I have been a proponent of the Theory of Constraints (TOC) for many years now and still it is very difficult to ‘sell’ TOC to business people around the World – despite agreement that everything in TOC makes eminent sense. My friends in the TOC community experience the same things. That something new is a difficult sell is nothing new. Just read about the difficulties all sorts of inventors have had.
Confirmation Bias
Your personal experience should tell you that young liberal and open people are likely to believe that marijuana is harmless. You see them read or watch information about marijuana and retain only the positive (marijuana is not dangerous) parts of the presentation – even if the article or TV show is totally balanced for or against.
On the other hand the older, conservative (in relation to marijuana) less open person will do the exact opposite – he will retain only what confirms his existing views.
Both parties are exhibiting ‘confirmation bias’ – people everywhere seek out those things that confirm their preconception and tend to ignore contrary opinions, arguments and facts.
Look at your own behaviour. You and your partner have an argument about something. Try and notice how you respond to the facts, opinions and arguments put forward by others – which do you truly consider. D you really look at and logically think through the other positions? Or do you reject them quickly. What does it feel like when you suddenly realize your partner is correct – you are about to lose the argument?
As a proponent of the Theory of Constraints and as a human being I must behave in a similar way when confronted by other improvement methodologies. Lean, TPS and 6-Sigma experts must be similar, but they have a different bias.
In fact all of these improvement philosophies have a lot to offer, but this confirmation bias is getting in the way of progress and constructive discussion – at last many times.
The book “RISK The Science and Politics of Fear” by Dan Gardner discusses confirmation bias and many other topics of interest.
Tribes (Culture)
We are all members of tribes. I am a member of the TOC tribe; you might be a member of the Lean or 6-Sigma tribe. Within each tribe there are a series of (un-)spoken rules and expected behaviours. In the TOC community many of us look to Eli Goldratt for guidance (even if he wishes us to THINK on our own). Some try to emulate our leader. Some simply follow the generally accepted practices and thoughts of the community as a whole. As long as you conform you have the support of the community. If you don’t you run the risk of being ostracized by the group. This tribal behaviour means that many of us cannot accept Lean, 6-Sigma etc. We even have more explanations why these other methods are ‘wrong’ rather than looking for the good.
Other improvement methodologies probably react in similar ways – so it takes a very long time to get an integrated even more powerful toolset that incorporates the best from each. (Goldratt in his article ‘Standing on the Shoulders of Giants’ tries to show the way. However even this article must cause other tribes (other than the TOC tribe) to react less than positively.)
What we are experiencing is tribal behaviour – we are protecting our own community, our ideas etc. Given tribal behaviour and confirmation bias it is amazing that a coming together happens at all!
I would like to invite everyone that reads this to join the TLS group on Linkedin. TPS stands for Theory of Constraints, Lean and Six-Sigma. I would like to invite you all to join the TLS - TOC Lean & Six Sigma group in Linkedin. (I am a member, but not the group’s owner)
For more on tribal behavior read “Great Boss-Dead Boss” by Ray Immelman
The Challenge for ALL of Us
- How can we cause the various improvement methodology communities to integrate? How can we improve management processes far beyond where they are now? How can we foster real discussion and avoid confirmation bias?
- How can we create one CI (Continual Improvement) tribe that encompasses 6-Sigma, Lean, TOC and whatever else is out there or about to come on the scene?
- How can we speed up progress without the risk of embracing something truly wrong and risky?
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