GENERALLY, most workers in most organizations will say that management does a pretty poor job of listening to them. And most supervisors feel that their managers generally do a pretty poor job of listening to THEM!
Being as I love using illustrations and images to represent the status quo, this common scenario seemed like a good subject to take on while also reframing some workable solutions.
Let me begin with my friend, Haken Forss’s, development of a LEGO-based scene of an old reality. I ran across his image online a few years ago which led to us having a very influential conversation about our businesses and how we illustrate and communicate.
My works around this started back in 1993 when introducing our illustration called Square Wheels One:
We had trademarked Square Wheels® and began using this image, worldwide, featuring it in my presentations and toolkits for facilitation and engagement.
Square Wheels One generated quite solid interactive discussions about workplace improvement and communications and teamwork, so much so that I have a collection of about 300 one-liners from this image alone. It was amazing how well it worked and how well the concept was remembered. It was a simply approach to changing the thinking about people and performance.
At some point, a colleague sent me a warning that my theme was being used illegally and that I should check it out. That began a really fruitful and positive interaction with the consultant (Hakan Forss) who generated this illustration and used it in a blog post:
Our conversations led to my using LEGO bricks and figures to represent a wide variety of the line-art scenes and situations that we produced in the over 300 Square Wheels representations drawn by Roy Sabean. And from there, we generated stop-motion animations and a broad variety of poster quotes, poems and haiku.
The anchor point for my thinking has always been people and continuous performance improvement. SO, let me take the image concepts and rampage through some ideas about what might be different in the workplaces of the world.
1 – My first point is that nearly everyone identifies with the Square Wheels One image as a workplace reality. We show it as, “How might this represent what really happens in most organizations?” And very quickly, people and tabletops go from talking about their general perceptions about work and communications and structure into discussing their perceived issues of lack of vision, continuous un-improvement, and the isolation of wagon pullers from their everyday realities. And it is funny how even very senior managers will often see themselves at the back of the wagon!
People often see themselves as victims of organizational non-progress, maybe.
2 – In Hakan’s image, someone appears with a different solution. But even the pusher at the back rejects this new idea. They and the wagon puller are too invested in the current operation to even consider the possibility of doing something differently. They are simply too busy trying to reach their shared goal of moving forward and “GO AWAY” seems to be the message. “We are NOT interested.”
I think that is a common reaction for many viewers of Hakan’s image. They readily relate to the perceived reality that they, too, are just too busy to consider things.
But is that really reality?
3 – Our initial redo of this idea, using the PMC style of LEGO scenes, looked like this:
We then thought to add the conversational bubbles, but in our view of how things really work in most organizations, the people at the back were NOT resistant to the idea. Maybe this is because in the PMC paradigm of the line-art and the LEGO, they had the cargo of ROUND wheels inside the wagon and were hands on enough to be a bit frustrated with how things were working and with general communications.
We believe that most Round Wheel ideas for performance already exist among the wagon pushers of the world, and that in many workplaces, those exemplary performing wagon pushers are already using round wheels in their Square Wheel world.
4 – Sitting with Joan and playing with powerpoint, our first edit generated this as a reality of perceptions around this scene:
Some person with a new idea suggests it to the manager who is simply too busy to even consider doing something differently. It is not a hostile kind of reaction, just indifferent. This was our first take on a caption, somewhat influenced by Hakan.
But we added one more comment, the “Really” that is coming from one of the wagon pushers. This could be a reaction of disbelief? But one that might not be heard by the wagon pusher.
Maybe.
5 – Some continued reflection and reframing and integrating the image with thinking about people and performance then generated what I think is a more realistic commentary, one where the workers would appreciate an opportunity to make improvements but where that common issue of listening between the pushers and puller is problematic. (Plus, there is that issue of rejection of ideas by managers.)
So, the image reshaped itself to look like this and become one of my posters:
Susan, in this image, is obviously not an outsider, like the character I see in Hakan’s image. She is someone who works for the wagon puller but also maybe someone whose ideas are not highly valued. Research shows that many workers are discounted in this way.
In my father’s trucking business, he had one truck driver who was always stopping by businesses on his way home looking for new business and sharing those contacts with my father, but these contacts were not followed up by my dad, based on how he reacted to Orin’s notes and comments when I listened to their conversations. My dad would actually tell me to tell Orin that he was not around!
I think a lot of bosses discount the ideas of their employees. On the other hand, look at the reaction of the wagon pushers: Might they be interested in doing something more better and faster?
This is just an idea that bubbled up as I played with these ideas. There are always things we can do to go #morebetterfaster and to accomplish more.
If you want to reflect on the theme in the poster or place it in your workplace for contemplation and discussion, simply send me an email to receive an email of it as a high resolution image.
Email me at Scott@SquareWheels.com,
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.
Square Wheels® are a registered trademark of Performance Management Company
LEGO® is a registered trademark of the The LEGO® Group®
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.
