Everything that we consider "conventional wisdom" was once a radical new idea — the gene, monotheism, and relativity, to name a few. Each innovative concept that becomes a piece of the conventional wisdom either displaces, covers over or extends something that was already there. But often, an idea becomes so solidly accepted that nobody ever questions it again. When that happens in management, it creates an opportunity.
To achieve leadership,
question conventional wisdomWhen people question what we all accept without question, they sometimes create something new, useful, and even powerful. For instance, many once believed that for an organization to be a leader, it needed a powerful mainframe computer, and a terminal on every desk to connect everyone to it. They also believed that people had to work in the office, not at home.
To achieve leadership, first identify, and then question the conventional wisdom. Here are some examples of conventional wisdom in brainwork. They're from different perspectives, but often their adherents believe them completely. All of them are sometimes true, but all of them are questionable.
- People work better under pressure
- With today's technology, there's no advantage to working in the same building (city, country, …)
- We must lower costs because we can't raise revenue
- Numeric performance ratings are meaningful
- Cubicles are cheaper than offices
- This is a young person's game
- Only a seasoned veteran can handle this
- People can't manage others who are more experienced
- We can get this done with 10% fewer people
- We can save money by keeping our computers one more year
- We can't afford training
- Contractors are the cheapest way to go. No, wait, outsourcing is.
- People are most motivated by money
- The most qualified person is someone who's done it before
- Adding features increases market share
- Charging more decreases unit sales
- Being first is more important than getting it right
- We have to because customers are pressing us
- Competition is the best way to stimulate creativity
- If we add people (reduce requirements, increase the budget, announce it publicly) they'll finish sooner
- If we tell them they have to do it, they'll find a way
- If we tell them we can't do it, we'll be fired
- Product Development people are clueless about Marketing and Sales
- Marketing and Sales people are clueless about Product Development
- HR is just clueless
- We need the most modern technology
Although these dogma constrain our industries, our companies, and ourselves, the constraints are effective only to the extent that we don't notice the dogma. Becoming aware of the assumptions we make, and questioning them, is the first step along the path to higher performance and achievement. Sometimes. And sometimes not. Top Next Issue
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For a careful look at one of the more commonly-invoked "truths" of organizational life, see "Definitions of Insanity," Point Lookout for January 17, 2007.
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More articles on Organizational Change:
- On Beginnings
- A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to
letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?
- Training Bounceback
- Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing
things the old way. It's as if the training never even happened. Why? And what can we do to change this?
- Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
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- Kinds of Organizational Authority: the Formal
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found in organizations. Here's Part I of a little catalog of authority classes.
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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