Generatl Petraeus recently said that Afghanistan has a very different history and very different "muscle memory" than Iraq in terms of its governance (or lack thereof). I first encountered the term muscle memory in an article regarding the ability of certain ballet stars to observe another professional execute an extensive dance program. Without any other practice, these ballet stars could step into the corps and execute the same program. They had well-developed muscle memory.
The blackjack player uses it to decide whether to take a card or hold, and the expert chess player to diagnose and plan winning moves. Muscle memory is actually fine-grained thinking skills that make it possible to succeed where ordinary cause-effect problem solving or rules-based decision making from a spreadsheet fail. Whether composed of physical moves such as in ballet, or expert thinking processes such as in blackjack, muscle memory is actually a form of pattern thinking.
Muscle memory is developed over time through the repetition of a given suite of motor or thinking skills and the brain's ability to instill the competency until it is automatic, and even out of our awareness.
Anthropologists have found that cultures have different suites of expertise that mark their ways of thinking profoundly. Although Malcolm Gladwell doesn't use the term muscle memory in Outliers, his distinctions between Eastern and Western cultures could be thought of as cultural muscle memory. So when General Petraeus speaks of governance differences between Afghanistan and Iraq, he refers to the long history and experience of central governance in Iraq, and localized, tribal governance in Afghanistan.
Those of us who have worked with business people from different cultures know that although business is run universally on an American model, each culture has its own emphasis. Americans are known the world over for their marketing prowess. Brits are known universally for their financial competencies. Some years ago, shortly after the Brits took over the Pillsbury Company, one American executive complained vociferously to me about the complete failure of the Brits to think strategy. "Not only," he said, "was there no focus upon strategy, it wasn't even on their radar screen." Strategy is simply not a part of the Brit's muscle memory. Similarly, and very much in contrast to France or Germany, welfare is not a part of our American muscle memory.
But when most individual professionals develop "muscle memory," whether aware or not, they focus upon one of the major business functions, say manufacturing, research, sales or finance.
One lesson all professionals should learn from this financial crisis and its fall-out is this: we all need to develop learning as a primary muscle memory. Over our long careers, the ability to learn will be the difference between success and obsolescence. Most firms have no training strategy in place, and only a few offer regular training opportunities. Few managers think of learning opportunities for their staff. And few provide stretch opportunities without prompting. Buddy, that's reality. It's just the nature of the beast.
Yet, without a relevant set of tools and competencies or a unique organizational history, you may have little to offer your employer. Development is your responsibility. That's the 21st century employee contract. You're on your own.