What would be the effects in the U.S. if over a three month period of time – a business quarter – all follow up was reduced by 50%? Ask any American colleagues, suppliers or customers you might have.
For some it would be a relief. Agreements would be entered into more carefully. The details would be discussed and settled more specifically. Individuals and organizations would find better, less intrusive, ways to remind themselves of their obligations. Especially those people who rely heavily on follow up – the worrisome ones – would develop better nerves.
For others it would be unimaginable. Why? Because they are among the worrisome, nervous, neurotic? Or because the very nature of their work involves many factors which can influence or alter an agreement at any time, factors which they can neither anticipate, predict nor manage?
The frequency, form, tone of follow up is much dependent on the very nature of the work. To understand this we need only to pose the What if question to a military commander in the field of battle, to the staff of a hospital‘s emergency room, to a trader on the floor of a stock exchange, to the head chef in a four-star restaurant, to the parent of young children on any given day of the week.
Maybe a 25% reduction would be more realistic.
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