Best practices are yesterday’s news – welcome to Next Practices

What is the correct answer?

What if there isn’t one and you need to create it? Or are there several and you have to select them?

What if you should actually be asking a different question?

From our earliest school years, we are taught that success lies in finding the right answer. It’s an equation based on certainty: Learn the right information, follow the right process, and earn that coveted “A.” This approach not only rewarded us with grades but also gave us a deep-rooted mindset. It educated us to believe that there is always a right answer to being discovered, be it exams, personal achievements or career paths.

As we transition from training to the workplace, this conditioning follows us. The “right answer” continues to define our paths, first as the knowledge base we have accumulated in our areas of expertise, then as our career paths, and ultimately through organizational roles, responsibilities, and even industry-wide “best practices.” The idea was simple: do what others had success with and repeat that approach. In this model, benchmarks became our safety net. Before making any changes, we waited for someone else to provide an example, a proof of concept.

Within organizations, the “right answer” paradigm is implemented in clearly defined roles and responsibilities, established processes and concrete policies. Job descriptions were written to include fixed tasks, skills were measured against industry standards, and best practices defined the decision-making landscape. Benchmarking – comparing one’s own strategies, processes and results with those of industry peers – served as a crucial form of validation. When we wanted to try something new, we first checked to see if anyone else had taken the plunge.

Why “right answers” ​​hold us back

Today’s business environment is characterized by rapid technological advances, changing workforce expectations and unpredictable market dynamics. In this situation, sticking to “right answers” ​​based on what has worked in the past can actually be a burden. The very idea of ​​best practices is rooted in hindsight – lessons learned, errors fixed, and processes optimized based on past events. But the future of work requires foresight. It’s about anticipating new needs, exploring new territory and understanding that sometimes the most effective path forward may not even exist yet. We need to move away from static best practices and embrace “next practices” – a mindset focused on exploration, adaptability and innovation.

Consider, for example, the restrictions of the four-day week. Although it is often praised as a hallmark of flexibility, it remains firmly rooted in the old paradigm of measuring work by the number of days or hours spent on work. This approach reflects a “best practices” mindset that optimizes existing systems rather than reinventing them. What if instead of focusing on the number of days our employees work, we asked ourselves how we should define and measure work in the first place? Or what if we thought about what individual employees need to feel like they integrate their work into their lives in a way that serves both themselves and the company? Reimagining work through these questions leads us directly to the possibilities of next practices—approaches that redefine success for both employees and organizations.

One of the biggest hurdles companies face when moving from best practices to next practices is resistance – not just to change, but also to the unknown. When managers are confronted with new ideas, they often respond with “no.” This is not because they don’t want innovation or progress, but because their automated responses, shaped by years of adhering to best practices, are coming into play.

The phrase “That’s not how we do it here” is the hallmark of resistance. It reflects a deep-rooted fear of risk and uncertainty. However, this reaction is often more instinctive than intentional. Managers may not realize that they are saying no out of habit, not logic. What if instead of dismissing an idea, they paused before answering? What if they explored the possibility of saying yes?

Breaking through resistance: The power of yes

To foster a culture where “yes” is more common, companies must train their managers to interrupt their automatic responses. This requires cultivating self-awareness – understanding what Dr. Tamara Tilleman, a researcher and thought leader in the field of human potential, calls “what we don’t know, we know.” These ingrained habits often operate under conscious thought, shaping decisions and maintaining the status quo.

Organizations can change their mindset by emphasizing flexibility within frameworks and creating a culture of experimentation. For example, introducing a “yes and” culture – inspired by improvisation – encourages managers to build on ideas rather than reject them outright. When a team member suggests a new workflow, the manager’s response might be, “Yes, and how can we adapt this to our individual challenges?” This openness promotes creativity and ownership within teams.

Decision pause points are another tool to encourage thoughtful responses. These moments give managers a chance to pause before instinctively saying “no,” giving them a chance to reflect on automatic responses and evaluate suggestions on their own merits. Simple questions like: “What could we learn from this?” or “Do I really understand the idea?” help create space for innovation.

Finally, the flexibility within the frameworks allows companies to test new approaches without widespread disruption. Pilot projects – designed to fail quickly or achieve spectacular success – provide a safe opportunity to experiment. Recognizing teams that make these attempts regardless of their results highlights the value of trying, failing, and repeating. Such initiatives mitigate risks while enabling unexpected successes.

The shift from “no” to “yes” is not just a tactical change, but a strategic one. It requires confronting the habits and mindsets that breed resistance, building systems for experimentation, and celebrating the lessons learned along the way. By fostering intentionality and openness, organizations can thrive in a rapidly changing world.

The future of work belongs to those who are willing to continually explore, adapt and innovate. Success is not achieved by finding the “right” answer, but rather by overcoming uncertainty with resilience and creativity. By embracing next steps and saying “yes” to the possibilities, organizations and individuals can collectively shape a future that is both dynamic and purposeful.