What Can Be Done to Fix Systemic Problems?
Systems are the hardest places to make changes because they involve many individuals and they involve going against years of structures and ingrained behaviors. Change, however, is a constant, and if we are to make any progressive changes, we need to be aware of those who the change will effect and how we are to introduce such changes. Spencer Johnson wrote the bestselling book, Who Moved My Cheese and used a parable to explain how and why people avoid or resist change in the business world and in their personal lives as well. His advice is practical and it provided some key insight to me as I try and create systematic changes in the educational field.
The first thing that sticks out to me is the question he poses: “What would you (I) do if you weren’t afraid?” This takes me back to how I am a risk-taker, and that by just asking this question, I am empowered. As I start teaching new material to a new age bracket, I’ll want to keep that in mind. I might even make it a poster on my door. When I am not fearful of what others will say or think, I am at my best and my head doesn’t get clouded with the wrong kind of “What ifs”. Secondly, Johnson points out that it is impossible to believe things will change if we as people don't change with the times. I am reminded that doing the same things over and over will not prove a different result. Seems to me this is a paraphrase of the definition of insanity. Yet, we go on auto-pilot and coast sometimes and then we are disappointed by a result. We have to remember if we haven’t changed the variables, we can’t expect the experiment to produce a new effect or change. I cannot expect that everything will be as it was before but I can think of what has worked and tweak things to make them better. I cannot keep things, however, that haven’t worked and hope that magically with new kids, they will. Chris Mooney also wrote an interesting article regarding the way our minds are often made-up before or even after we hear data or cold-hard facts. By admitting that values are of more importance than facts and figures, in order to cultivate change, we must keep the human elements in mind when we try and persuade or inform people of the changes forthcoming. From the “Mind” article, one of my new .insights came from the following quotation, ““If you want someone to accept new evidence, make sure to present it in a context that doesn’t trigger a defensive, emotional reaction.” If you really want change, you need to be a great storyteller who presents in a way that makes the other person “buy in” without feeling cheated, slighted, or defensive. We can’t always just prove someone is wrong with facts; (well, you can but it won’t make them ever apologize or see your point) we need to play to their emotions and show them that their ways aren’t the best, but not the worst, and there is a benefit for them in the change, without making them feel inferior or stupid. It seems a bit manipulative at first, perhaps, but it’s really just “playing the game,” as our emotions so often come to the forefront of our decision making-- that is part of the finesse or charisma that is needed to win over a crowd. Saying “I told you so” only gives you a temporary win or good feeling, but getting others on board with a new idea breeds lasting happiness or unity. As I move forward, I need to build up rapport and get others to “buy in” to what I’m selling/teaching and that comes from being a storyteller that shows how they will benefit from our transaction. |