When You’re Convinced You’re Right, You’ve Lost Your Ability to Learn

By Pascal Dennis (bio)

A deep bow to the late great psychologist, John Bradshaw, for the title. Dr Bradshaw, a genuine healer, recognized the corrosive effect of parental self-righteousness on children and families. [Bradshaw On: The Family: A New Way of Creating Solid Self-Esteem]

The philosopher, Eric Hoffer saw self-righteousness as the driving force behind mass movements and fanaticism [The True Believer: Thoughts on the Nature of Mass Movements]

Self-righteousness is also corrosive to personal growth, and hence to lateral learning in an organization (Yokoten in Japanese). The confident, convinced and unquestioning mind is closed. ‘Been there, done that!’ is its motto.

Self-righteousness is usually caused by hubris, the ancient Greek word for arrogance, and occasionally by fatigue, laziness, and fear. People who are overwhelmed often invent mental shortcuts

What’s this got to do with management systems and leadership?

A strong management system comprises clearly defined end-of-pipe and process goals, visual management, daily huddles that highlight at each level:

• What’s going well,
• What’s not going well, and
• Why

Good leadership is about building a strong management system, and strong people, who can bring it to life. Good leaders try to live the great Paul O’Neill’s mantra:

• What did we discover is broken today?
• How did we fix it?
• How will we share the learning?

In my coaching experience suggests companies and leaders who try to live this way prosper beyond their wildest dreams.

But first we have to recognize the corrosive effect of self-righteousness. We have to cultivate debate, dissent, and a healthy skepticism.

We have to recognize that reality is far bigger than any of us can imagine. We see but a tiny sliver of it, and have no business being self-righteous.

Best regards,

Pascal




In case you missed our last few blogs... please feel free to have another look…

On Labels – ‘Expert, Master, Sensei’ and the like
Fred Taylor & the Illusion of Top-Down Control - Part 2
Fred Taylor & Illusion of Top-Down Control - Part I
Jackie Fisher – Transforming the Royal Navy

On Labels – ‘Expert, Master, Sensei’ and the like

By Pascal Dennis (bio)

My friend and colleague Mark Graban, always astute, has highlighted an important issue for Lean thinkers.

Is it right and proper to call one’s self an ‘expert, master or sensei’?

In a word – no.

It's important in my view to recognize that we humans are sly, lazy, imperfect beings. (At least this one is.)

Granting one's self such a label usually means we've stopped learning.

My best Toyota senseis had no trouble saying, "I don't know." They'd run experiments and study the results to fill in their knowledge gaps, of course.

But they never put on airs, and never granted themselves lofty titles.

I remember Mr. Hayashi, our TMMC OMCD sensei, sitting at the picnic tables by the production line, quietly doodling in his notebook.

He was 75 years old at the time, and one of Toyota’s most senior and respected senseis.

"What are you doing, sensei?" I asked.

"Working on a problem,” he smiled. “It's eluded me for a long time. But I think I’m getting somewhere!”

Still humble and open at the age of 75.

Needless to say, Mr. Hayashi would never dream of calling himself an expert!

Best regards,

Pascal




In case you missed our last few blogs... please feel free to have another look…

Fred Taylor & the Illusion of Top-Down Control - Part 2
Fred Taylor & Illusion of Top-Down Control - Part I
Jackie Fisher – Transforming the Royal Navy
Confronting the Business Haters