Most people would agree it’s easier to start
something fresh then to change something that already exists.
Maybe it’s easier, but is it impossible to change something that already exists?
What stops existing organizations from seriously
considering new ideas or radical changes?
I believe it’s a combination of biases and
constraints.
Biases are sacred cows, culture, previous
experience (positive or negative), or anything that limits our ability to think
about new directions.
They are something we can’t always touch but we
know they’re there. They’re assumptions
we make with or without being conscious of them.
Sure, other companies are doing this new thing,
but we’re very different from them and it could never work for us.
Constraints are physical, legal, or other
constructs that hinder our creativity.
They look like very sound reasons not to do
something.
A new business model might cost us revenue in the
short term that we’re unprepared to lose. Board demands, contracts, and staffing policies all seem to force our
hand allowing us to make only incremental adjustments to our current course.
Or do they?
Temporarily
Suspend Disbelief
Perhaps the best path toward change is temporarily
banishing bias and constraints from the room.
Start by getting the team to consider how a new
idea might be accomplished, not why it could never work.
If the team you have can’t do that – change the
team. Pull in some new people and let
the “naysayers” stay in their offices until it’s time to consider constraints.
Give the idea some breathing room.
If the team feels it’s something worth pursuing,
then start bringing the practical thinkers back into the room, but be careful.
Build a list of constraints, but sift and
prioritize them.
Which ones are legitimate and why? Which ones represent unsubstantiated biases?
Are the legitimate issues insurmountable?
Is the idea worth the effort required to remove
constraints and confront biases?
There’s no reason existing companies can’t start
fresh.
We just have to try a little harder.
Hi Jen –
Naysayers are critical to the process! We just have to make sure they don’t stomp on the seed before it has had a chance to sprout a leaf or two. Until we see some leaves, we don’t know what we’re dealing with!
Naysayer is a misnomer too. Most of the time they are highly talented operational people that are just attempting to apply their skill to an idea too early. You can’t operationalize something that isn’t defined yet.
BUT – you must operationalize it eventually if you don’t want something new to break your business!!
Another one of life’s finer balancing points – when do you pull in different types of people to get the right input at the optimal time!!
Ann
It’s like giving up before the battle has eve begun. It’s important to think positive for a while and give the fresh idea a fighting chance. And I’m glad you didn’t totally block the naysayers from participating in the project. Despite all their constraints and biases, they do present valid points so it’s wise to bring them back in the game.