Dont Tear Down a Fence Until You Know Why It Was Put Up Meaning
Using a coat-stand to take down a fence. I once knew a Chief Executive who told me that the most of import thing that came with their chore was the role coat-stand up.
The reason? Information technology was considering the coat-stand allowed them to permanently wedge open up their office door. They had wanted to unscrew the hinges and remove the door, simply apparently that was a breach of burn down regulations. So they used the coat-stand as a wedge, and every evening someone would render the coat-stand to the opposite wall. Like clockwork every morning time the Master Executive, without making a fuss, would wedge information technology back against the door. They were one of the well-nigh interesting people I've met.
What that Primary Executive was doing was removing a argue. Taking downwardly a 'bulwark' that had existed for a few decades prior to them arriving. Information technology was a carefully considered human activity. They even changed things in the outer office (previously every bit welcoming every bit a physician's reception expanse…) to help people feel like they could 'drib in' at any time.
This happened in the days when open-plan offices were relatively uncommon. Chief Executives used to typically exist backside many layers of 'security' or 'fences', so it was a big deal. I was hugely impressed.
Breaking down the hierarchy. The Chief Executive in question had previously been a high ranking officer in the military machine. I day I asked them "what's the biggest departure you've seen between the military and public services?" Their answer surprised me. In the branch of the military where they had served, the junior ranks had no problem in talking with the senior officers, and the senior officers listened. In their view, public services (at that time and in that place) were far more hierarchical than the military!
Opportunities for the people delivering services at the sharp end, to talk to the Chief Executive, were almost non existent. There were barriers and fences, both invisible and visible. The Main Executive had done their best to remove simply 1 of the many by wedging open the function door with a coat-stand up. An deed that was both concrete and symbolic. They understood exactly why the 'debate' existed, and why they were taking it down.
Not everyone thinks about fences, or why they exist. I've been thinking almost fences a lot recently. The last post I wrote was nigh 'invisible fences', the things that influence peoples' behaviour for reasons they don't empathize. Frequently stopping them from doing something; like fences. The exercise is oftentimes described by the phrase "considering, that's the way we've always done things around here…".
I'm quite swell on removing barriers and fences – simply only if it does no harm or something positive. To understand that, yous need to notice out why the fence was put there in the first place. That seems similar a sensible matter to me and plain I'm engaging in some 'second order thinking'. Non merely thinking about the consequences of a conclusion, but the consequences of those consequences.
Chesterton'due south Fence. The source of 'don't remove a fence until you understand why it was put at that place' is attributed to G Thou Chesterton, paraphrased from his 1929 volume, The Thing: Why I Am a Catholic. Information technology was apparently one of the favourite sayings of US President John F. Kennedy. Chesterton might have written it in the 1920's but information technology feels very relevant now. Also, I wouldn't acquaintance JFK with 'old schoolhouse' thinking or an anti-progress agenda. It's just a sensible affair to do.
I'd recommend a await at this article on the FS (Farnam Street) blog for a detailed explanation of Chesterton's Fence: A Lesson in Second Order Thinking.
A lesson for people driving modify… The master point of this mail is to encourage people to to stop, and call back about the consequences of removing fences, breaking downward barriers and cracking silos. The people who put those things in identify weren't stupid, weren't deliberately setting out to cause problems and probably didn't have the resources to create things, 'just for the fun of it'. Before dismantling something finish and have a think… if I don't empathize how it got "here", exercise I run the the risk of making things much worse? Think of it as an 'investment' or due diligence.
Gratis tattoos for Silo Smashers. A Chief Executive who occupied the office before the 'coat-stand wedger' once offered me a free tattoo. The 'offer' was forth the lines of… "If you mention 'swell silos' one time more than I'm going to tattoo it on your brow". That Chief Executive fully understood why the barriers (silos) existed in the organisation and the consequences of recklessly removing them. I fully deserved the 'offer' of a tattoo. I was younger and a flake more stupid and reckless in those days, hopefully I've learnt a fleck with age and experience.
And so, What'southward the PONT?
- Putting upwards a 'fence' takes effort. People don't do it without a reason.
- Remember almost the consequences of taking down a contend. If yous don't understand how it got there, you lot run the the hazard of making things much worse.
- If you take decided to take down a fence, make a clear statement that its gone. Using a coat-stand to wedge open a door can exist a very effective symbol.
Pictures. Both mine. Ane from a French Atlantic Embankment. The other 1 from somewhere warm.
Source: https://whatsthepont.blog/2021/02/15/dont-remove-a-fence-until-you-understand-why-it-was-put-there-chestertons-fence/
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