question, challenge yourself to ask the second. Instead of trying to find ways to speed up a process, look deeply into yourself and ask what you are willing to give to make change happen. If you are looking for the most expedient solution, then you're really just trying to check something off your list. Change requires commitment. Commitment of money, of time, of resources, of people, of yourself. So, as a leader, ask yourself if you are committed to investing yourself in being part of the change, not how much time the process might take.