Is the way you think part of solution
or part of the problem?
Seldom does solving a problem begin with self-scrutiny about how the way we think links to actual results. Yet, organizational challenges often reflect individual actions that are not aligned with stated business goals. Counterproductive behaviors manifest everyday, to some degree, in most organizations: Opposite points of view are discouraged. Criticism is dismissed as “not my fault”. Effort is made to “work around” certain people. Inefficient procedures are tolerated because correcting them might be disruptive or unpopular.
These types of behaviors undermine individual and team performance. When defensiveness becomes pervasive, the organization cannot achieve its potential. The tendency toward defensive reasoning represents a universal human trait. When confronted with problems, most people avoid examining how they may have contributed. They blame others or circumstances outside their control. People will ignore, distort, or cover up truth that is threatening (as in “doing an Enron”).
By contrast, productive reasoning allows new information to be absorbed and translated into new behaviors––the definition of learning. Creative problem solving requires breaking patterns of defensive thinking and protective behaviors. Consequently, the way leaders think becomes critical to modeling effective problem solving, paving the way for learning throughout the organization.
Embracing a learning mindset must be intentional. Most people, including leaders, are blindly unaware of contradictions between how they think they act versus how they really act. When asked about standards that govern their actions, individuals will describe rules they believe they use. However, when their actual behavior is observed, a different set of governing rules usually emerges.(1)
Because of this paradox, even leaders tend to use single-loop learning. Single-loop routines focus on refining processes and action steps. Rarely, if ever, is double-loop learning employed to uncover and correct errors in reasoning that produced the strategy in the first place. Leaders have been trained in getting their way and getting along. Building consensus becomes the goal, so contradictory agendas, hidden biases and other unspoken motivations remain underground. Moreover, fear, embarrassment and shame keeps people at all levels from double-loop learning.
A leader’s personal commitment to double-loop learning offers a good place to start, then to lead by example. Double-loop thinking represents skillful awareness of one’s reasoning process. Coaching can accelerate a leader’s ability to develop and employ this skill with finesse. When leaders are able to engage others in productive reasoning, the organization harnesses the power of learning that allows new, creative strategies to break through.
[1] Theory first developed by Chris Argyris and Donald Schön (1974, 1978, 1982) and subsequently expanded by organizational and management strategists. Argyris and Schön pioneered Action Science, the study of how human beings design their actions in difficult situations.
VJ Holcomb Associates specializes in Executive Coaching. We work with highly talented individuals and groups to help them utilize their gifts and abilities to perform at the greatest level of influence and impact in the workplace.
Seldom does solving a problem begin with self-scrutiny about how the way we think links to actual results. Yet, organizational challenges often reflect individual actions that are not aligned with stated business goals. Counterproductive behaviors manifest everyday, to some degree, in most organizations: Opposite points of view are discouraged. Criticism is dismissed as “not my fault”. Effort is made to “work around” certain people. Inefficient procedures are tolerated because correcting them might be disruptive or unpopular.