We like to think that our projects, habits, and teams are organised and orderly and move in ways that are under our control. We set off with a clear purpose, a defined goal, and a reasonable plan to get us there. And then … real life happens. People learn new things, contexts shift, and the tidy line of attack becomes more of a gentle curve. Sometimes that curve leads somewhere better. Sometimes it quietly takes us off course.
It’s like hiking without checking the compass: You’re not 'lost' (not at first) … but you’re no longer walking toward where you think you are.
This is drift.
Convenience. Drift is one of those quiet forces in organisational life that rarely announces itself. It doesn’t always arrive with a crisis, a deadline, or a dramatic turning point. It just… happens. It often starts with something as harmless as convenience. A team is busy, so they skip a small step in the process just this once. Someone takes a shortcut because it saves time and seems risk-free. And because nothing breaks, the shortcut feels acceptable. Then it feels normal. Over a few cycles it quietly becomes, 'This is how we do things'.
Attention. But drift isn’t only about shortcuts. It’s also about how human attention works. When we start something new - a project, an initiative, or a habit - the goal is clear and the energy is high. But as the noise of everyday work grows, attention naturally shifts. The original purpose becomes less vivid. People remember the feeling of the goal, not the specifics of it. Edges blur. Urgency fades. Other things that are perhaps louder, newer, closer, shinier, take its place.
Comfort. And because attention has moved elsewhere, comfort follows. Humans adapt quickly, sometimes too quickly. Workarounds we intended as temporary become easier than returning to the original standard. Slightly lowered expectations no longer feel like compromises; they feel normal. The drift becomes invisible because it is now comfortable.
Rationalisation. Finally comes rationalisation, the quiet voice that tidies up our choices and locks the drift in place. “It’s not that different", “This version is good enough”, “We’re basically still on track”, “It’s not worth redoing”. These aren’t excuses, they’re protective; they help us feel consistent with our own decisions. But they also mask how far we’ve already drifted.
Put these four forces together - convenience, fading attention, increasing comfort, gentle self-justification - and drift becomes almost inevitable. It’s rarely malicious, rarely deliberate, and rarely obvious in the moment. You only notice it when you look up and realise the thing you’re working on is no longer quite what you thought it was.
Not wrong - just … not what you intended.
This is where it gets tricky - it could be either. Drift can be a sign of adaptation, learning from reality instead of clinging to a plan. But it can also be a sign of erosion, losing discipline and clarity. So, how do you tell the difference?
Good Drift - learning
Moves you closer to the real needResponds to new insightImproves fit, quality, or practicalityIs conscious, or at least intentionalLeaves you better aligned with purpose
Bad Drift - losing your way
Moves you away from the intended outcomeHappens because of neglect, distraction, or convenienceErodes standards, discipline, or trustLeaves no one quite sure what 'good' is any moreSurprises you when you finally look up
Drift is rarely obvious in the moment. That’s why it's such a problem, and why keeping an eye on it is crucial:
1. Keep your eye on the goal. When work becomes task-driven and you focus on the 'here and now', you can lose sight of the goal and drift accelerates. Ask: "Are we still heading where we meant to go and are we doing the right things?" rather than just being content with doing things and being busy.
2. Notice small slips before they become norms. Drift is a key process in evolving cultures, which are often the result of what leadership tolerates or allows to happen. A slightly sloppy habit today is tomorrow’s new standard. Drift often begins as tacit permission.
3. Invite a fresh pair of eyes. Someone not immersed in the day-to-day often sees the angle change long before you do.
4. Make course corrections - routinely - with no fuss. Accept that drift is a normal 'behavioural effect' and so keep an eye out for it and make adjustments to the plan, the goal, or the ways of working. It doesn't need to be a big deal - just a gentle touch on the tiller - unless you have drifted WAY off course.
Every team, every project, every habit drifts. That’s human. The skill isn’t preventing drift, it’s noticing it early enough to choose whether to embrace it or correct it. The real danger isn’t going slightly off course, it’s walking far enough that you forget there ever was a course.
Ad Futurum
Graham
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