The title of this blog/article is “Lead with Lean: Courageous Conversations” and I write it in light of the unprecedented circumstances we have seen unfold in 2020. As our organizations and communities seek to understand the experience of its employees and members through courageous conversations, I think that what we know from LEAN practice might be helpful. I submit to you three points for your consideration.
The first point is related to what LEAN practitioners refer to as “Respect for the Individual”. In my experience, this pillar of LEAN is often introduced in our organizations as “Respect for People”. Respect for the individual is not the same thing as respect for people. The latter is general while the former is specific. I submit to you that anytime we categorize an individual human being, the mere act of categorizing the individual is in itself disrespectful. We stop seeing the individual for who he/she is as a being and instead we see the category. Sometimes organizations, academics, and governments categorize individuals in order to study and understand various situations based in fact. I do appreciate that effort and recognize that it does have a purpose. However, I have found that respect for the individual is different from that.
In my experience, respect for the individual plays itself out in every interaction we have with another human being. Respect for the individual is a recognition that each individual is inherently important and valuable for his/her unique experiences and human perspective. Respect is given because of the unique spark in each human life. I have come to understand that respect is given, not earned. Trust is earned. Respect is action. It takes place within human interactions that are face-to-face, behind-the-back, and sometimes even remotely and online. Respect for the individual is the ability to hear another person’s perspective even if it is different from my own with neither vilifying nor victimizing the other individual. Respect for each individual is a skill to learn. It involves practice. Because it involves practice, it means that each of us is learning and will likely fail along the way. If we approach these courageous conversations with the spirit and action of respect for each individual then I think we can empathize with and understand one another, learn from one another, and come together to improve the world in which we live.
The second point is related to the “Process Improvement” pillar of LEAN. The world in which we live is made up of systems and processes. Like in organizations where we work, when we are not proactive about the design of process, the continuous improvement of process, the monitoring and risk mitigation needed for process, and the operationalizing of process, then waste, chaos and harm creep in. In the absence of this effort, deep process discussion, and supporting actions, we might easily fall into the trap of blaming, victimizing, and vilifying the individuals in the system. We know this from our practical experience in business. I think the same concept might apply to government and crucial community conversations.
Lastly, I would like to point out that with many process improvement efforts in our organizations, we discuss “what might success look like?” The spirit of this conversation is usually around being able to recognize success if-and-when it presents itself. As part of courageous conversations within our corporations and communities, when the time is right, it might be important to discuss “what is justice?” and “what might justice look like?”. It is important to try to put language to this concept and to discern the difference between justice, retribution, and revenge. Justice by its definition is not the same thing as retribution and revenge. Admittedly, and based on my experience, when I have been wronged and hurt deeply, the seduction of retribution and revenge might feel like what I imagine justice to be. This emotion is valid and understandable. Yet, justice might actually play itself out in ways that is nothing like retribution and revenge. Like the conversation about “success” in our organizations, can we see and discern justice when it presents itself? I do not claim to have an answer to this very important question. I simply think that, when the time is right, it might need to be part of the courageous conversation.
In the spirit of LEAN, I do think that what we know works in business might also be relevant and applicable in enabling the world to become a better place for each and every one of us. I am interested in hearing your perspective.
NOTE: The thoughts presented here are my own and might not represent the opinion of UL or any other organization with whom I am affiliated.
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