When our line of sight is limited, we have choices. Speed up, maintain pace, or proceed with caution. Our sense of place and mindset impact our ultimate decision. Driving on the interstate, we can expect the road is engineered to support the speed limit. So a curve should not result in radical deviation. Mountain biking down a flow trail, we can expect banked corners to accommodate the speed we might be carrying from above. In a high alpine backcountry setting we might anticipate some thoughtfulness in trail design but if the vertical exposure is sufficient, we might decide to decrease our pace.
We encounter blind corners all the time. We can not see into the future far enough to anticipate the terrain. If we previously traveled a path it is easier to approach with a sustainable pace. If the trail is new to us, we might settle for a cautionary approach, allowing us time to adjust our course.
The recent months have presented a series of blind corners. COVID, financial recessions, virtual workplaces, Black Lives Matter, and masks. Some enterprises saw a chance to accelerate into open space. Others pulled to the shoulder of the road with their hazard lights ablaze. Each organizations saw their approach as best. Blind corners tend to amplify our beliefs and values. If we see each opportunity as a challenge to maximize our talents, then we might proceed in sports mode. If we believe we are playing the infinite game, then we might downshift and cover the brakes, confident we will be able to continue to journey.
How do our choices amplify (or derail) our core values? Have we built trust and loyalty because we acted in concert with our beliefs or have we created factions in our team due to misalignment? Are we still on the road or have we spun out into the ditch?