That’s why the principles of Design Thinking always start with ‘why’. It’s the first place to determine whether or not the focus is on the right problem, the ‘real’ problem (although if someone is bleeding, the bleeding must first be stopped).

I had not really paid that much attention to the ‘why’ being the catalyst for action. I’d seen it more as something ‘applied’ to a situation, not something ‘reflected by’ a situation — or reflected ‘in’ the language (or lacking therein). Your example of “The project is on hold” was a brilliant analogy that helped me really see these critical distinctions.

Thanks so much for taking the time to express it openly here.

“Yes, that project is on hold” is not the same as “Yes, that project is on hold because 1, 2 and 3.” Or, “Yes, that project is on hold until I get ____.” Now, I have actionable items whereby I can eliminate the bottleneck and streamline the work process.

Yes, we need open communication AND we must have context in order to induce positive outcomes.

It always struck me that business articles focus on the ideals of creative thinking and engagement, while overlooking the pain and suffering that I find is the norm in practice. In years gone by, more than a few people have told me that my problem is I care. Cue the box of Kleenex.

If only CEOs in more organizations realized that (contrary to the assumption that dissent is easy) many thoughtful people find it more seductive to keep quiet, at great loss to the organization.

So it was a treat to read Dev Patnaik’s “Wired to Care” wherein he also references Pixar. On his website there is a slide image of that famous rat overlooking Paris along with these words, “Companies succeed when they reconnect with their humanity. Their empathy. Their creativity. Their courage.”

My hope is that, over time, the growth of Enterprise 2.0 combined with inquiry-based education models will advance our collective skills in critical thinking, empathy and respectful disagreement.

What is a greater issue that HAS to be retrained in people is their belief that they need ‘permission’ to do something, anything — and their belief that if they get into trouble, they’ve done something wrong. Those of us who really attempt to change a culture do nothing but get into trouble — often getting fired in process.

The fears are real. Bad behaviors have strong defenses to protect them.

Most cultures shun honesty and expect those that work there to live by those morals. Granted they ’say’ otherwise, but you can walk around and gather the evidences of the ‘reality’. People cannot be expected to be honest with themselves when they are immersed in a vat of ‘dishonesty’.

Buying in all the E2.0 bells and whistles will be all for nought if there doesn’t take place an actual change in the hearts and minds of the people taking part.