A Shift in the Wind ... Freedom Based Management

A Revolution in "Life at Work"

Source: Gregory Neil Associates (www.gregoryneilassociates.com)

Thomas Kuhn wrote on Paradigmatic Change from his research on the history of science, which applies as well to the domain of business. Before Kuhn's work, the prevailing view of knowledge building in science was that it was a linear process centered on the so-called "scientific method." Kuhn found that knowledge building in science was actually a process that was marked by occasional great lurches forward or what he called scientific revolutions. In fact, most science took place within the context of a broad, tacit, explanatory framework that he called a "paradigm." Scientists take great pains to defend the assumption that they know what the world is like...To this end, "normal science" (the current prevailing view) will often suppress novelties which undermine its foundations. Research is therefore not about discovering the unknown, but rather "a strenuous and devoted attempt to force nature into the conceptual boxes supplied by professional education." The Aristotelian system that theorized that the sun revolved around the earth is an example of a such a paradigm.

Within each paradigm, the results of experiments are determined in a way that is consistent with that paradigm. The experiments that count as useful are the ones that support the paradigm, and this typically involves refining and extending it. The community of scientists forms a culture around this new set of ideas rejecting experiments and ostracizing experimenters who are at odds with it. A prime example is Galileo, who bucked the existing paradigm and narrowly escaped with his life.

After a period of time, experimental evidence begins to show that the existing paradigm is insufficient. Kuhn calls these "anomalies." What happens? The evidence is ignored, and the community goes along as if nothing had happened. Over time, more and more evidence accumulates, and still it is ignored. (Does this sound familiar?) Finally, someone will propose a comprehensive new paradigm. This new theoretical framework will be accepted only if it fully explains both everything that the old paradigm explained as well as the anomalies. Even then, the process of change is profoundly political, not logical, with more open-minded scientists gravitating toward the new paradigm, while others continue to cling to the old.

This is what happened when Copernicus's paradigm supplanted Aristotle's, and when Einstein's supplanted Newton's. This is the process of paradigmatic change. This is how we move forward - carefully, somewhat glacially, in a surging manner, clinging to popular opinion until that popular opinion is no longer popular.

Lessons from scientific revolutions
What Kuhn found in science we can observe playing out in business every day. A manager seeking to create change will hit a wall of "this is the way we do business here," that is analogous to what Galileo nearly lost his life to.

Create an Environment for Innovation
Don't wait for a crisis to hit forcing your hand. Paradigmatic change requires a unique set of conditions that can take some time to fall into place. Sometimes, the organization will reject the change several times before a critical mass of managers finally recognizes the need for change and the utility of the new paradigm. Focus on next steps, acknowledge every win, and don't try to win every battle.

As You Lead, So They Follow
Organizational culture tends to reflect the actions and attitudes of the leaders. Top managers have an extremely important role to play in building profitable leadership. They can take measures to make their companies' cultures much more "change-friendly". By encouraging showcases and experimentation, rather than rigid adherence to standard practices, they can create an environment that is friendly to acceleration and innovation.

By being open-minded about the need to experiment with fundamentally new ways of doing business, and by viewing small setbacks as learning's and not failures, managers can condition their company's culture to respond positively to new ways of thinking and acting. Employees respond by being more open and trusting, and give you their best discretionary effort when they get a sense that your efforts are in their best interests - business by people for people.

A company's most important asset is a management team inclined to learn quickly by thinking and doing, embedded in an open-minded or freedom based management. The best managers recognize the importance and equality of every person working in that company. One such example: Practices that support "open forum" thinking and innovation sends a powerful message to everyone. They learn that their voice matters, is in fact needed, and that they have the opportunity to contribute beyond the narrow confines of their job description. The reward of acknowledgment is one of the most powerful motivators for many in the work place, and something that owners and managers can afford to give generously.

Gregory Neil Associates offers tools to empower employees to be the driving force of the business and unleash the human spirit to give you the most productive and profitable environment possible. For more information visit our site at www.gregoryneilassociates.com.