Skip to main content

Why 'reactive' approaches dominate change

 It appears that the case nowadays is for most anyone to take initiative or action they need to be under cover of a perceived ‘problem’. A problem that is probably what Horst Rittel called a ‘tame’ problem. Rittel called situations that were not amenable to being solved, in a straightforward way that tame problems were, ‘wicked’ problems. But when faced with wicked problems, the response is to try to transform wicked problems into tame problems — problem solved.


The default to ‘reaction’ instead of ‘proaction’ may be a modernized habit of thought, distinct from historical approaches, but in any case, it is the dominant approach nowadays. I have often asked people to consider refraining from using the term ‘problem’ for a day or so. Turns out it is nearly impossible. Try it.

There is no denying that there are problematic situations. Things can be broken, malfunctioning, unknown, threatening, undesirable, or a host of other attributes—all called problems. For some, it is clear what needs to be done. For others, it is not clear at all. Determining a strategy to move towards something rather than away from something is hidden as a strategic possibility when in a problem stance.

People are structurally adapted to backing away from undesirable states of affairs rather than turning and moving towards more desirable states of affairs. I have theories about why this is the case however an interesting set of alternative ideas has been offered by David Brooks on why this may be so although he doesn’t frame it so simply as action or reaction. Still, there seem to be some interesting points to be considered in his thinking:

https://lnkd.in/g4jH_jJq

Comments

Popular posts from this blog

thinking amid complexity

Reality—real life—is complex, more complex than has been imagined or can be imagined. The majority of our pressing challenges or issues of concern are overwhelmingly complex in overwhelmingly complex environments and contexts. People are more complex than appreciated or understood. Complexity is the essence of being human, of life, of existence. When there isn’t the competency or ability to deal with complex situations, they are referred to as being too complicated and ‘wicked’ — e.g., ‘wicked problems’. But the perceived ‘wicked’ quality of a situation is actually a reflection of a change agent's inability to engage successfully with the complex situation at hand. As Annis Nin observed, “We don't see things as they are, we see them as we are.” Unfortunately, the characterization of a situation as wicked rather than the competency of a change agent to successfully engage with complexity short-circuits the selection of appropriate methods of inquiry, replacing them with more ...

the 'learning way'

  the 'learning way' Mastery-Learning in Systemic Design Shuhari Aikido master Endō Seishirō shihan stated: "It is known that, when we learn or train in something, we pass through the stages of shu, ha, and ri. These stages are explained as follows. In shu, we repeat the forms and discipline ourselves so that our bodies absorb the forms that our forebears created. We remain faithful to these forms with no deviation. Next, in the stage of ha, once we have disciplined ourselves to acquire the forms and movements, we make innovations. In this process ,  the forms may be broken and discarded. Finally, in ri, we completely depart from the forms, open the door to creative technique, and arrive in a place where we act in accordance with what our heart/mind desires, unhindered while not overstepping laws." Shuhari  (Kanji: 守破離 Hiragana: しゅはり) is an evolving Japanese martial art concept that describes the stages of learning leading to mastery. It has also been applied to other...