<Bob> Good morning Leslie. How are you today?
<Leslie> I have been better.
<Bob> You seem upset. Do you want to talk about it?
<Leslie> Yes, please. The trigger for my unhappiness is that last week I received an email demanding that I justify the time I spend doing improvement work and a summons to a meeting to ‘discuss some issues that have been raised‘.
<Bob> OK. I take it that you do not know what or who has triggered this inquiry.
<Leslie> You are correct. My working hypothesis is that it is the end of the financial year and budget holders are looking for opportunities to do some pruning – to meet their cost improvement program targets!
<Bob> So what is the problem? You have shared the output of your work. You have demonstrated significant improvements in safety, flow, quality and productivity and you have described both them and the methodology clearly.
<Leslie> I know. That us why I was so upset to get this email. It is as if everything that we have achieved has been ignored. It is almost as if it is resented.
<Bob> Ah! You may well be correct. This is the nature of paradigm shifts. Those who have the greatest vested interest in the current paradigm get spooked when they feel it start to wobble. Each time you share the outcome of your improvement work you create emotional shock-waves. The effects are cumulative and eventually there will be is a ‘crisis of confidence’ in those who feel most challenged by the changes that you are demonstrating are possible. The whole process is well described in Thomas Kuhn’s The Structure of Scientific Revolutions. That is not a book for an impatient reader though – for those who prefer something lighter I recommend “Our Iceberg is Melting” by John Kotter.
<Leslie> Thanks Bob. I will get a copy of Kotter’s book – that sounds more my cup of tea. Will that tell me what to do?
<Bob> It is a parable – a fictional story of a colony of penguins who discover that their iceberg is melting and are suddenly faced with a new and urgent potential risk of not surviving the storms of the approaching winter. It is not a factual account of a real crisis or a step-by-step recipe book for solving all problems – it describes some effective engagement strategies in general terms.
<Leslie> I will still read it. What I need is something more specific to my actual context.
<Bob> This is an improvement-by-design challenge. The only difference from the challenges you have done already is that this time the outcome you are looking for is a smooth transition from the ‘old’ paradigm to the ‘new’ one. Kuhn showed that this transition will not start to happen until there is a new paradigm because individuals choose to take the step from the old to the new and they do not all do that at the same time. Your work is demonstrating that there is a new paradigm. Some will love that message, some will hate it. Rather like Marmite.
<Leslie> Yes, that make sense. But how do I deal with an unseen enemy who is stirring up trouble behind my back?
<Bob> Are you are referring to those who have ‘raised some issues‘?
<Bob> They will be the ones who have most invested in the current status quo and they will not be in senior enough positions to challenge you directly so they are going around spooking the inner Chimps of those who can. This is expected behaviour when the relentlessly changing reality starts to wobble the concrete current paradigm.
<Leslie> Yes! That is exactly how it feels.
<Bob> The danger lurking here is that your inner Chimp is getting spooked too and is conjuring up Gremlins and Goblins from the Computer! Left to itself your inner Chimp will steer you straight into the Victim Vortex. So you need to take it for a long walk, let it scream and wave its hairy arms about, listen to it, and give it lots of bananas to calm it down. Then put your put your calmed-down Chimp into its cage and your ‘paradigm transition design’ into the Computer. Only then will you be ready for the ‘so-justify-yourself’ meeting. At the meeting your Chimp will be out of its cage like a shot and interpreting everything as a threat. It will disable you and go straight to the Computer for what to do – and it will read your design and follow the ‘wise’ instructions that you have put in there.
<Leslie> Wow! I see how you are using the Chimp Paradox metaphor to describe an incredibly complex emotional process in really simple language. My inner Chimp is feeling happier already!
<Bob> And remember that you are in all in the same race. Your collective goal is to cross the finish line as quickly as possible with the least chaos, pain and cost. You are not in a battle – that is lose-lose inner Chimp thinking. The only message that your interrogators must get from you is ‘Win-win is possible and here is how we can do it‘. That will be the best way to soothe their inner Chimps – the ones who fear that you are going to sink their boat by rocking it.
<Leslie> That is really helpful. Thank you again Bob. My inner Chimp is now snoring gently in its cage and while it is asleep I have some Improvement-by-Design work to do and then some Computer programming.