Creating an Idea-Friendly Culture
~ Why we should ask for, and then listen to, everyone’s ideas. ~
Jun 22, 2008
How many of us have ever made a decision that directly affected one or more persons? Haven’t most of us, or even all of us, been in that position? Whether we recognized it or not, at that moment we were exercising leadership. We may not have thought that we were a leader, but if our decisions affected others, the results were at least partially our responsibility.
From this point of view, leaders come in all shapes and sizes. Even brothers and sisters in a family, who might otherwise never consider themselves to be leaders, often find themselves in a “pecking order”. An older brother peremptorily ordering his younger brother around is taking on the position of a leader. A man working as a dust pan holder in a dirty laundromat, if given an assistant dust pan holder, will suddenly become the assistant’s leader. As he shows the assistant the correct way to hold the dust pan, leadership is thrust upon him.
The decisions that leaders make affect all of us, even if we ourselves are leaders. A CEO riding in a taxi down Fifth Avenue is affected by decisions made by the municipal leaders who organized the timing of the blankety-blank traffic lights that are making him late for his shareholders’ meeting, where he might get the boot because of the company’s decrease in profits, even though he has spent hours trying to get them to listen to his new ideas and long term strategies.
How many of us have sometimes felt frustration that our leaders weren’t listening to our ideas?
Sometimes a segment of society finds itself in thrall to the dictatorship of tradition. Individuals who buck social trends confront an invisible mindset that is extremely hard to influence. In this situation the members of the group share the leadership responsibility for the maintenance of its social customs. If members of the group realize their collective responsibility, they may be able to break free of harmful traditions. To do so, they need to be willing to listen to new ideas, no matter who presents them.
Listening to new ideas is surprisingly difficult for both leaders and followers. Members of a group may scorn an idea when it is presented by a fellow member, but enthusiastically endorse the same idea if it is presented by one of the leaders of the group whom they hold in high respect. Other ideas may get shot down until they are successful. Then, proverbially, people say that they supported the idea all along.
Many leaders are perfectly willing to listen to ideas from their fellow leaders. Yet they often fail to solicit ideas from the rank and file in their own organizations. Since few organizations are run democratically, bosses may feel that it’s unnecessary to seek the opinions of employees. In the rush of chasing the bottom line, the process of unilateral decision making is faster and easier than the complex task of seeking for consensus or groundbreaking ideas. While the daily solicitation of employees’ opinions may be impractical in some cases, would it not benefit every organization to ask for and listen to new ideas on a weekly, monthly and quarterly basis?
There are often hidden reasons for the rejection of new ideas. Anthony J. D’Angelo, the Founder of Collegiate EmPowerment, stated that “The people who oppose your ideas are inevitably those who represent the established order that your ideas will upset.” Rocking the boat and upsetting the apple cart are not popular activities. Whose power base or turf or profits will be affected? What will people say, after all?
Roger von Oech, the author of the book, A Whack on the Side of the Head, stated that “New ideas … are not born in a conforming environment.” One has to be willing to risk to entertain new ideas. Jimi Hendrix wasn’t shy when he said, “I don’t give a damn what others say. It’s okay to color outside of the lines.”
Luckily for Jimi Hendrix, his innovative musical ideas were presented in the wild decade of the Sixties. He found an audience, and wasn’t burned at the stake. Far too often, radically new ideas are considered heresy by the guardians of the status quo. Heresy is defined by the Random House Unabridged Dictionary as “any belief or theory that is strongly at variance with established beliefs, customs, etc.”
Graham Greene took another tack when he said that “Heresy is another word for freedom of thought.”
As much as self-aggrandizement tends to repress ideas that challenge the status quo, a more insidious motivation to reject the ideas of others is based on a misunderstanding of the value of all human beings. Do we really consider all human beings our equals? Who is the dustpan holder in that dirty laundromat? Is he a member of the Untouchable caste from India? Is he a servant of a great house in England? Is he a lower class worker in a Confucian society? Is he an uneducated migrant worker in East LA?
He might be any of those things, or he might be a medical doctor from Cambodia who can’t work in America because we don’t recognize his credentials. He might also be no one special at all, except for the fact that he has a golden heart and spends all of his days loving people with kindness and compassion. Upon his death, he may find himself in a very beautiful area of the spirit world, surrounded by other saintly people from all walks of life.
We tend to listen to someone’s ideas when we consider them to be valuable people, or when they have knowledge or position. A central question in our search for meaning is the question of identity. Who are we? I prefer to believe that we are all children of a God who looks at each one of us as we should be and will be in the future. If one agrees that love is the motivating factor in the creation of the universe, then it must be love that gives true value to human beings. Since we all have the capacity to love unselfishly and creatively, we all have the inherent status of being “co-creators” with God.
We all create in some way, all the time. We think and feel and have ideas. Where do our ideas come from? Robert Louis Stevenson said that his plots came from the “little brownies”. Inventors may be receiving their ideas from scientists in the spirit world under the inspiration of God. How else can one explain the explosion of innovation in the last hundred years? People in previous centuries were just as smart. Why was there so little progress?
Many people believe that our ideas come from the mind of God first, and then are received by us. When a minister prays to have God “speak through him”, or “write through him”, who is the author of the sermon? I confess that when I write I pray that I can write with God’s words, not my own. It is a conundrum that one wants to be humble and say that God gave us an idea, while simultaneously being nervous that one can be accused of hubris if one says that God gave us the idea! Who are we to receive an idea from God? What byline should I put on my columns? It is indeed a complex issue.
It seems undeniable to me that every person, including our long-suffering dustpan holder, is a child of our magnificent God. Whether educated or not, every person participates in the reality that God’s spirit lives within them. Every person has access to truth on a soul and heart level. Common sense is available to all.
Thus, for the improvement of our world, our companies and organizations, and our society, we must ask for, and then listen to, ideas from everyone. Leaders need to implement policies that actively solicit ideas from their members, employees or constituents, from every level of the rank and file. Individuals who may not consider themselves leaders must also eagerly solicit ideas from those around them, for in that way, society will improve and avoid the dreadful curse of stuffy conventions that say, “It just isn’t done, you know.”
There are many ways for leaders to seek input and listen to others, from the time-honored suggestion box to the ancient and yet cutting-edge technique of “calling the circle”, as espoused by the book, Calling the Circle, the First and Future Culture, by Christina Baldwin. Baldwin uses the term “PeerSpirit” to describe the attitude of mutual respect that is engendered when individuals gather in a “sacred circle” to discover new ways of solving problems. In PeerSpirit circles, every participant acts as a leader and offers their input in rotation.
In the book, How to Think Like Einstein, Scott Thorpe, in the chapter entitled “Einstein Thinking in Organizations”, states:
Thorpe also writes:
Good ideas will flower in an atmosphere of respect and love for all individuals. Since we are all God’s children, including the CEO and the dustpan holder, we are all peers. As peers, we have no caste, and can sit together in a circle as equals who all have the right and the leadership responsibility to make the world better.
I believe that it is the world’s destiny to become a global culture of geniuses and saints. We can safely assume that at the very least, the creation of an idea-friendly culture will have an immense impact on our world.
Peter Falkenberg Brown is passionate about writing, publishing, public speaking and film. He hopes that someday he can live up to his favorite motto: “Expressing God’s kind and compassionate love in all directions, every second of every day, creates an infinitely expanding sphere of heart.”
Did you like what you read?If so, leave a Tip, below, and join the ranks of our Renaissance Patrons!
>> Read More about becoming a Renaissance Patron