A Long-term Solution to a Global “Quick Fix” Problem

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A Long-term Solution to a Global “Quick Fix” Problem

Written by Beth Eifert

From the proverbial quest for the Holy Grail, to Ponce de Leon’s doomed search
for the Fountain of Youth, man has sought a quick fix to his problems. While science
and common sense tell us that exercise and nutrition lead to a longer, healthier life, diet
fads abound. With all the diet fads, we should be the slimmest nation on earth, yet a
record 63% of America’s population is overweight, with 32% of those obese.
We know that saving money, investing wisely, and staying out of debt is the most certain
path to wealth, yet a Google search for “fast money” turns up 124,000,000 hits and more
Americans than ever before face record debt and bankruptcy.
Companies are not immune to this futile quest since companies are simply collections of
individuals. Thus, focus on short term solutions led to the demise or decline of
companies like Enron, Worldcom, Arthur Anderson, Adelphia, Halliburton, and
Citigroup, to name a few. In today’s global economy, the effects of the proverbial “quick
fix” are felt worldwide in such ways as higher prices, decreased trust, job & pension
loss, and negative environmental impacts.
Do we have to hit rock bottom as a culture before we’re ready to admit that our lack of
discipline to problem solving may not be the best approach? There is a better way and it
isn’t all that complex; in fact, some might call it “back to basics” or common sense. It
isn’t necessarily quick, but evidence suggests the results are long-lasting and very
promising.
The solution is best expressed through the philosophies of three men who have,
fortunately, gained considerable attention in recent years: W. Edwards Deming, Peter
Senge, and Stephen Covey. While Deming teaches in terms of 14 points, Senge of 5
disciplines, and Covey of 7 habits, each assimilates age-old wisdom and packages it in a
way we can all understand and follow. Think Golden Rule, mixed with the book
Everything I Need to Know I Learned in Kindergarten, tossed with a pinch of basic
statistical knowledge, and you begin to get the idea.
Deming, Senge, and Covey each espouse the importance of respect, creating a clear
vision (individually and collectively), understanding how our actions affect others
(systems thinking), and the importance of taking the time to talk. Earth shattering? Not
in the least! But to implement their ideas requires the dreaded long-term view, mixed
with focus, time, and discipline. To some, this sounds like work and accounts for why we
often opt for unreliable short-term fixes. To others, like the 2007 winners of Japan’s
prestigious Deming Prize (Rane Limited and Asahi Indian Glass Limited), or its U.S.
counterpart, the Malcolm Baldridge Award, (Mercy Health Care System, and The City
of Coral Springs, among others), the application of such principles is simply one small
step on the path toward healthy growth.
The consultants at JLC carry forth these sound philosophies by way of a practice called,
“Conversational Leadership (CL).” CL uses Senge’s five disciplines as a foundational
basis: systems thinking, personal mastery, mental models, shared vision and team
learning. The process relies on the practice of dialogue, or disciplined conversation, to
help groups become learning communities where ideas are freely shared. This
disciplined exchange of ideas harnesses the energy and talent of everyone in a group,
surfaces problems that are inherent in the system, and builds a shared sense of purpose
and community.
The word, “dialogue” derives from the Greek words for “free flow of meaning
(dialogos),” and has been used by sages throughout time. In recent years, the practice of
dialogue has formed the heart of a successful learning community started in 1992 by
MIT’s Peter Senge. i Originally known as “The Dialogue Project,” it has evolved into
The Society for Organizational Learning (SOL). This global initiative includes such
powerhouse organizations as Boeing, The Department of Defense, BP, Coca-Cola,
Harley Davidson, Nissan, Ford and Nike. Leaders, from these and many other groups,
come together on a regular basis to “connect corporations and organizations, researchers
and consultants to generate knowledge about and capacity for fundamental innovation
and change by engaging in collaborative action inquiry projects.” ii
One sub-group, known as the Knowledge and Innovation Network (KIN), intervened at
Hewlett-Packard to encourage systemic changes that resulted in a $200 million dollars
savings. iii Another SOL initiative, the Sustainability Consortium, focuses on ways
companies can balance economic growth with environmental health. Consortium
member, Plug Power, is a company that uses fuel cell technology to create cleaner
energy. Under Senge’s tutelage, Plug Power is working toward its goal of “zero to
landfill,” and boasts Honda as a major client. iv
Disciplined dialogue works as evidenced by the number of fortune 50 corporations
embracing it to slow down the inquiry needed to achieve deeper understanding of
complex issues. At JLC, whether we facilitate groups within a company or a city, or
coach individuals, we teach dialogue as a means to Conversational Leadership. CL is an
approach based on the solid wisdom of teachers such as Deming, Senge, and Covey. It
facilitates the systemic flow of knowledge and information with the following aim: to
enable people to form self-sufficient learning communities that are proven to lead to
long-term, sustainable growth. Think this sounds time-consuming? Consider all the
time, manpower, and morale spent on repairing the damage done by “quick” fixes.

i Society for Organizational Learning, http://www.solonline.org/aboutsol/
ii Society for Organizational Learning
iii Society for Organizational Learning,
http://www.solonline.org/public_pages/comm_KnowledgeAndInnovation/
iv Plug Power, http://www.plugpower.com/news/press.cfm

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