Posts Tagged ‘Organizational Change’
The ethics and aesthetics of change
I recently attended a conference focused on Agile and systems-based approaches to tackling organizational problems. As one might expect at such a conference, many of the talks were about change – how to approach it, make a case for it, lead it etc. The thing that struck me most when listening to the speakers was how little the discourse on change has changed in the 25 odd years I have been in the business.
This is not the fault of the speakers. They were passionate, articulate and speaking from their own experiences at the coalface of change. Yet there was something missing.
What is lacking is a broad paradigm within which people can make sense of what is going on in their organisations and craft appropriate interventions by and for themselves, instead of imposing “change models” advocated by academics or consultants who have no skin in the game.
–x–
Much of the discourse on organizational change focuses on processes: do this in order to achieve that. To be sure, these approaches also mention the importance of the more intangible personal attitudes such as the awareness and desire for change. However, these too are considered achievable by deliberate actions of those who are “driving” change: do this to create awareness, do that to make people want change and so on.
The approach is entirely instrumental, even when it pretends not to be: people are treated as cogs in a large organizational wheel, to be cajoled, coaxed or coerced to change. This does not work. The inconvenient fact is that you cannot get people to change by telling them to change. Instead, you must reframe the situation in a way that enables them to perceive it in a different light.
They might then choose to change of their own accord.
–x–
Some years ago, I was part of a team that was asked to improve data literacy across an organisation.
Now, what is the first thing that comes to mind when you hear the term “data literacy“?
Chances are you think of it as a skill acquired through training. This is a natural reaction. We are conditioned to think of literacy as skill a acquired through programmed learning which, most often, happens in the context of a class or training program.
In the introduction to his classic Lectures on Physics, Richard Feynman (quoting Edward Gibbons) noted that, “the power of instruction is seldom of much efficacy except in those happy dispositions where it is almost superfluous.” This being so, wouldn’t it be better to use indirect approaches to learning? An example of such an approach is to “sneak” learning opportunities into day-to-day work rather than requiring people to “learn” in the artificial environment of a classroom. This would present employees multiple, even daily, opportunities to learn thus increasing their choices about how and when they learn.
We thought it worth a try.
–x–
It was clear to us that data literacy did not mean the same thing for a frontline employee as it did for a senior manager. Our first action, therefore, was to talk to the people across the organization who we knew worked with data in some way. We asked them questions on what data they used and how they used it. Most importantly we asked them to tell us about the one issue that “kept them up at night” and that they wished they had data about.
Unsurprisingly, the answers differed widely, depending on roles and positions in the organizational hierarchy. Managers wanted reports on performance, year on year trends etc. Frontline staff wanted feedback from customers and suggestions for improvement. There was a wide appreciation of what data could do for them, but an equally wide frustration that the data that was collected through surveys and systems tended to disappear into a data “black hole” never to be seen again or worse, presented in a way that was uninformative.
To tackle the issue, we took the first steps towards making data available to staff in ways that they could use. We did this by integrating customers, sales and demographic data along with survey data that collected feedback from customers and presenting it back to different user groups in ways that they could use immediately (what did customers think of the event? What worked? What didn’t?). We paid particular attention to addressing – if only partially – their responses to the “what keeps you up at night?” question.
A couple of years down the line, we could point to a clear uplift in data usage for decision making across the organization.
–x–
One of the phrases that keeps coming up in change management discussions is the need to “create an environment in which people can change.”
But what exactly does that mean?
How does a middle manager (with a fancy title that overstates the actual authority of the role) create an environment that facilitates change, within a larger system that is hostile to it? Indeed, the biggest obstacles to change are often senior managers who fear loss of control and therefore insist on tightly scripted change management approaches that limit the autonomy of frontline managers to improvise as needed.
Highly paid consultants and high-ranking executives are precisely the wrong people to be micro- scripting changes. If it is the frontline that needs to change, then that is where the story should be scripted.
People’s innate desire for a better working environment presents a fulcrum that is invariably overlooked. This is a shame because it is a point that can be leveraged to great advantage. To find the fulcrum, though, requires change agents to see what is happening on the ground instead of looking for things that confirm preconceived notions of management or fit prescriptions of methodologies.
Once one sees what is going on and acts upon it in a principled way, change comes for free.
–x–
In his wonderful collection of essays on cognition, Heinz von Foerster, articulates two principles that ought to be the bedrock of all change efforts:
The Aesthetical Principle: If you want to see, learn how to act.
The Ethical Principle: Act always to increase choices.
The two are recursively connected as shown in Figure 1: to see, you must act appropriately; if you act appropriately, you will create new choices; the new choices (when enacted) will change the situation, and so you must see again…and so on. Recursively.
This paradigm puts a new spin on the tired old cliche about change being the only constant. Yes, change is unending, the world is Heraclitean, not Parmenidean. Yet, we have more power to shape it than we think, regardless of where we may be in the hierarchy. I first came across these principles over a decade ago and have used them as a guiding light in many of the change initiatives I have been involved in since.
Gregory Bateson once noted that, “what we lack is a theory of action in which the actor is part of the system.” Having used these principles for over a decade, I believe that an approach based on them could be a first step towards such a theory.
–x–
Von Foerster’s ethical and aesthetical imperatives are inspired by the philosophy of Ludwig Wittgenstein, who made the following statements in his best known book, Tractatus Logico-Philosophicus:
- It is clear that ethics cannot be articulated: meaning that ethical behaviour manifests itself through actions not words. Increasing choices for everyone affected by a change is an example of ethical action.
- Ethics and aesthetics are one: meaning that ethical actions have aesthetical outcomes– i.e., outcomes that are beautiful (in the sense of being harmonious with the wider system – an organization in this case)
By their very nature ethical and aesthetical principles do not prescribe specific actions. Instead, they exhort us to truly see what is happening and then devise actions – preferably non-intrusive and oblique – that might enable beneficial outcomes to occur. Doing this requires a sense of place and belonging, one that David Snowden captures beautifully in this essay.
–x–
Perhaps you remain unconvinced by my words. I can understand that. Unfortunately, I cannot offer scientific evidence of the efficacy of this approach; there is no proof and I do not think there will ever be. The approach works by altering conditions, not people, and conditions are hard to pin down. This being so, the effects of the changes are often wrongly attributed causes such as “inspiring leadership” or “highly motivated teams” etc. These are but labels that are used to dodge the question of what makes leadership inspiring or motivating.
A final word.
What is it that makes a work of art captivating? Critics may come up with various explanations, but ultimately its beauty is impossible to describe in words. For much the same reason, art teachers can teach techniques used by great artists, but they cannot teach their students how to create masterpieces.
You cannot paint a masterpiece by numbers but you can work towards creating one, a painting at a time.
The same is true of ethical and aesthetical approaches to change.
–x–x–
Note: The approach described here underpins Emergent Design, an evolutionary approach to sociotechnical change. See this piece for an introduction to Emergent Design and this book for details on how to apply it in the context of building modern data capabilities in organisations (use the code AFL03 for a 20% discount off the list price)
Perceptions of change
Management, as it is taught in business schools, is rife with abstractions such as “strategic alignment” and “organizational culture”. The incident I’m about to relate happened about nine years ago, a few days after I had read Claudio Ciborra’s brilliant critique of strategic alignment and published an article about it.
I was at a company dinner where I happened to be sitting next to a senior executive from headquarters. At that time the organization was in the throes of a large-scale IT transformation initiative aimed at “aligning IT with the business.” As might be expected, the conversation turned to the impending changes and how they would achieve “strategic alignment.”
Perhaps unwisely, I started talking about Ciborra’s critique and the gap between management abstractions and coalface reality. The conversation segued into the differences between management and employee perceptions of the changes we were going through, and at some point I said, “employee perceptions tend to become their reality.”
The executive set his fork down on his plate. “You’ve got that wrong,” he said with a tight smile, “my perception is your reality.”
–x–
Management theorists invented the concept of organizational culture to deal with the “problem” of aligning employee values with those of the organization. However, as noted in a classic paper by Hugh Willmott, the concept is inherently flawed, not to mention a shade Orwellian:
“[the notion of organizational culture is based on] an implicit understanding that the distinctive quality of human action, and of labour power, resides in the capacity of self-determination [of purpose and action]. This insight informs the understanding that corporate performance can be maximized only if this capacity is simultaneously respected and exploited…corporate culture invites employees to understand that identification with its values ensures their autonomy. That is the seductive doublethink of corporate culture: the simultaneous affirmation and negation of the conditions of autonomy.”
And then, a bit later in the piece:
“[Advocates of organisational culture] take it for granted that the objectives of the organization can be engineered to become consensual. Since every employee is assumed to share these objectives, and to benefit from their realization, there can be no moral objection to corporate cultural demands.”
However, such thinking is morally ambiguous:
“Instead of contributing to the development of a societal culture in which individuals learn to appreciate, and struggle with, the problematical experience and significance of indeterminacy, [organisational] culturism promotes what is, in effect, a totalitarian remedy for this existential problem. [Organisational] culturism directly exploits the feelings of insecurity and ‘irrationalism’ that are intensified by the capitalist process of commodification [of skills and labour].”
Employees tend to toe the corporate culture line because of the security it appears to offer. However, such buy-in is largely in letter, not spirit: although you might be able to control what people do, and may even get them to pledge allegiance to “organizational values,” you cannot control what they think. This is the point I was trying to get across to the executive.
I left the organization three years later, surprised that I lasted that long.
–x–
Perceptions of change depend on where one sits in the organizational hierarchy.
Many years ago, I was part of a project team that was working on replacing a venerable Lotus Notes–based system with a newer customer relationship management (CRM) product. I was tasked with integrating data from the CRM with other syndicated and publicly available data sets. The requirements were complex, but the system design evolved through continual, often animated discussions between the development team and key business stakeholders in an environment characterized by openness and trust.
The system was delivered on schedule, with minimal rework required.
Five years later, I was invited to participate in a regional project at the same company. The objective, which was set by the corporate IT office located in Europe, was to build a data warehouse for subsidiaries across Asia. Corporate’s rationale for the project was quite reasonable. The data landscape across Asia was messy, with each subsidiary taking a bespoke approach to data management in order to address their local reporting needs. From corporate’s perspective, this was a situation crying out for standardization. On the other hand, the subsidiaries were happy with their existing systems. They perceived the push for standardization as a corporate power play that would result in a loss of local autonomy over data.
To top it all, there were cultural differences around how such conflicts should be resolved.
Predictably, the discussions aimed at reaching a consensus devolved into heated Skype exchanges between stakeholders, forcing regional IT to step in and call a meeting to resolve the issue.
The story of how we resolved differences between corporate and local perspectives is documented in this article and this paper so I won’t reproduce it here. The point I wish to make is that the larger the change, the greater the effort required to align perceptions. Moreover, success depends entirely on developing trust-based relationships between warring stakeholder groups. This involves surfacing key points of contention and developing consensus decisions about them in a way that is acceptable to all parties. This is a matter of communication, not culture.
–x–
That said, I don’t like the term “communication” much. It glosses over details of what one must do to resolve differences, and the details matter because they are not obvious.
The anthropologist and polymath, Gregory Bateson once noted that “what [we lack] is a theory of action within large complex systems, where the active agent is himself a part and a product of the system.”
In the very next line to the one quoted above, Bateson offered a hint as to where an answer might lie. He noted that Kant’s categorical imperative – “act so to treat humanity, whether in your own person or in another, always as an end and never as only a means – might provide a starting point for such a theory.”
He then went on to say something truly intriguing: “It seems also that good teachers and therapists avoid all direct attempts to influence the action of others and, instead, try to provide the settings or contexts in which some (usually imperfectly specified) change may occur.”
This line resonated deeply when I read it first because it spelt out something that I had learnt through experience but had not found the words to articulate: change is best achieved by framing (or creating) a context within which individuals will see things differently and change of their own accord.
–x–
“I can’t handle failure,” she said. “I’ve always been at the top of my class.”
She was being unduly hard on herself. With little programming experience or background in math, machine learning was always going to be hard going. “Put that aside for now,” I replied. “Just focus on understanding and working your way through it, one step at a time. In four weeks, you’ll see the difference.”
“OK,” she said, “I’ll try.”
She did not sound convinced but to her credit, that’s exactly what she did. Two months later she completed the course with a distinction.
“You did it!” I said when I met her a few weeks after the grades were announced.
“I did,” she grinned. “Do you want to know what made the difference?”
Yes, I nodded.
“Thanks to your advice, I stopped treating it like a game I had to win,” she said, “and that took the pressure right off. I then started to enjoy learning.”
–x–
The student reframed her thinking in a way that changed her perceptions of the task at hand. Instead of treating it as an obstacle or race, she began to view it as an opportunity to learn. Doing so enabled her to meet the academic requirements of the university. Paradoxically, she passed the course with ease when she stopped obsessing about doing well and focused on learning instead. This echoes Bateson’s advice about changing a system from within and is an example of what John Kay calls obliquity: the idea that certain goals are best achieved indirectly.
You do not get people to change their perceptions by telling them to change. Instead, you reframe the situation in a way that enables them to see it in a different light. They might then choose to change of their own accord.
As a change agent, isn’t that what you really wish for?
–x–
Making sense of organizational change – a conversation with Neil Preston
In this instalment of my sensemakers series, I chat with Dr. Neil Preston, an Organisational Psychologist based in Perth, about the very topical issue of organizational change. In a wide-ranging conversation, Neil draws interesting connections between myths that are deeply embedded in Western thought and the way we think about and implement change…and also how we could do it so much better.
KA: Hi Neil, thanks for being a guest on my ongoing series of interviews with sensemakers. You and I have corresponded for at least a year now via email, so it’s a real pleasure to finally meet you, albeit virtually. I’d like to kick things off by asking you to say a bit about yourself and your work.
NP: Well, I’m Dr. Neil Preston. I’m an organizational psychologist…what that means is that I’m specially registered in the area of organizational psychology, much like a clinical psychologist. My background professionally is that I originally worked in mental health, as a senior research psychologist. I’ve published 30 to 40 peer-reviewed papers in psychiatry, mental health and psychometrics, so I know my way around empirical psychology. My real love, however, has always been in organizational and industrial psychology, so in 2006 I decided to leave the Health Department of Western Australia and move into full time consulting.
Consulting work has led me mainly into infrastructure projects- these are very large, complex projects where organisations from both the private and public sector have to get together and create alliances in order to get the work done. My job on these projects – as I often put it to people – is to make the Addams Family look like the Brady Bunch [laughter]. The idea is to get different value systems and organizational cultures to align, with the aim of getting to a shared understanding of project goals and a shared commitment to achieving them.
My original approach was very diagnostic – which is the way psychologists are taught their trade – but as problems have become more complex, I’ve had to resort to dialogical (rather than diagnostic) approaches. As you well know, dialogue is more commensurate with complexity than diagnosis, so dialogical approaches are more appropriate for so-called wicked problems. This approach then led me to complex systems theory which in turn led to an area of work that Paul Culmsee, I and yourself are looking into: emergent design practices. (Editor’s note: This refers to a method of problem solving in which solutions are not imposed up front but emerge from dialogue between various stakeholders.)
KA: OK, so could you tell us a bit about the kinds of problems you get called in to tackle?
NP: Very broadly speaking, I’m generally called in when organisations have goals that are incommensurate with each other. For example: a billion dollar road that has to be on time and on budget…but, by the way, the alignment of the road also takes out a nesting site of a Carnaby White Tailed Cockatoo which triggers the environmental biodiversity protection act which in turn triggers issues with local councils and so on.
Complexity in projects often arises from situations like these, where the issue is not just about delivering on time and on budget, but also creating a sustainable habitat and ensuring alignment with local governments etc.
KA: So very broadly, I guess one could say that your work deals with the problems associated with change. The reason I put it in this way is that change is something that most people who work in organisations would have had to deal with – either as executives who initiate the change, managers who are charged with implementing it or employees who are on the receiving end of it. The one thing I’ve noticed through experience –initially as a consultant and then working in big organisations – is that change is formulated and implemented in a very prescriptive way. However, the end results are often less than satisfactory because there are many unintended consequences (loss of morale, drop in productivity etc.) – much like the unintended consequences of large infrastructure projects. I’ve long wondered about this is so: why, after decades of research and experience do we still get it so wrong?
NP: Let me give you an answer from a psychologist’s perspective. There are a couple of sub-disciplines of psychology called depth and archetypal psychology that look at myth. The kind of change management programs that we enact are driven by a (predominantly) Western myth of heroic intervention.
James Hillman, an archetypal psychologist once said that a myth is what is real. This is somewhat contrary to the usual sense in which the word is used because we usually think of a myth as being something that is not real. However, Hillman is right because a myth is really an archetype – an overarching way of seeing the world in a way that we believe to be true. The myth of the hero – the good guy overcoming all adversity to slay the bad guy – is essentially an interventionist one. It is based on the Graeco-Roman notion of the exercise of individual will. Does that make sense so far?
KA: Yeah absolutely. Please go on.
NP: OK, so this myth is dominant in the Western imagination. For example, any movie that a kid might go to see like, say, Star Wars is really about the exercise of the individual will. In much the same way, the paradigm in which your typical change management program operates is very much (individual) action and intervention oriented. Even going back to Homeric times – the Iliad and Odyssey are essentially stories about individuals exercising authority, power…and excellence is another word that crops up often too. The objective of all this of course is to effect dramatic, full-frontal change.
However, there is a problem with this myth, and it is that it assumes that things are not complex. It assumes that simple linear, cause-effect explanations hold – that if you do A then B will happen (if you restructure you will save costs, for example). Such models are convenient because they seem rational on the surface, perhaps because they are easy to understand. However, they overlook the little details that often trip things up. As a result, such change often has unforeseen consequences.
Unfortunately, much of the stuff that comes out of the Big 4 consultancies is based on this myth. The thing to note is that they do it not because it works but because it is in tune with the dominant myth of the Western business world.
KA: What you are saying definitely strikes a chord. What’s strange to me, however, is that there have been people challenging this for quite a while now. You mentioned the predominantly linear approach – A causes B sort of thinking – that change management practitioners tend to adopt. Now, as you well know, systems theorists and cyberneticists have proposed alternate approaches that are more cognizant of the multifaceted nature of change, and they have done so over fifty years ago! What happened to all that? When I read some of the papers, I see that they really speak to the problems we face now, but they seem to have been all but forgotten (Editor’s note: see this post that draws on work by the prominent cyberneticist, Heinz von Foerster, for example). One can’t help but wonder why that is so….
NP: Well that’s because myths are incredibly sticky. We are talking about an ancient myth of the exercise of the individual human will. And, by the way, it’s a very Western thing: I remember once hearing on the radio that the Western notion of the “squeaky wheel getting the grease” has an Eastern counterpart that goes something like, “the loudest goose is first to lose his head.” The point is, the two cultures have a very different way of looking at the world. That myth – the hero myth – is very much brought into the way we tell stories about organisations.
Now, why does that matter? Well, JR Hackman, an organizational psychologist said it quite brilliantly. He called our fixation on the hero myth (in the context of change) the leadership attribution error – he argues that we tend to over-attribute the success of a change process to the salient things that we can see – which is (usually) the leader. As a result we tend to overlook the hidden factors which give rise to the actual performance of the organization. These factors usually relate to the latent conditions present in the organization rather than specific causes like a leader’s actions.
So there are two types of change: planned change and emergent change. Planned change is the way organisations usually think about change. It is a causal view in which certain actions give rise to certain outcomes. But here is the problem: the causal approach focuses primarily on salient features, ignoring all the other things that might be going on.
Now, cybernetics and systems theory do a better job of taking into account features that are hidden. However, as you mentioned, they have not had much uptake. I think the reason for this is that myths are incredibly sticky…that is the best answer I can give.
KA: Hmm that’s interesting…I’d never thought of it that way – the stickiness of myths as blinding us to other viewpoints. Is there something in the nature of human thought or human minds that make us latch on to over-simplified explanations?
NP: Well, there’s this notion of cognitive bias – persistent biases in human perception or judgement (Editors’ Note: also see this post on the role of cognitive bias in project failure). The leadership attribution error is precisely such a bias. I should point out that these biases aren’t necessarily a problem; they just happen to be the way humans think. And there are good evolutionary reasons for the existence of biases: we can’t process every little bit of information that comes to us through our senses, and these biases offer a means to filter out what is unimportant. Unfortunately, sometimes they cause us to overlook what is important. They are heuristics and, like all heuristics, they don’t always work.
So in the case of leadership attribution bias – yes leadership does have an effect, but it is not as much as what people think. In fact, work done by Wageman (who worked with Hackman) shows that what is more important for team performance are the conditions in which the teams work rather than the qualities or abilities of the leader.
KA: From experience I would have to say that rings true: conditions trump causes any day as far as team performance is concerned.
NP: Yeah and there’s a good reason for it; and it is so simple that we often overlook it. Take the example of sending a rocket to the moon. If you set up the right conditions for the rocket – the right amount of fuel, the right load and so forth, then everything that is necessary for the performance of the rocket is already set up. The person who actually steers the rocket is not as critical to the performance as the conditions are. And the conditions are already present when the rocket is in flight.
Similarly, In the case of organizational change, we should not be looking for causes – be it leadership or planned actions or whatever– but the conditions that might give rise to emergent change.
KA: Yeah, but conditions are causes too, aren’t they.
NP: Yes they are, but the point is that they aren’t salient ones – that is, they aren’t immediately obvious. Moreover, and this is the important point: you do not know the exact outcomes of those causes except that they will in general be positive if the conditions are right and negative if they aren’t.
KA: That makes sense. Now I’d like to ask you about a related matter. When dealing with change or anything else, organisations invariably seem to operate at the limits of their capacity. Leaders always talk about “pushing ourselves” or “pushing the envelope” and so on. On the other hand, there’s also a great deal of talk about flexibility and the capacity for change, but we never seem to build this into our organisations. Is there a way one can do this?
NP: Yes, you can actually build in resilience. Organisations generally like to keep their systems and processes tightly coupled – that is, highly dependent on each other. This tends to make them fragile or prone to breakdown. So, one of the things organisations can do to build resilience is to keep systems and processes loosely coupled. (Editor’s note: for example, devolve decision-making authority to the lowest possible level in the organization. This increases flexibility and responsiveness while having the added benefit of reducing management overhead).
Conditions also play a role here. One of the things that organisations like to talk about is innovation. The point is you can’t put in place processes for innovation but you can create conditions that might foster it. You can’t ask people whether they “did their 15 minutes of innovation today” but you can give them the discretionary freedom to do things that have nothing to do with their work…and they just might do something that goes above and beyond their regular jobs. But of course what underpins all this is trust. Without trust you simply cannot build in flexibility or resilience.
KA: This really strikes a chord and let me tell you why. I read Taleb’s book a while ago. As you probably know, the book is about antifragility, which he defines as the ability to benefit from uncertainty rather than just being resilient to it. After I read the book I wrote a post on what an antifragile IT strategy might look like…and in an uncanny resonance with what you just said, I made the claim that trust would be the single important element of the strategy [laughter].
NP: Yeah, and trust is not something you receive as much as you give. So as a psychologist I know why it is so damaging to people. You know, “Et tu Brutus” – Caesar’s famous line – it was the betrayal of trust that was so damaging. Once trust is gone there’s nothing left.
KA: Indeed, I sometimes feel that the key job of a manager is to develop trust-based relationships with his or her peers and subordinates. However, what I see in the workplace is often (though definitely not always) the opposite: people simply do not trust their managers because managers are quick to pass the blame down (or even across) the hierarchy rather than absorbing it…which arguably, and ethically, is their job. They should be taking the heat so that people can get on with actual work. Unfortunately managers who do this are not as common as they should be.
NP: We’re getting into a complex area here, and it is one that I deal with at length in my masterclass on collaborative maturity and leadership. This is the old scapegoating mechanism at work, and it is related to the leadership attribution error and the hero myth. If the attribution is back to the individual, then the blame must also be attributable to an individual. In fact, I have this slide in one of my presentations that goes, “a scapegoat is almost as useful as the solution to a problem.” [laughter]
Now, there are two questions here. “The scapegoat” is the answer to the question “Who is responsible?” However, it is more important to look at conditions rather than causes, so the real question is, “How did this situation come about?” When you look at “Who” questions, you are immediately going into questions of character. It elicits responses like “Yeah, it’s Kailash’s fault because he is that kind of a guy…he is an INTP or whatever.” What’s happening here is that the problem is explained away because it is attributed to Kailash’s character. You see what is going on…and why it is so dangerous?
KA: Yeah, that’s really interesting.
NP: And you see, then they’ll say something like, “…so let’s take Kailash out and put Neil in”…but the point is that if the conditions remain the same, Neil will fall down the same hole.
KA: It’s interesting the way you tie both things back to the individual – the individual as hero and the individual as scapegoat.
NP: Yes, it’s two sides of the same coin. Followership acquiesces to leadership: Kailash will follow Neil, say, to the Promised Land. If we get there, Neil gets the credit but if we don’t, he gets the blame.
KA: Very interesting, but this brings up another question. Managers and leaders might turn around and say, “It’s all very well to criticize the way we operate, but the fact is that it is impossible to involve all stakeholders in determining, say, a strategy. So in a sense, we are forced to take on the role of “heroes,” as you put it.”
So my question is: are there some ways in which org are some of the ways in which organisations can address the difficulties associated with of collective decision-making?
NP: Of course, it is often impossible to include all stakeholders in a decision-making process, particularly around matters such as organisational strategy. What you have to do first is figure out who needs to be involved so that all interests are fairly represented. Second, I’m attracted to the whole idea of divergent (open-ended) and convergent (decisive) thinking. For example, if a problem is wicked or complex, there is no point attempting to use expert knowledge or analysis exclusively (Editor’s note: because no single expert holds the answers and there isn’t enough information for a sensible, unbiased analysis). Instead, one has to use collective intelligence or the wisdom of the crowd by seeking opinions from all groups of stakeholders who have a stake in the problem. This is divergent thinking.
However, there comes a time when one has to “make an incision in reality” – i.e. stop consultation and make the best possible decision based on data and ethics. – one has to use both IQ and EQ. This is the convergent side of the coin.
Another problem is that one often has the data one needs to make the right decision, but the decision does not get made for reasons of ideology. Then it becomes a question of power rather than collective intelligence: a solution is imposed rather than allowed to emerge.
KA: Well that happens often enough – this “short-circuiting” of the decision-making process by those in positions of power.
NP: Yes, and it is why I think deliberative decision-making which comes from the Western notion of deliberative democracy – i.e. decision-making based on dialogue and consultation is the best way forward but it can be a challenge to implement. Democracy is slow, but it is generally more accurate…
KA: Yes, that’s true, but it can also meander.
NP: Sure, everything is bound by certain limitations (like time) and that’s why you have to know when to intervene. One of the important things for a leader to have in this connection is negative capability – which is not “negative” in the usual sense of the word, but rather the ability to know how to be comfortable with ambiguity and be able to intervene in ambiguous situations in a way that gets some kind of useful outcome.
Of course, acting in such situations also means that one has to have good feedback mechanisms in place; one must know how things are actually working on the ground so that one can take corrective actions if needed. But, in the end, the success of this way of working depends critically on having the right conditions in place. If you don’t set up the right conditions, any intervention can have catastrophic consequences.
If I may talk politically for a minute – the current situation in the Middle East is a classic example of a planned intervention: direct, frontal, dramatic, causal, linear and supposedly rational. However, if the right conditions are not in place, such interventions can have unforeseen consequences that completely overshadow the alleged benefits. And that is exactly what we have seen.
In general I would say that emergent change is more likely to succeed than large-scale, direct, planned change. The example one hears all the time is that of continuous improvement – where small changes are put in place and then adjusted based on feedback on how they are working.
KA: This is a matter of some frustration for me: in general people will agree that collaboration and collective decision-making are good, but when the time comes, they revert to their old, top-down ways of working.
NP: Yes, well when I go into a consulting engagement on collaborative maturity, one of the first things I ask people is whether they want to use the collaborative process to inform people or to influence them. Often I find that they only want to use it to inform people. There is a big difference between the two: influencing is emergent, informing isn’t.
KA: This begs a question: say you walk into an organization where people say that they want to use collaborative processes to influence rather than inform, but you see that the culture is all wrong and it isn’t going to work. Do you actually tell them, “hey, this is not going to work in your organization?”
NP: Well if people don’t feel safe to speak their truth then it isn’t going to work. That’s why I’m so interested in Hackman’s work on conditions over causes. Coming to your question I don’t necessarily tell people that it’s not going to work because I believe it is more productive to invite them to explore the implications of doing things in a certain way. That way, they get to see for themselves how some of the things they are doing might actually be improved. One doesn’t preach but one hands things back to them.
In psychology there are these terms, transference and countertransference. In this context transference would be where a consultant thinks, “I’m a consultant so I’m going to assume a consultant persona by acting and behaving like I have all the answers”, and countertransference would be where the client reinforces this by saying something like, “you are the expert and you have all the answers.” Handing back stops this transference-countertransference cycle. So what we do is to get people to explore the consequences of their actions and thus see things that might have been hidden from their view. It is not to say “I told you so,” but rather “what are the implications of going down this path.” The idea is to appeal to the ethical or good side in human beings…and I believe that human beings are fundamentally good rather than not.
KA: I like your use of the word “ethical” here. I think that is really important and is what is often missing. One hears a lot about ethics in business these days, but it is most often taught and talked about in a very superficial way. The reality, however, is that the resolution of most wicked problems involves ethical considerations rather than logic and rationality…and this is something that many people do not understand. It isn’t about doing things right, rather it is about doing the right things.
NP: Yes, and this is related to what I call “meaning over motivation” – the idea being is that instead of attempting to motivate people to do something, try providing them with meaning. When you do this you will often find that change comes for free. And it is worth noting that meaning has both an emotional and rational component – or, put a little bit differently, an ethical and logical one. In one of his books, Daniel Pink makes the point that uncoupling ethics from profit can have catastrophic consequences…and we have good examples of that in recent history.
The broad lesson here is that if the conditions aren’t right then it is inevitable that unethical behavior will dominate.
KA: Yeah well human nature will ensure that won’t it?
NP: [laughs] Yeah, and you don’t need a psychologist to tell you that.
KA: [laughs] Indeed…and I think that would be a good note on which to bring this conversation to a close. Neil, thanks so much for your time and insights. It’s been a pleasure to chat with you and I look forward to catching up with you again…hopefully in person, in the not too distant future.
NP: Yeah, Singapore and Perth are not that far apart…
Eight to Late 