The Flow of Ideas in an Organization: Part II - The Blockages

In an earlier post, we explored how arithmetic and hierarchy conspire to hinder the flow of ideas in a 'traditional' organization. As we would recall, the result is often incredible! And criminal! And actively detrimental to the future of the organization.

Let us now look at why the flow of ideas is often less - much less - than desirable. In other words, let us look at some of the blockages that hinder the free flow of ideas.

1. "Yes Sir/Madam". 
• A desire to conform. Often in the hope of real or perceived personal rewards.
• A tendency to conform. Even when no desire exists! Often due to the invisible force of the system and the default human nature to conserve - rather than question - the present. 
• Sheer laziness. To do anything different. Or differently. 
• A very short view of time. Conformance is almost always the more convenient option, more attractive in the short term, though with fatal consequences in the long term. But of course, death can wait! Or so we feel.
2. "Ideas? Are you asking me? Really?"
• Most employees in many organizations do not ever think that they can give any worthwhile ideas for organizational growth and development.
• Organizational and social hierarchies play a huge part in this conditioning. 
• And so does our prejudicial and disrespectful treatment of others.
3. "It's not my job. What's in it for me?"
• Organizational disconnect. An attitude that I will just do the work that is given to me, and be content. An acceptance of mediocrity. And a sense of apathy and thoughtlessness for the larger interests of the organization.
4. "You do your job. I do mine"
• Rigid work boundaries. Rigid on paper, or in people's minds. Either way, an attitude that each one is supposed to work strictly within these boundaries. A belief that idea generation is to be left to top or middle management alone. 
• This thus reduces the opportunity for cross-fertilization of ideas - mix and match - to a large extent.
5. "I might look stupid"
• A fear of failure. The unwillingness to experiment. To get out of one's comfort zone.
• A false sense of personal pride. That attaches inordinate value to one's own ego rather than the larger good of the organization or society.
• A false notion that equates worth of the idea with one's own worth. 
• Perfectionism. A wrong notion that an idea has to be perfect as proposed.
6. "It is of no use"
• Lack of trust. That the idea will be listened to; or that if listened to, shall be given a due consideration.
7. "The boss might be offended"
• A belief that questioning of status quo amounts to disrespect.
• A belief that the boss shares this belief.
8. "No one asks me. Why should I care?"
• A failure on the part of managers/bosses to explicitly seek and encourage ideas and feedback.
• Yes, ideas do not flow, they remain suppressed, often simply because people rarely ASK! For ideas, for honest feedback. Especially from juniors.
9. "I am new to the system, what value can I possibly add?"
• Underestimating oneself. This is very unfortunate, especially so since what might be most critically required in many situations can be nothing but a fresh perspective. Uncoloured by the traditional norms and boundaries.
• Overestimating one's superiors. Everyone has something to learn from everyone else. But we tend to assume that our superiors are omniscient beings, needing nothing whatsoever!
10. "Not the right time and/or place"
• Let me wait. This is not the time, or the place. Or the forum. 
11. "He/she shall share/steal the credit of my idea"
• Lack of trust. And an unwillingness to give, take and share credit.
12. "That is not how we do things here"
• The absence of a precedent. Indeed, this could be the very opportunity to establish one.
13. "We don't do this here"
• The justification that the proposal is beyond the mandate of the organization. 
• Could instead be used as an opportunity to enlarge the scope and redefine the mandate.
14. "Don't know to whom I can take this idea"
• An ignorance of the channel(s) that the organization accepts as legitimate
15. Once bitten, twice or forever shy 
• Past experience can be a particularly strong deterrent to the flow of ideas. Creating a vicious cycle of ever-increasing hindrances and ever-decreasing flow of ideas.

It may be noted that some of the patterns of thought and action highlighted above are exhibited by 'subordinates' in relation to their 'superiors'. However, a little reflection would reveal to us that both subordinates and superiors have a strong role in the flow of ideas. Indeed, so does organizational culture and systems, of which they are all a part.

We shall continue this discussion, and explore solutions - known as well as novel - soon.

But before that, did I miss any blockage? Please feel free - and do feel! - to add. Thank you.