Our thoughts determine how we lead and manage others. They give order to the principles we stand for and our values. It is essential to be aware of our own thoughts and to be intentional about the messages we send to others. We must also be thoughtful in how we listen to others and understand their thoughts. How we think about things makes a big difference!
To change our thinking, we need new models and frameworks. It is human nature to fit new ideas into our existing framework. We first attempt to; 1) master the rhetoric, 2) graft new principles onto the old mental models, 3) know enough to be dangerous, 4) and use the same old premises. This approach uses the ‘gatekeeper’ part of the brain. Constantly scanning for threats, and rejecting stimuli that are unusual, new, and not previously experienced as ‘being safe.’ This is natural and instinctive. We need to move past the gatekeeper brain, to the ‘thinking’ brain.
It’s not enough to be exposed to a new way of thinking/managing. We must experience it!
Change in how we think about things takes time and practice. The transition requires; 1) patience, 2) persistence (don’t be distracted by ‘flavor of the month’), 3) humility - arrogance impedes learning, 4) tolerate inelegance - don’t try to fake it, seek to learn through appearing inept and asking dumb questions.
The time needed for transition to new concepts and principles is known. Peter R. Scholtes observed the process takes about one year in America. Dr. Kano observed the same phenomena in Japan, but he observed it took about three years. I think Peter Scholtes was talking about starting to see the change in managers, Dr. Kano was talking about wide-spread acceptance.
Changing how we think about things is not easy or quick. However, It is the only way to create a lasting organization concerned about long-term excellence.