Posts Tagged ‘objectivity’

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Danger, what Danger?

The advantages of being a change agent often come from being outside the process or the culture. We get to look at it from a different angle. We also have tools and skills that help us leverage that perspective. We can bring a breath of fresh air.

Or we can be annoying. I know, it’s hard to believe. We’re here to help. How can that be bad?  True, it’s not always our fault. You can work with groups that are in defensive mode, or jaded mode or cynic mode and will initiate those behaviors as soon as you walk in the door.

But sometimes it is our fault. Heaven knows I’ve fallen into the pit more than once. I have scars to prove it.

Besides being a charming cult of personality, what are some ways to avoid some of those pitfalls? Let’s take a look.

The Pit of Objectivity

This one is usually covered by branches of good intentions. We mean well.  Really, we do. But we often confuse having perspective with being objective. I hate to break it to you but not one of us is objective. Not a single one. We might not have the cultural baggage but we are not objective.

We come with process biases, strategic opinions, schools of thought, methodology approaches. All of which are good. And all of which will influence your interaction with your team. That’s OK. But it’s not objective. You know it and I know it and more importantly the team knows it.

How do we avoid this? A couple options. One: Do not tell them you are objective. Don’t bring it up or use the word at all. Two: Specifically tell them you are not objective for the exact reasons stated above.

Instead tell them how you are going to interact with. Tell them where you come from and what your philosophies are. And then show them.

The Pit of Ego

This is a tough one. It’s hiding in plain sight. We’re experts. We’re good at what we do. We need to have confidence in that. We need to have a healthy ego.  No one wants to follow someone who lacks surety.

So we have to talk about what we know. We have to talk about what we’ve done and seen. We have to illustrate some of our skills and knowledge. This is indeed necessary. The problem is that we are talking a lot about ourselves. A lot.

The team might start seeing us as the talking head, the expert from out of town, the know it all. In fact the team might give us a little nudge into the Pit of Ego.

How do we avoid this? Redirection.  Always, always, always bring it back to the team. Never end an exposition without bringing it back to the team or the project. This is what I know. This is what I see. Then. What do you see? What do you know? How is my perspective valid? How is my perspective not valid?

The best thing about this approach is that you can even use it if they’ve already pushed you in the pit. Bring it back to the team. They might even help you out.

The Pit of Immersion

Or sometimes called going native. This is a pitfall where we perhaps do not become annoying but ineffectual.  Out of good intentions, of course. We perhaps try so hard not to be annoying that we pass from empathy for their situation to sympathy. We take up their cause. We see and champion all the wrongs that stop them from moving on.

We often do this with jaded and cynical teams. We do it to build trust.  But we move in closer and closer and soon are in the middle and have lost whatever perspective we had. We’ve gone native.

How do we avoid this? Keep going back to the goal, your mission, your objective. We must ask ourselves repeatedly, what are we trying to achieve?

If the team is too jaded and defensive to buy into the objective, the objective needs to change. The objective needs to be to change their attitude. We need to be aware of how we’re achieving trust and not fall into the Pit of Immersion.

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Having the right perspective can mean all the difference in the world. Opportunities can open up with just a little shift in position.

Unfortunately, knowing that you need to shift position often requires the objectivity you don’t have when you’re inside the process.

Which of course is why people employ change agents and process engineers. Improved objectivity.

We know people don’t like change. They also don’t like being told they need to change their perspective. They essentially interpret that as “you’re stupid.” That’s never a good place to start.

So how do you avoid that reaction? Especially since you know you have to arrive at that conclusion at some point.

Well, to be honest, it’s highly unlikely you can avoid it altogether. That’s human nature. Maybe the question is then how do you minimize it and then move on?

A good way to do this is to lead them to a new perspective. Don’t tell them they need a new perspective. Don’t tell them what perspective they should have.

Illustrate perspectives you think will resonate with them. Use an unrelated example to walk them through. Move on to a simple internal example.

Use the examples to educate them on the principles that make them tick. Classic training technique. Illustrate, educate, illustrate. Raise awareness.

And when someone finally gets the concept, they’ll blurt something out and you’ll go “That’s it!”

You’ll be excited. They’ll be excited. You’ll develop a bond from having figured it out together.

Now you have a foundation and can talk more openly about changing perspectives and the power that comes from that.

This is yet another example of the value of doing with them and not to them.