beginner’s mindset
Looking back at how organisations have evolved throughout history allows us to make sense of both the present and the challenges that lie ahead. I loved reading the opening chapters of “Reinventing Organisations” by Frederic Laloux. He gives the reader a tour of past organisational models and describes the shifting paradigms that shaped our evolutionary journey – from small family bands with belief systems shaped by magic and spirits, to religion and powerful chiefdoms; science and scalable organisational structures. As our worldviews and organisational systems evolve, each era brings with it a light side and a dark side. Progress is always marred by uncertainty.
It is a useful reflection to help us understand that evolving and adapting to changes in the operating environment isn’t new. We’ve been doing it for thousands of years. We are confronted with choices as we head into an uncertain future. Sometimes, organisations pick the wrong path and need to course correct, often at great expense. Famous case studies from our recent history, such as Nokia, Kodak, and Blockbuster, remind us of this.
When belief systems change, when worldviews change, when customer preferences change, are we able to let go of what we have learnt and the things we believe to be true? It can be extremely difficult to disidentify from something we were previously engulfed in. Are we able to return to a beginner’s mindset? Are we willing to unlearn?
“I must reduce myself to zero.”
– Mahatma Gandhi
I like the words that Laloux chose to describe the shift in worldviews – I like the word “evolution” and I like the word “maturity.” I like them because it isn’t about right or wrong. It’s not about having the “right” belief system; it’s about being able to step into a worldview that is appropriate for our time. More maturity is not better than less maturity, but it is our ability to evaluate risks and make decisions that have consequences on others.
The reason we don’t give everyone full autonomy to do whatever they like in an organisation is similar to the reason we don’t allow teenagers to drive motor vehicles. It is not about technical capability; it’s about our ability to anticipate risks, understand consequences, and take accountability.
The ability of our organisations to evolve and keep pace with change increases when we distribute authority to individuals at the front line, where the action and the information is. But just like we need guidance and a safe space when learning to drive, we need a space in which leaders can practice decision making and hone their business skills. A space where it is safe to learn.
What we need is to be able to trust people to make decisions in the moment as unexpected events unfold. We know that the frequency and severity of unexpected events is increasing, to the extent that the acronym VUCA (volatility, uncertainty, complexity, and ambiguity) has become commonplace.
Rather than judging people’s actions with the benefit of hindsight, what if we had the foresight to allow them to practice their responses to a variety of scenarios in a space that is risk-free?