Some commentators on Beethoven’s 9^th suggest that the themes from earlier movements are restated as part of a working out and sorting process that leads to them being disregarded in favour of the last great 'Ode to Joy'. I think not. I think that their restatement is more significant than this, that Beethoven is in fact saying: 'Yes we go forward into the future, but we must remember that there are always lessons we have not yet learnt from the past, lessons that may both surprise us and prove more significant than we first thought.'

The principle at work here is one of re – evaluation; putting previously existing ideas into new contexts and seeing if they offer us additional insights into their importance and potential usefulness. This process is familiar to anyone who has worked within an organisation for more than ten years or so. Ideas come along, are implemented, then after a few years disregarded and replaced by new ideas. But then, sometime later, the old idea resurfaces again. This old idea, however, is now presented in a different context and in a new way, one that usually involves giving it a new name.

Along with this new name it is also likely to present some aspects of itself that were unappreciated during its previous incarnation, but that now seem much more relevant and useful. So, as the saying goes, organisations probably do reinvent the wheel every decade or so, but it may be a new improved wheel, one that has evolved in order to  meet the demands of the new terrain within which it finds itself.

When looking at new problems do not forget some of the old solutions. What have you done before when presented with a similar problem? What was good and useful about the solution then  and how can it be adapted and exploited now? Are there other positive aspects to the solution that were not used previously? Could they be used now? Are there some aspects that were originally considered to be drawbacks that are either no longer issues (such as cost or availability of technology), or could even be advantageous given the new context (solutions involving de - centralisation may have seemed inappropriate within an organisation with a strong  command and control culture, but if this same organisation wishes to move toward a more participative way of working in order to empower its staff, then the same solutions will become that much more appealing)?     

In short, can we adopt, adapt and improve an old idea (an old wheel) to suit the terrain of the new problem we face? And if so, how could we do it?  Sometimes looking for the positives within previously existing approaches and solutions, and then adapting or improving them to suit the current situation is the best thing we can do.

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