Input is Important

I'm laying out the way that I think about productive organizational change.  Over the years I have learned and used the acronym, "RIPE," to keep my process and practice straight.  Here are the elements of the acronym.

• R-Rationale
• I-Input
• P-Precedent
• E-Experiment

In the previous post, I talked about "Rationale."  Now let's think together about "Input."

We know that input creates ownership.  This is true in terms of group process.  It is also true in terms of neuro-psychology.  When we contribute to anything, we are more likely to take ownership of that process or relationship or organization.  Sometimes this is referred to as the "endowment effect."  When we participate in or contribute to something, we endow it with value that it did not have previously.

There is no faster way to build ownership in an organization than to encourage, accept and incorporate input from people.  Think about when you have come to a new job.  When the folks already there begin to accept your input, you become part of the team.  More than that, you feel a genuine relationship and connection.  It's at that moment that the pronouns in your speech change from "you" and "yours" to "we" and "us" and "ours."  

If input is not accepted and incorporated to some recognizable degree, the new person will experience this as rejection.  Ownership will not be an option at that point.  In fact, the likely outcomes will be enmity and sabotage.

Now, is all input equal?  No, in fact you can and should structure input to focus on the positive and appreciative feedback.  This is one of the roots of the process called Appreciative Inquiry.  It is tempting for all of us to give input that is negative and critical.  That input may build ownership. But it won't build the organization.  When new people come to an organization, engage them in conversations that focus on the positive aspects of the group.  When you come to an organization as a change agent, learn how to use an appreciative approach to structure positive input.

Critical input tends to identify problems, affix blame and lower morale.  That input may be accurate, but it won't be productive.  Positive input identifies strengths, looks for solutions and raises enthusiasm.  As you seek input, reward the positive feedback and make it part of the story you tell about the organization.

That is, after all, the real goal of receiving input.  The goal is to hear and then shape a story of the organization or relationship that will lead to better life and greater effectiveness.  People are more likely to own and to celebrate a positive story--especially if they help to tell it.  And a positive story equips people to act with courage and hope.  Courage and hope are absolutely necessary if there is to be constructive and long-term change.

Positive input must be grounded in reality.  Every organization that still exists has in its history times when things were good and change was embraced.  These are the precedents that we seek in shaping a story that helps us to make constructive changes.  We will next look at the importance of precedent in any healthy change process.