Mike Lehr's Blog

The Freedom-Order duality expresses a dimension of our personality involved in interpreting how we balance freedom and order. It can help us – in real time – understand, appreciate and predict better the reactions of others to such things as processes, decision-making, management, customer service, change and organization.

However, all of this is arbitrary, subjective, meaning different people are comfortable with different levels of freedom and order. To some freedom is chaos because it seems anyone can do whatever he wants. To others order is slavery because there is someone or a rule telling her what to do. Therefore, since there are no absolute states for either, you can be the benchmark as the figure shows. This allows you to assess whether people are more freedom-oriented or order-oriented than you are by the feelings and thoughts they trigger in you.

For instance, more freedom-oriented people might make you feel they are:

You might also notice they tend to use words such as these:

By contrast, more order-oriented people might make you feel they are:

Similarly, you might find them using words such as:

In our daily business lives, this means adding process and procedures to those who are more freedom-oriented than we are might stir anxious feelings about becoming nothing more than an automaton. Conversely, more flexibility and options to more order-oriented people might trigger anxious feelings about what is the right thing to do.

Once we are sensitive to this, we can better position the change by adapting immediately to what we observe in others. To the freedom-oriented people, we will need to reassure the flexibility of adding their own dimension, and to order-oriented people reassuring clear definitions of their duties will exist. In essence, we personalize our approach and words to by appreciating people and their needs better.

YinYang, as expressed by the Taijitu symbol, has helped me solve many problems. The two major components represent the two major opposing forces in any event. The smaller part of each in the other represents the interplay between the two.

I have extracted five principles from YinYang that have helped me. In short, optimal solutions will:

1. Have opposing forces (i.e. ideas, emotions, things) at work
2. Not choose one force over the other
3. Balance and integrate the two forces
4. Have one force as dominant and the other supportive
5. Vary by situation

For example, let’s consider the problem of how much to water a plant. Two forces exist, dryness and wetness (#1). If we choose dryness over wetness by never watering the plant, it will die. If we choose wetness over dryness by constantly watering the plant, the plant will die (#2). Thus, we need to integrate the two and find the right balance between watering and drying (#3). In this balance, the plant’s soil will be mainly dry or wet (#4). This balance varies by plant (#5, i.e. cacti versus willows).

In business, we often view these as tradeoffs such as processes versus flexibility, positive versus negative reinforcements, best practices versus differentiation, focus versus situational awareness, change versus resistance, profits versus investments, and glass half-full versus half-empty. However, tradeoffs encourage the temptation to choose one over the other; it’s really about integrating the two (#4).

Many times, it’s difficult to identify the opposing force. So, I ask myself this question:

If I take an obvious solution to the extreme, what would happen?

For example, too much process makes everything bureaucratic. Too much importance on profits retards investments. Once accomplished, we can begin balancing the two to arrive at an optimal solution for the situation at hand.

In a previous post, I discussed the rebirth of Freud and the idea that most (if not all) of our decisions are driven unconsciously. Personification is a way we can influence others’ decision-making on this level.

Revisiting The Economist article “Retail Therapy” in its December 17, 2011 edition, it says about Ernest Dichter, who revolutionized marketing in the 1960’s:

Dichter understood that every product has an image, even a “soul”, and is bought not merely for the purpose it serves but for the values it seems to embody . . . Dichter’s message to advertisers was: figure out the personality of a product, and you will understand how to market it.

Personification is giving something a personality. For instance, my wife has a name for her car. People do the same with boats. Advertising often links products to celebrities; they become the “face of the product”, and thus its personality.

Translating to business, we encourage change if we can give change a personality. Sometimes it’s as simple as putting the face of the Owner, President or CEO on the change by saying, “It’s George’s initiative.” We can do this formally or informally; we can do this with projects, ideas and plans: “This is Mary’s project, Matt’s idea, Kathy’s plan.”

We can also reference other types of people to the change such as “The Herculean Effort,” “The Superman Plan,” and “The Rocky Project.” Any person will help as long as the connection to the person is a positive one. For example, if people don’t like Mary, her name will likely hurt the change.

When it comes to change management, we often neglect to tap into the techniques that work in advertising, merchandising and marketing. Personification is just one of those techniques.

One can read endlessly about leadership. However, if plays play on a stage, if baseball plays on a diamond, movies on a screen and chess on a board, where does leadership play? It plays in the mind of every member of the group.

Yes, we often see leaderships as having a good vision, strategy, idea or something tangibly similar. In reality though, these aren’t any good if leaders can’t inspire members around these things. By putting leadership on this emotional plane, it becomes subjective; a leader to one could be the Pied Piper to another.

Additionally, leadership comes from the word lead. Lead implies movement from one place to another. This is a change, so leadership is about change. Thus, by combining emotions and change, we arrive at a the conclusion that:

Leadership is an affect – felt by members and personified by one individual – which induces change.

We can see this more clearly in business if we ask: Are employees’ hearts into following their leader? After all, inspiration is a far better motivator for change than compliance. For example, if a leader can personify some of these feelings into an affect, that leader could be a powerful change agent:
 

Since groups are an abstraction, leaders become the “faces” groups, the vehicle through which members can give their feelings a human form. Leaders become the manifestation of their members’ feelings.

The practical outcome of this is that leadership changes from a project- or action-oriented endeavor to a relational one. This means people are more important than vision and relationships are more important than processes. Thus, leadership transform from something mechanical to something human . . . and possibly divine.

Previously I had indicated that placebo management could impact performance. I recently read

Michael Specter’s article, “The Power of Nothing,” in the December 12, 2011 issue of The New Yorker. He shared Ted Kaptchuk’s work on the Placebo Effect at the Harvard Medical School. I found this passage extremely apropos for placebo management:

. . . although placebos had no impact on the chemical markers that indicate whether a patient is responding to therapy, patients nonetheless reported feeling better. Kaptchuk concluded that objective data should not be the only criterion for doctors to consider.

Translated to the business world, we cannot just evaluate our effectiveness with people only on objective considerations. For instance, when a manager explains a business plan to an employee, the value isn’t just in the manager’s explanation and the employee’s understanding. There is additional intangible value in the time the manager spent with the employee. The manager could have enhanced this value by taking the employee to breakfast or lunch for the discussion.

As we saw there are two aspects to an interaction: thinking and feelings (see diagram to right). In this example, the manager’s explanation represents the thinking; the time and place represent the feeling. A different outcome would occur if the manager simply gave the plan for the employee’s reading.

In using this managerial approach, keep five things in mind:

1. Objective information and criteria don’t tell the whole story
2. People react differently
3. Expectations of you and the other person matter
4. Feelings matter more than #1
5. Different users have different results

Relationship building strategies and techniques maximize the placebo effect. It helps to have a strategy for improving your relationship with each of your employees. Implementing initiatives and effecting change will be easier and more effective.

Other links in this series: Placebo Management: Impacting Employees’ Beliefs

Linda Hill and Kent Lineback write in their April 5, 2011 HBR Blog Network post, “Why Does Criticism Seem More Effective than Praise?”:

A lot of evidence suggests that positive reinforcement — identifying and building on strengths — will produce better results than a relentless focus on faults.

However, as post’s title suggests, this isn’t always apparent. They do briefly talk about focus on the long term. Related to this perspective, the challenge I find in strategically using compliments is primarily our expectations; we expect a compliment to work immediately. Criticisms and other negative reinforcements do much better here but over the long run they don’t do much to develop a strong working relationship.

Thus, in order to make complimenting work, here are six expectations I find very important to effect change:

1. Focus on the long-term
2. Apply regularly
3. Appreciate the importance of personalizing compliments
4. Be patient
5. Reward positive change with additional complimenting
6. Employ other relationship building techniques

Yes, this means complimenting is a long-term proposition, but we can integrate compliments into our daily work routines. The difficult part is disciplining us to follow through and adhere to a complimentary regimen.

Once we achieve this part, we can take complimenting to a more strategic level in which we consciously plan the employment of compliments. This comes about by knowing what we want to:

• Achieve with every person we manage
• Say to the person if we have a moment to interact

Thus, in our minds we visualize the interactions we might have with our people and determine how to position the right compliments to effect the desired change. The process is no different than that used in thinking about the numbers we reviewed, the plans we will right or the resources we need to maximize.

People feel better about themselves when they feel they have power to effect change in their worlds. One of the best ways is to ask them to help you. It also integrates well with other morale building techniques.

It’s difficult for people to feel valueless when they are helping others; helping senior members of the organization compounds these positive feelings. Telling people what to do only reinforces helpless subordinating feelings because they are just order takers. In the end, it’s the difference between creating a compliant workforce and an inspired one.

The Ask has two parts:

1. The ask itself
2. The tying of the ask to you

For instance, compare the following:

• “Would you do this?”
• “Would you do this for me? You would really help me make this project successful.”

Feelings of value grow if they know how they are helping you. Avoid “we,” “they,” or “us.” Avoid generic group terms such as “company,” “employees” or “customers.” Use the power of names by referencing specific people, especially if they were helped too. Evoke the CEO’s (or Owner’s) name rather than the company’s name.

Sometimes employees will appear puzzled by your ask especially if it’s something that is obviously mandatory. Here’s a response:

• Employee: Why are you asking? I don’t have a choice.
• Manager: That’s not true. Yes, you might not have a choice whether to do this but you can choose whether to do it in an acceptable manner or an exceptional one. That is why I’m asking for your help. Will you help me?

This exchange demonstrates why the ask is sincere and valuable. We are asking for something exceptional. People not only feel better about themselves when they help us, but they feel even better when they learn that their help is exceptional.

The article, Now You Know, in the May 28, 2011 edition of The Economist discussed a study published in Cognition by Elizabeth Bonawitz of the University of California, Berkeley, and Patrick Shafto of the University of Louisville regarding the directing of children in their play. The conclusion is that prior explanation of how to play inhibits exploration and discovery.

Developmentally, businesses, through their everyday managerial practices, tend to instill a resistance to change in their people. They do this by excessively directing their people what to do. This direction not only comes via communications from managers but also procedures managers established. Consequently, employees don’t need to think; they just do as told.

As with any task, practice reduces anxiety of doing it. Uncertainty is no different. To become more accepting and adapting of change, employees need exposure to uncertainty. They need to explore and discover. Reiterated more pragmatically, they need to try and err. However, this requires time and money which is intolerable in most business cultures.

Therefore, managers need to look for tasks and projects that require thinking, exploring and discovering by their employees.  For example, assigning tasks requiring unique customer solutions would help. This could mean simply writing a letter to address a unique customer inquiry. Tasks involving working with people of different personality types work too. Creating a new process or set of procedures is good. Any task where the method or solution isn’t pre-defined or one of several works will help.

If you want to encourage your employees to have a change mentality, you need to give them experience in dealing with uncertainty. It means giving them time to explore and discover, to try and err. It means encouraging them to think for themselves rather than telling them what to do.

We often hear, “People will believe what they want to believe,” the Henry Louis Mencken quote. We also find that people will tend to hold onto their perceptions once knowing the facts. A Special Report about Democracy in California by The Economist in its April 23, 2011 edition contained the article, “What Do You Know?” It seemed to confirm Mencken’s view.

The article mentioned, Kimberly Nalder, a professor at California State University, Sacramento. She studied the degree to which citizens were misinformed about Proposition 13. Often we assume less educated or younger people are the ones misinformed. However, Ms. Nalder found, older, more educated citizens who had lived in California the longest were.

The problem is how do we work with these people? Most of the time, we tend to leave them alone. However, if you need to change someone’s perspective, there are four approaches to remember:

1. Do not argue facts; any kind of rationale is inferior to the power behind the emotions holding a person’s perspective in place
2. Do not believe more education will solve the problem; it can help but not alone
3. Most importantly, focus on strengthening your relationship with the person
4. Learn to understand the emotions behind a person’s perspective no matter how wrong you think it is
5. Accept that you will need to alter the person’s perception over time

As we saw in the post, People Follow Leaders Not Facts, people will tend to believe a credible leader over a fact even if the leader is incorrect. As we also saw in Change Management – Tactic #2, relationships are the primer for the paint of change. Thus, when it comes to changing perceptions, it’s not about facts, logic, education or statistics; it’s about leveraging relationships.

The Hot Spotters, by Atul Gawande in the January 24, 2011 issue of The New Yorker spoke primarily to minimizing medical costs but had much relevancy to my experiences in effecting change. It covered five tactics. This is the fifth and final part of that series.

Many times we teach people the change we want. We even repeat that training. However, we often don’t ask them to demonstrate the change at later times to see if they’ve learned from the training. Three important reasons exist for this.

First, we need to observe how they integrate the change with their other activities so we can advise them on prioritization. Frequently people say, “I don’t have enough time.” It’s only through observing them integrating the change that we will ways to save time on other aspects of their jobs.

Second, as any physical therapist will attest, people have difficulty doing therapy at home, alone. That’s why it’s important for the therapist to observe them doing the activities. This will ensure that the patient will pick up the habit correctly. Eventually, they won’t need the therapist.

Third, and more subtly, we emphasize the importance of the change by investing our time to ask for demonstrations of the change. The more we invest ourselves in encouraging the change, the more our people will see it as important. These interactions also give us the opportunity to resell the change and address any objections.

The key to making this work is ensuring we break the change down into small, simple observable steps. If we are experiencing difficulty with employees modeling the change, it will most likely be a result of not having the change broken down finely enough.

Other links in this series:

• Change Management – Tactic #1: Pick the Right Moment
• Change Management – Tactic #2: Strengthen Relationships
• Change Management – Tactic #3: Very Small, Simple Steps
• Change Management – Tactic #4: Repetitiveness