How Well are We Listening to The Ideas of Our People?
Reflections on the power of ideas for the growth and renewal of social institutions, and some factors which block the free flow of ideas.
Hello Dear,
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Ideas. Today’s post is about the power of ideas. Yes, I believe ideas are powerful, infinitely powerful. Ideas have immense power to shape and change the world as well as our world within us - for good or for bad.
This raises an important question: how well are we tapping into the infinite power of ideas?
It is my contention that we are grossly underutilizing and under-leveraging this potential. We meaning our organizations, communities and even nations and global society as a whole. Come to think of it, if the potential is indeed infinite, as asserted above, then our success in tapping into it has got to be necessarily always incomplete and inadequate. Which is why it has to be an infinite mission, an infinite game.
Now, speaking in the context of our work organizations, whose responsibility is it to ensure that we are best able to mine the power of ideas for the betterment of the institutional mission and hence for societal good?
The responsibility of “leadership” is amplification of collective human potential. It follows that leaders have to take up the responsibility of creating a culture and systems where ideas flow freely. They must also ensure that these ideas are tapped for the greater good of the institution and society.
But who are these leaders? Are they only the Head of the organization or those closer in position to him or her? Indeed, the higher we go in the organizational ladder, the higher in power, position and authority, the higher the responsibility to steer the organization towards a better and brighter future. At the same time, let us remember this:
We don’t need and we must not wait to have a title to lead. In fact, in many situations, having a title could even stand in the way of our ability to lead and serve, by alienating us from our people, by placing us on a higher social pedestal.
I believe this - believing that title or authority is necessary to lead - is a fundamental and big mistake many of us tend to make, as we go about our work in our organizations.
We tend to think that change has to come and can come only from the top. Hence, we do not bother to think of the larger picture, of larger questions concerning the mission and vision of the organization, thinking it will be futile to do so. We believe neither is it expected nor that it is our calling to do so.
This paradigm, this underlying belief not only kills initiative to bring about postive change, but also makes us think that we might be “too junior” to propose or contribute ideas. Thus compromising our ability to tap into the power of ideas, of the imagination, creativity, inspiration and wisdom of our people.
Let me share a few anecdotes of this, from my personal professional experience.
“Don’t Just Ask Me Questions, Give Me Ideas”
This happened just last week. A senior journalist with more than 20 years of professional experience in a reputed and leading international media organization had come to take an interview of a very senior officer of the Government of India. It so happened that most of the interview happened in my presence, so I am able to narrate this bit to you.
Now, the reporter was going on asking questions to the officer. After a few questions, the officer told him:
“Don’t just ask me questions. You are supposed to know and you do analyze developments across the world, also give me some ideas on how we can improve our performance, our sector.”
I must say that I was very happy, na, delighted, to hear this. On the one hand, I felt so happy that the officer is so welcoming of new ideas, and even actively seeking them. On the other hand, I felt happier that the officer expects the media to give ideas, a belief I have been holding for long, but which has as yet seems to have found little favour with most people of my profession. More on this in another post.
“Not Our Job to Give Them Ideas”
An idea occurred to me, based on my reflections on what transpired in a meeting chaired by a senior government official (please allow me to just leave the identity at that). Being new to this particular field, I did not know whether my idea was good or impracticable. but neverthless, I discussed this with one of my seniors.
And as a pleasant surprise to me, he said it is a very good idea indeed! It can be easily implemented and it could also bring about significant positive impact. Well then, so the next step is to propose the idea to the department which must implement it?
Turns out no! There was a catch. My senior tells me that the idea is good, fine, but that it is not our job to give them ideas!
Sorry to say, that the idea remains yet to be proposed to anyone, and hence yet to be implemented, till this day. I did not want to bypass and overrule my senior and do this. Should I have done so? Despite what has happened, I hope to be able to take this idea forward.
“How Can I Know the Rationale for The Policy”?
This incident is from May 2022, more than an year ago. I got the opportunity at that time, to serve for a brief 100 days as Director of Administration, of the erstwhile Films Division, under the Ministry of Information and Broadcasting, Government of India. And we were entrusted with organizing the 17th edition of the Mumbai International Film Festival for Documentary, Short and Animation Films.
So, as part of the preparations, we found ourselves discussing a policy matter. I was trying to understand the rationale for why a particular scheme has been designed the way it was. So, I asked the official who was dealing with the matter, and the reply I got is this.
How can I know this? This is decided at higher levels.
And the official said this not in a plain voice, but in a high pitch yet cordial tone, with a huge element of surprise, as to how I could ask him this question. How could I expect him to know? This is what surprised him. And his surprise surprised and amused me!
See, it was not some confidential matter, like something to do with national security. For a matter of the kind I am talking about, I think those at “lower” levels of the organizational hierarchy too should very well know the rationale for the decisions made. In fact, they should have been involved in the decision too?
And moreover, having never paused to consider the rationale, the why behind the policy, the official as well as everyone else involved with it had no clear idea or point of view on what the policy should be. And why.
Having failed to consider the rationale, the why, behind the past policy, they deprived themselves also of the opportunity to develop, over time, an insightful point of view on what the policy should be, in the here and now, and going forward.
And for sure, who loses in such a scenario? Not just the professionals concerned who can make a more meaningful, fulfilling and impactful contribution, but also the institution and the society at large. Isn’t it?
Let me make another small observation. The same kind of surprise and cluelessness is expressed when we ask “lower level staff” for ideas for institutional improvement and innovation.
Our organizational and societal hierarchies discourage or even actively militate against the flow of ideas from employees such as peons, who occupy “lower” levels in the hierarchy. However, often, it is these people who have the longest association and strongest bonding with the organization and maybe even the richest experience. What and how much are we losing out on, by not tapping into their ideas?
So, here are some questions for us to reflect on.
How often do you ask your staff for ideas? Do we look down upon on them, thinking they can do just what is formally assigned to them? Or do we think they can give us new ideas, insights, knowledge and wisdom as well?
I have been thinking of and have made attempts to apply these principles for many years now, you know. Let me now share with you a piece of reflection I wrote more than nine years ago, in July 2014, on the various barriers which hinder the smooth flow of ideas in an organization.
[Given below is a piece of reflection I wrote, in July 2014]
Kill these 15 Idea Killers, for a more Innovative Organization
A free flow of ideas is very crucial for the enduring success of an organization. Sadly though, many organizations struggle to tap into this power adequately. Indeed, many of them find it very difficult to be even open to new ideas. In an earlier post, we explored how arithmetic and hierarchy conspire to hinder the flow of ideas in a 'traditional' organization. As we would recall, the result is often incredible! And criminal! And actively detrimental to the future of the organization.
Let us now look at why the flow of ideas is often less - much less - than desirable. In other words, let us look at some of the blockages that hinder the free flow of ideas.
"Yes Sir/Madam".
A desire to conform. Often in the hope of real or perceived personal rewards.
A tendency to conform. Even when no desire exists! Often due to the invisible force of the system and the default human nature to conserve - rather than question - the present.
Sheer laziness. To do anything different. Or differently.
A very short view of time. Conformance is almost always the more convenient option, more attractive in the short term, though with fatal consequences in the long term. But of course, death can wait! Or so we feel.
"Ideas? Are you asking me? Really?"
Most employees in many organizations do not ever think that they can give any worthwhile ideas for organizational growth and development.
Organizational and social hierarchies play a huge part in this conditioning.
And so does our prejudicial and disrespectful treatment of others.
"It's not my job. What's in it for me?"
Organizational disconnect. An attitude that I will just do the work that is given to me, and be content. An acceptance of mediocrity. And a sense of apathy and thoughtlessness for the larger interests of the organization.
"You do your job. I do mine"
Rigid work boundaries. Rigid on paper, or in people's minds. Either way, an attitude that each one is supposed to work strictly within these boundaries. A belief that idea generation is to be left to top or middle management alone.
This thus reduces the opportunity for cross-fertilization of ideas - mix and match - to a large extent.
"I might look stupid"
A fear of failure. The unwillingness to experiment. To get out of one's comfort zone.
A false sense of personal pride. That attaches inordinate value to one's own ego rather than the larger good of the organization or society.
A false notion that equates worth of the idea with one's own worth.
Perfectionism. A wrong notion that an idea has to be perfect as proposed.
"It is of no use"
Lack of trust. That the idea will be listened to; or that if listened to, shall be given a due consideration.
"The boss might be offended"
A belief that questioning of status quo amounts to disrespect.
A belief that the boss shares this belief.
"No one asks me. Why should I care?"
A failure on the part of managers/bosses to explicitly seek and encourage ideas and feedback.
Yes, ideas do not flow, they remain suppressed, often simply because people rarely ASK! For ideas, for honest feedback. Especially from juniors.
"I am new to the system, what value can I possibly add?"
Underestimating oneself. This is very unfortunate, especially so since what might be most critically required in many situations can be nothing but a fresh perspective. Uncoloured by the traditional norms and boundaries.
Overestimating one's superiors. Everyone has something to learn from everyone else. But we tend to assume that our superiors are omniscient beings, needing nothing whatsoever!
"Not the right time and/or place"
Let me wait. This is not the time, or the place. Or the forum.
"He/she shall share/steal the credit of my idea"
Lack of trust. And an unwillingness to give, take and share credit.
"That is not how we do things here"
The absence of a precedent. Indeed, this could be the very opportunity to establish one.
"We don't do this here"
The justification that the proposal is beyond the mandate of the organization.
Could instead be used as an opportunity to enlarge the scope and redefine the mandate.
"Don't know to whom I can take this idea"
An ignorance of the channel(s) that the organization accepts as legitimate
Once bitten, twice or forever shy
Past experience can be a particularly strong deterrent to the flow of ideas. Creating a vicious cycle of ever-increasing hindrances and ever-decreasing flow of ideas.
It may be noted that some of the patterns of thought and action highlighted above are exhibited by 'subordinates' in relation to their 'superiors'. However, a little reflection would reveal to us that both subordinates and superiors have a strong role in the flow of ideas. Indeed, so does organizational culture and systems, of which they are all a part.
We shall continue this discussion, and explore solutions - known as well as novel - soon.
But before that, did I miss any blockage? Please feel free - and do feel! - to add. Thank you.
[End of the piece of reflection I wrote, in July 2014]
So what do we do? There is a lot which we can and hence which we should do.
Let me close with a book recommendation which inspired me to submit a formal proposal to remedy the above situation. It is The Idea-Driven Organization, by Alan G. Robinson and Dean M. Schroeder. Read more about the book here, buy the book here.
Fine then, it is my humble hope that you find some value in this post. If you do, I would be grateful if you could leave a few words, even if quick ones, in the comments section. Could I also request you to share the post with others?
Thank you very much, thank you for your kind attention! - Dheep.