Fix Systems, Not People
By Daniel Robin
When problems arise, how you respond makes a world of difference. If I automatically see a breakdown as somebody’s fault (even if is) this frame or way of thinking may make for a bumpy road to resolution. Even though it’s much more fun to blame people, pin them down, and make them admit their mistakes, that approach isn’t likely to lead to a fast and permanent solution, let alone buy you cooperation next time.
Effective leaders prepare for the future now by learning how to see all serious problems as systems problems. This means attending to the process – how we get things done – the design and the environment, looking for improvement or redesign opportunities as if the people involved are our customers – not obstacles that need to be repaired, removed or replaced.
Stop Me Before I Change
If there really are human beings at fault, this will come out soon enough, and those responsible will be punished. No. Give people the opportunity to notice the mistake and take corrective action on their own authority. To presume that an individual is the source of the trouble can result in roadblocks and drive the problem deeper, giving rise to yet another problem: human defense mechanisms. Yikes! Defensiveness itself can make progress impossible. As if being a leader isn’t challenging enough – you need an extra layer of complication? … like an aardvark needs a swimming pool!
California Can Openers
Have you ever been around someone who makes identifying other people’s faults their personal mission? We call them “California Can Openers” because they pry into your business as if it’s their business. They mistakenly assume the workplace is a lab and you are their lab rat. Although their underlying intention is excellent (to help bring about change), the behavior can drive people insane. Antidote: acknowledge the issue(s), then set a healthy boundary and walk away.
With the exception of those who are addicted to personal growth seminars, most of us make changes only when we chose to do so. When you address problems by inviting participation and focus on systems improvement, you simultaneously recruit volunteers to work on the issue at hand – no prying fixations here – while building the team’s capacity to resolve future issues!
Fix Now, Explain Later
Certainly there are some occasions when it’s necessary to insist that the other person follow your will … when there are safety violations, to enforce established policies, etc.…. But when it comes to initiating changes, handling breakdowns in communication, dealing with long-standing process problems or resolving conflicts … this is where it pays to focus on the process and bigger picture results, not on changing people.
Take Henry’s situation as an example. When he received a whopping 2% annual raise, he was noticeably upset. As he waited for an explanation, he wondered if his boss was trying to tell him something. Should he get his résumé ready?
His next move? If Henry assumes he or the boss is the problem, he might say: “You must really be pissed off at me, because this increase is an insult!”
However, if his approach is to question the performance appraisal system, he might ask “How am I supposed to interpret a 2% raise? What happened in the system that I’m left guessing what 2% means?” … and later, “How can we make sure this never happens again?”
Systems Solutions Tap People’s Strengths
The healthiest assumption: the system itself has failed both Henry and his boss. Human nature causes people to hallucinate negatively in the absence of facts; perhaps a written appraisal should be required before money is ever discussed. Rather than focusing on the current breakdown (it’s already history), attend to making the process fail-safe for the future.
And how many other systems problems are missed as we focus on human deficiencies? Play to people’s strengths and expect the best … but don’t be too surprised when you get it!
