Succeeding with Lean Thinking Requires Changing Our Stories
October 15th, 2007 by HalArticle Series - Lean Change
- Why Don't We Make the Lean Change?
- Succeeding with Lean Thinking Requires Changing Our Stories
- Tell New Stories to Make the Lean Change
Nearly 20 years ago Robert Reich made a big claim: Americans can't change who they are until they change the story of who they've been. His book, Tales of a New America detailed classical American stories: the rot at the top; the mob at the gate; the rise of the individual…
It's only in changing the story that we can be someone different.
I've come to believe it's our stories that anchor us — that keep us from achieving what we say we want. Norman calls it resistance. But that presupposes intentionality. In other words, resistance is cognitive. That doesn't make sense to me.
Ecomomic theory at least as far back as Adam Smith claims that people do what is in their self interest…that they make rational choices. Huey. People are not rational. We know that to be true because each of us recognize our own irrationality. Sure, we can be rational…for short spurts, but that is not the way we are. For the most part, humans act without consideration. We act in historical ways. At the same time, we have the capacity for ahistorical actions — we can break from the story of who we are. And most of us don't.
Our stories are insidious: I'm a poor boy who never got a break. I'm a good girl who never took a chance. I'm a scholar who's never been good at sports. These are stories. Stories that maintain a status quo. It's only in changing the story that we can be someone different. Why aren't we changing? It's really simple. Managers got to be managers because they succeeded in the non-lean world. They tell themselves (and others) the keys (stories) to their success. Doing something different would put their career and the company at risk. They have too much responsibility to take that risk. And they tell themselves that. It's foolish to think that it could be different. Unless…until…somehow we break with history…the history that lives in our stories of who we are. That ahistorical break depends on leadership.
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October 16th, 2007 at 7:05 am
Hi Hal,
Do you know about Byron Katie and her “Work”?
In case you do not here is the link www.thework.com.
Please check it out.
Bod
October 16th, 2007 at 10:51 am
Google define:lean
The list of definitions gives a pretty good feel for the cultural context for lean. Most of the definitions are not positively connoted. Shortage, starve, tip.
Humans are seekers of fat and sweet. We do lean when conditions force us to. And when we have too much and need to trim (lean) down.
I wonder, what story might reframe lean out of its emaciated context into something more enticing?
October 16th, 2007 at 7:39 pm
David, I share your concern about the connotations of lean that detract from the story that could be told. But I can’t imagine a system called Sweet Fat Project Management taking hold. Perhaps it could be pilot tested for appeal/pizazz?
October 22nd, 2007 at 7:37 am
Hal,
Glad to see you articulate the importance of story telling. It’s something I’ve taught my kids for years, and they are now much better than me. I always say that I do not really understand something until I can relate a story about it.
Yes, it is our stories and myths that anchor us. You can tell a lot about a person by asking which comic book hero they wanted to be as child.