But We’ve Always Done It That Way - Inspiring Innovation with Curiosity
I’ve never accepted that non-explanation - really, more of a shutdown - without finding out more. When I was in corporate life, it usually surprised managers and executives when I, as head of HR, wouldn’t accept, “We’ve Always Done it That Way” without question. It’s not good enough as an answer. What seems like a simple challenge to new ideas can be lethargy - it’s easier to plod along the well-worn and well known path you always have, or it could be fear. Change is challenging, and questioning norms is not a small thing.
An Instagram post I saw today made me laugh. Quotes from Polly Sla’s former colleagues included the classic, “But we’ve always done it that way”. (thanks for the giggle, Polly!)
That sentence can be the death knell for any creativity or innovation you might have been planning.
It doesn’t have to be, though, if you are willing to spend some time asking some probing questions with genuine curiosity, rather than with irritation at what can seem to be sluggish, old-fashioned attitudes.
I’ve never accepted that non-explanation - really, more of a shutdown - without finding out more. When I was in corporate life, it usually surprised managers and executives when I, as head of HR, wouldn’t accept, “We’ve Always Done it That Way” without question. It’s not good enough as an answer. What seems like a simple challenge to new ideas can be lethargy - it’s easier to plod along the well-worn and well known path you always have, or it could be fear. Change is challenging, and questioning norms is not a small thing.
How do you introduce innovation where it might not be welcome, then?
With genuine curiosity. Whether you’re the CEO or a junior manager with a good idea, a learning mindset will build a much better result. Be confident, open and respectful.
Ask questions that will let others work through the process you’re asking about, without becoming defensive. A defensive position means digging in deeper, rather than considering options. Asking, “Why?” is less effective than asking for more information. “Would you be willing to take the time to tell me more about it?” gives you rich information, whereas “Why?” can sound judgmental and can stifle conversation.
Listen for subtext as people talk. Ebenezer Scrooge and Jacob Marley mocked Mr. Fezziwig’s people-centric and less-profitable business methods, when they were young men, but the older Scrooge longed for the warm feelings that came from Mr. Fezziwig’s kindness when journeying through the night with the Ghost of Christmas Past. If people describe the current way positively, what part does emotion play? Will your idea be well received? Think about what will be gained and what will be lost, and make adjustments to gain buy-in.
If you don’t hear good reasons to keep things as they are. gently probe what is keeping things stagnant. What is keeping things the same? Will roles change? Could livelihoods be affected? Would there need to be a significant investment in resources to make changes? What are the fears and obstacles that need to be addressed? You’ll need to build a solid business case, with support from key influencers at all levels. Do your homework.
Be open to the possibility that the current way really does have merit, and say so. As a reason, “We’ve always done it that way” is weak, but that doesn’t mean that there aren’t good reasons for it. Not all change is by definition good, or more efficient, or will save money.
Being curious gives people the opportunity to explain rather than defend. Conversations remain respectful rather than heated, and you will learn far more about how and whether to pursue change, before you plunge in headfirst.
If you want to develop your communication and influencing skills, please do contact me. I’d love to help you succeed!