Ah, the Internet… And StumbleUpon. Blogs. And research on behavior. And Creative Genius. And themes of leadership and productivity and employee motivation.
I love it when it all comes together…
Way back in 2012, what seems like at least a decade ago, I was reminded of the monkey metaphor of William Onchen (HBR, originally in 1974!), who wrote about their management, care and feeding. Solid stuff.
Dan Rockwell, in his most excellent Leadership Freak blog, reminded me of some of that today. He talked around “whose monkey is it” and framed up the pronouns in a way to get you to pay more attention to what is being said. There are three different ways to listen to the discussion and the pronouns you use in discussing that little critter:
- ‘You’ – The monkey stays in their zoo. They own the issue. Responsibilities are theirs.
- ‘We’ – The monkey is a shared. “We will fix this.” Responsibilities are shared. Beware of adding unnecessary layers of complexity by sharing too many monkeys with team members.
- ‘I’ – The monkey moves to your cage. You own this issue. Responsibilities are yours.
And my curiosity caused me to click on a “Cognitive Science” link on StumbleUpon 3 years ago because it showed the following (copied with permission) research and metaphor.
A key point is behavior and to consider how certain workplace behaviors get started and maintained.
The behavior of a group of monkeys is sustained by the organizational culture and the environment around it, and probably not even by any consequence system that still exists.I think that the behaviors generated years ago are often still in place and continuing to influence teamwork and collaboration and even best practices.
Jason Wells talks about the concept of filiopietism, or the reverence of forebears or tradition carried to excess, but prefers another term: the tragic circle. (He moved his site but you can see his illustrations by clicking on this link – The Lesson of the Monkeys )
And I agree. He links the concept to the behaviors of societies, and I think that the concept links even more directly to workgroups where there are extrinsic rewards and punishers for specific behaviors.
There are many such practices in workgroups that get carried on long after the original event. Techs at a car dealership client of mine would all yell, “What?” when one of them would yell out, “Hey, Stupid!” — My guess is that a manager, once upon a time, was calling for one of them and yelled out the phrase and it just got established as a little “reminder ritual” for all of them (including the actual good-guy manager!!).
Most people in most workplaces are UN-Engaged. Why? You can’t know precisely, even when you look at it from all different kinds of angles. There are all kinds of local reasons. My take on it is that dis-engagement is being caused by something, maybe something that is inadvertent, but still a causal factor acting in the environment. It might be something as simple as “a banana” — the issue of some loss of trust or some shared negative corporate memory. And until we address the root cause, it will continue. Nothing will improve and little will change over time. The monkeys will simply continue to sit there…
Sure, one “Senior Corporate Leadership Answer” to the Monkey Problem is to get all NEW monkeys and start all over but that is a costly and difficult solution to implement. And some of the thinking may still carry over during that transition. Some organizations actually do that, moving from one place to another to shake things up and get new people.
But a more better simple alternative is to engage them (the people participants) in some discussions about what and why and look for new alternatives that can be implemented or problems that can be addressed that simply reinforce the situation at hand. So, “Yes, we have no bananas” (audio – vocal starts at 1:10, from 1923 (history) ), but we do have people who have a level of commitment to performing.
We need to do some serious Dis-Un-Engagement in the workplace, working with teams to identify the things that are getting in the way of people being engaged and actively removing them from the situation. Doing the precise same things, introducing one new monkey after another, will not make any difference.
Our new facilitation training for supervisors shares a straightforward approach for dealing with such issues and opportunities. You can see our approach, which uses my metaphor for Square Wheels at:
The tool is focused on discussing issues and opportunities, and the approach is to generate open discussion of the things that could work better, the issues of the culture and visions, and the generation and implementation of better ideas. It focuses on asking and listening and on generating ownership involvement,
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.
Learn more about Scott at his LinkedIn site.
Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group
Also published on Medium.