
Avoiding the Unavoidable Helps No One


Billy Ingram, Director of Lean Product Development, Interface
Every idea requires change. You have probably heard this phrase before. However, I would like to present a slightly more specific perspective. Every idea requires social change.
By adding one word I have upped the ante and significantly reduced the number of people who will take the initiative and act. This is an insight that is still relatively new to me and my understanding of personal motivation and individual engagement. How can the addition of this single word be so impactful?
Most people avoid any potential for negative social outcomes. This situation, which happens to most people daily, need not be as dramatic as it sounds. Most people can rationalize the fear of losing their job. However, they don’t fare as well with seemingly less impactful consequences. Ridicule is a common negative social outcome for the person who is brave enough to share an idea. A very powerful one at that. The potential that someone will share even a slightly negative comment about an idea originator that shows any initiative is enough to prevent most people from the action. I’m not sure I understand this bias for silence or if the understanding of it is even that important. What is important is what you can do to overcome it.
If most people avoid the potential for negative social outcomes, then removing or reducing the potential for negative social outcomes will enable many people to take the initiative and act on their ideas. More people acting on ideas create new value. Creating new value is foundational for economic growth. These are good things in any organization. So, how do you reduce the potential for negative social outcomes?
I’m sure there are many ways to do this. The method that worked for me and my team is training in socially responsible problem-solving. The new expectations that we needed to remove potential negative social outcomes were very different than what most people have experienced in their work-life to date. Getting everyone on our team to accept them would be challenging but possible. But first, we had to clarify our expectations and we, my team and I had to understand them.
​If most people avoid the potential for negative social outcomes, then removing or reducing the potential for negative social outcomes will enable many people to take the initiative and act on their ideas
The principles of social responsibility aligned with our organization’s mission and its values. These principles also aligned with my personal beliefs and that of my team members. The seven principles of social responsibility are:
• Accountability
• Transparency
• Ethical behavior
• Respect for stakeholder interests
• Respect for the rule of law
• Respect for international norms of behavior
• Respect for human rights
The importance of this alignment cannot be overstated. Asking a person to accept or act on an idea when they are unclear of how it will affect them personally is irresponsible. Asking a person to accept or act on an idea that is bad for them can only be beneficial to the one who is asking. Instead, ensure every impacted stakeholder of an idea understands how it will help them and advance the organization’s mission.
All ideas impact stakeholders and involve social change. Avoiding social change inevitably leads to increased risk and often an enormous waste of resources. Changing expectations to remove or reduce the potential for negative social outcomes is a practical way to reduce risk and increase individual engagement. Finding and demonstrating alignment between personal beliefs, social responsibility principles, and organizational mission and values creates a thriving and dynamic culture. Training in socially responsible problem-solving methods is a great way to enable individuals to act on ideas that are good for them and their organization.
ON THE DECK
Featured Vendors
Advanced Material Solutions (AMS): 'Next Level' Flaw Detection with SmartTestâ„¢ Advanced Resonance Inspection
Technology Coast Partners: Helping Latin American Manufacturers in their Digital Transformation Journey
Panasonic Factory Solutions Company of America: Computer-integrated Software to Streamline Manufacturing Processes
NDS Global: Delivers Integrated Enterprise and Digital Solutions for Next Generation Manufacturing C
Reveal: Increasing Investor Confidence and Customer Market Share with People, Processes, and Technol
Panasonic Factory Solutions Company of America Seamlessly Integrating Manufacturing Systems with Pan
Epalign: Committed To Building The Highest Levels Of Performance In Manufacturing Operations Todd An
EDITOR'S PICK
Essential Technology Elements Necessary To Enable...
By Leni Kaufman, VP & CIO, Newport News Shipbuilding
Comparative Data Among Physician Peers
By George Evans, CIO, Singing River Health System
Monitoring Technologies Without Human Intervention
By John Kamin, EVP and CIO, Old National Bancorp
Unlocking the Value of Connected Cars
By Elliot Garbus, VP-IoT Solutions Group & GM-Automotive...
Digital Innovation Giving Rise to New Capabilities
By Gregory Morrison, SVP & CIO, Cox Enterprises
Staying Connected to Organizational Priorities is Vital...
By Alberto Ruocco, CIO, American Electric Power
Comprehensible Distribution of Training and Information...
By Sam Lamonica, CIO & VP Information Systems, Rosendin...
The Current Focus is On Comprehensive Solutions
By Sergey Cherkasov, CIO, PhosAgro
Big Data Analytics and Its Impact on the Supply Chain
By Pascal Becotte, MD-Global Supply Chain Practice for the...
Technology's Impact on Field Services
By Stephen Caulfield, Executive Director, Global Field...
Carmax, the Automobile Business with IT at the Core
By Shamim Mohammad, SVP & CIO, CarMax
The CIO's role in rethinking the scope of EPM for...
By Ronald Seymore, Managing Director, Enterprise Performance...
Driving Insurance Agent Productivity with Mobile and Big...
By Brad Bodell, SVP and CIO, CNO Financial Group, Inc.
Transformative Impact On The IT Landscape
By Jim Whitehurst, CEO, Red Hat
Get Ready for an IT Renaissance: Brought to You by Big...
By Clark Golestani, EVP and CIO, Merck
Four Initiatives Driving ECM Innovation
By Scott Craig, Vice President of Product Marketing, Lexmark...
Technology to Leverage and Enable
By Dave Kipe, SVP, Global Operations, Scholastic Inc.
By Meerah Rajavel, CIO, Forcepoint
AI is the New UI-AI + UX + DesignOps
By Amit Bahree, Executive, Global Technology and Innovation,...
Evolving Role of the CIO - Enabling Business Execution...
By Greg Tacchetti, CIO, State Auto Insurance
Read Also
The Journey to Swift Digital Transformation
Will data protection law reform open the door to easier international...
Virtual Immersive Learning: The Next Frontier in Higher Education
Making the Case For Moving from Health IT to Health Analytics
Data as a Business
Engaging Employees towards Continuous Improvement
