I read an article yesterday about how “the brain sets aside rationality when it gets the benefit of supposedly expert opinion” suppressing activity critical to sound decision-making. The article referred only to financial advice (which I have to agree turns my brain off) but it was followed by a letter in the same august organ referring to the recent findings of the Healthcare Commission at Stafford Hospital where – allegedly – receptionists triaged patients.
The point being made by the writer was that Stafford Hospital was not an isolated incident and that had personal knowledge of others.
Which got me thinking that the more targets & measurements and key performance indicators and hoops to jump through are set, the less those whose performance is measured against them actually have to think. The mindset being “It doesn’t matter if I think this is right or wrong. This is what I’m measured against and this is what I’ll do”.
And if you extrapolate that a little further I can see examples in my own august organisation and beyond in the risk assessments now mandatory when children set foot in the school playground, let alone outside it on school trips. Damiit it all, even Facebook appears to have gone all “Command and Control” What was wrong with the original Facebook where you picked and chose apps according to your interests and preferences? Now, “Facebook Decides“. Well here’s another newsflash, I’ve decided that Facebook is rapidly losing its appeal and only worth a cursory check-in once a day.
Let’s tackle childhood first. It would be too easy to reminisce about how “it was all different when I was growing up” but it was. My experience was that you went about your own business as a child and as long as you turned up when a meal was on the table no-one wanted to know much where you’d been or what you’d been up to. We certainly played on heaps of rubble that may have shortly before been bomb sites although I doubt they’d seen a bomb in many a long year.
My parents once dropped my elder brother off on one side of the Derbyshire moors and told him to hike home. It was only later that they looked at the map and discovered that they’d sent him over treacherous marshland.
And all this without a SatNav or mobile phone to be had.
At one point in my mother’s growing-up days up she lived on the edge of Dartmoor near Seal-Hayne Agricultural College and – I am told – she and her four brothers and sisters used to go off camping on the moors for days at a time without their parents (apparently) worrying
Neglectful – possibly. I don’t know how others were brought up but mine didn’t feel markedly different from others. I’ve no doubt there were tragedies and who is to know if the technology had been available how we would have been brought up.
But there is a saying
A woman is like a tea bag. She only knows her strength when put in hot water
I wouldn’t be quite so gender-specific. Who knows where any of our limits are unless or until we reach them and find we have strength beyond. Certainly the best teachers aren’t those who excelled in their chosen subject when they were learning. It’s the ones who struggled with it and found a way through who will have most skill and patience when it comes to helping their learners.
I believe my brother-in-law was not the best mathematician in the school but did go on to become quite a gifted teacher of the subject.
It’s something I try and explain to my daughter (although maybe I should leave her to learn this for herself – my passions seem to switch her off) We learn most where we struggle most.
My mother used to insist that we should write our thank-you letters for Christmas presents from extended family on the afternoon of Christmas Day. In retrospect I now suspect that she and my father wanted a little quiet time. I do recall Christmas Day being over-shadowed by tears and desperation as I struggled to write something, anything to these people whom I saw maybe once a year. That and attempting to abide by simple rules of English imposed by my teachers
Anyway, writing is now something I enjoy (I didn’t say you enjoyed reading it!
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I remember reading some biography about Richard Branson which said that his mother would constantly put him in demanding & testing situations throughout his childhood and adolescence. I’m not sure it would have made for a very comfortable growing up, but maybe, in some way, it led him to be the risk-taker that has made him the successful entrepreneur he most certainly is.
But leading back to “lazy brains” and “Setting aside critical activity around decision-making” and penned-in childhoods and even the Command and Control culture I see in my workplace. (Oh, by the way, my teachers didn’t approve of starting sentences with prepositions, but I tend to ignore that one. It leads to a more conversational style – I hope!)
There is a tendency for all of us to settle in and let someone else take charge; suspend or simply not develop our own critical faculties. And the more that someone is given limitations or boundaries – whether it is doing a risk assessment for a school trip so a child doesn’t develop his or her own abilities to evaluate risky situations or providing endless measurements, targets or processes so that an individual no longer has to engage with their own assessment about what is right in a particular situation (“I was just following the rules” – now where have we heard that before) or whether it is a government that appears to creating a state machine larger than those found in the previous Eastern Bloc – the less shrewd they will become in assessing their own risk, financial advice or the work decisions. A passive, sheep-like population. Nice!
I’m probably beginning another blog here, but there is another issue with a Command and Control style of leadership. To begin with, it treats those being led as mere ciphers.
It is also no way to develop leaders in your own organisation. I know there has been a tendency in recent years to “buy in” talent rather than growing your own in-house. Maybe that wasteful approach to employment will also be reviewed in the light of the current economic situation. Although in-house development is not withoutits own problems, those who are bought-in have less investment in the organisation than those who were nurtured by it.
Neither is it any way to engage the hearts and minds of everybody in the organisation. And if we are to survive the difficult times that undoubtedly lie ahead, then we do need every brain engaged.
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