Unlearning, Rethinking, and Boldly Sharing Perspectives to Change the Status Quo

Today I am back with some reflections I have been making over the past few months on the topic of unlearning to make space for new knowledge, and rethinking to find new solutions to existing problems. But also, appreciating how humility, curiosity and openness to challenge and being challenged can lead to excellence in organisations.

I recently devoured Adam Grant’s book on the topic (details are at the bottom, as usual, and if anything you read sparks your interest, I definitely recommend reading the book). In it, he unpacks what makes a culture of learning at work. He argues that a key enabler of innovation and success is when people are constantly aware of the known unknowns and willing to reconsider how things get done. He suggests we should aim for better, rather than best, practices. That’s because the term ‘best practice’ implies having reached an endpoint, potentially making us forget that there are constant opportunities to learn and improve.

I find this a great example of how reframing our perception can influence our attitude towards change (If you are interested in knowing more about the concept of reframing, do check my previous article on this.) It also has the potential of removing any negative judgement, be it conscious or unconscious, that could arise when we deem a certain way of doing things no longer appropriate.

I came across another spin on the value of constantly seeking room for improvement during my trip to Japan. The Yomeimon Gate, part of the Nikko Toshogu Shrine complex, stands on 12 pillars, one of which (known as sakasabashira) was deliberately built upside down. In Japanese culture, it is said that when something reaches a state of perfection, it immediately begins to deteriorate because something that is perfect is never good. I find this quite comforting, liberating, and energising when it comes to questioning the status quo. How many new ideas would you be willing to reconsider with this new perspective?

Here are some suggestions to consider:

• Know who your audience is. Understanding who you are interacting with allows you to tailor your communication accordingly for maximum impact. This involves both the style of communication (such as details-heavy versus high-level) and your chosen means (namely, written versus verbal).

• Ask, don’t tell. By asking, you invite a discussion and leave the door open for you to re-evaluate or adjust your idea. Conversely, by telling, you risk being met with a defensive reaction and losing the opportunity for dialogue.

• Get buy-in from others early on. Sharing your idea with a group of close colleagues has multiple benefits. First, you can receive candid feedback from those who (hopefully) have your best interest at heart. Second, you get the chance to improve your idea by incorporating fresh perspectives. Third, you can get those contributors onboard when it’s time to pitch your idea to a wider or more senior audience.

• Do not make it personal. When you identify with your idea, you risk attaching the outcome to your self-worth, which kills your willingness to generate new ideas. Do your best — find the evidence, test your hypothesis so that you are confident about your recommendation. But remember that whether it is accepted or not has nothing to do with you as a person.

• Adopt a learner mindset. More often than not, you’ll need to refine your approach and course-correct. Being aware of this from the outset means you’ll be less likely to give up at the first obstacle and instead take a step back to consider alternatives.

To summarise, I encourage you to stay open to reconsidering your views and be bold in sharing your perspectives. This approach can drive meaningful change within yourself and your organisation.

References

Grant, A (2021) Think again: the power of knowing what you don’t know. London: WH Allen, an imprint of Ebury Publishing.

Clark, T. A (2023) How to challenge your organization’s status quo - productively. Harvard Business Review. Available from: https://hbr.org/2023/12/how-to-challenge-your-organizations-status-quo-productively#:~:text=.%20.%20.-,Challenging%20the%20status%20quo%20is%20the%20mechanism%20that%20leads%20to,quo%20is%20almost%20never%20enough

Kelly, L and Medina, C (2016) 5 mistakes employees make when challenging the status quo. Harvard Business Review. Available from: https://hbr.org/2016/11/5-mistakes-employees-make-when-challenging-the-status-quo