within the overall company and thus the level of success.

Francesca Gino addresses this issue  in her article in the Harvard Business Review entitled “Let Your Workers Rebel” that thoroughly addresses this challenge at the same time it provides a winning solution.  She says “Throughout our careers, we are taught to conform — to the status quo, to the opinions and behaviors of others, and to information that supports our views. The pressure only grows as we climb the organizational ladder. By the time we reach high-level positions, conformity has been so hammered into us that we perpetuate it in our enterprises.  Organizations consciously or unconsciously urge employees to check a good chunk of their real selves at the door. Workers and their organizations both pay a price: decreased engagement, productivity, and innovation.”

Yet there is a solution that makes sense and Gino calls it ‘constructive nonconformity’ as it promotes innovation, improves performance,  and can enhance a person’s standing more than conformity can.  Her research substantiates that going against the crowd gives us confidence in our actions, which makes us feel unique and engaged and translates to higher performance and greater creativity.  Isn’t this ultimately what we want?

Here are the 6 steps of moving to a culture that encourages constructive nonconformity:

1. Give Employees Opportunities to Be Themselves
The person who is allowed to be their authentic self is simply more engaged.  Tell them what needs to be done rather than how to do it and allowing them to solve problems on their own … or at least try.
2. Encourage Employees to Bring out Their Signature Strengths
Give people the opportunity to identify their own strengths and then tailor their responsibilities to those strengths.
3. Question the Status Quo, and Encourage Employees to Do the Same
Encourage the questions of “Why” and “What If”.  Stress that the organization is not perfect which encourages the offering of other approaches or ideal
4. Create Challenging Experiences
The sense of boredom grows when there is little variety or challenge in any job.  Maximize variety, inject novelty into the work and give people responsibility and accountability in their work to maintain interest and energy.
5. Foster Broader Perspectives
Create opportunities for employees to view problems from multiple angles.  Use language that reduces self-serving bias.  Hire people with diverse perspectives.
6. Voice and Encourage Dissenting Views
Look for disconfirming evidence rather than supporting evidence.  Create dissent by default and identify courageous dissenters.

Creating a work culture of constructive nonconformity can be a case of ‘be careful of what you wish for’.  However, to the extent that one can strive to keep their job exciting and energy generating, the payoff is the momentum that exists within the organization … momentum that serves the company well in terms of moving along the path of desired accomplishment.  Oh yes … the other payoff is that burnout is minimized with the benefit of adding to the longevity potential of valued employees.  In this case encouraging rebellion comes with clear-cut benefits. Maybe you might want to try it?

Mike Dorman

Presume that I have thoughts that I believe could improve the approach being used to achieve a goal of the company or department in which I work. Let’s pretend that even though I think my ideas are good and of potential value, my normal personality renders me to be quiet and defer to those with louder voices and a willingness to just ‘put it out there’.  So I recognize that I need a different perspective of myself that might allow me to become more vocal for my own good and the good of the organization.  Here are some perspective changing photo versions of me that answer the question of how ‘this’ person would handle the same situation:

This is the BOLD and colorful me.  This person is confident in his thoughts and ideas to the extent that he is willing to express them quickly and loudly to others.  He has nothing to lose and may find great reception to the ideas he presents.

This is the CONTEMPLATIVE and reserved me.  He is a good listener … open to hearing and understanding what others have to say of a given situation.  He asks questions to clarify his understanding.  THEN … confident that he knows where others stand, he offers his ideas that may reinforce aspects of what others have said and suggest variations that he believes will make the difference.

Here is the CONFIDENT and COMFORTABLE me.  He knows how he views this.  He is willing to listen to the ideas of others and still believes there is great value to presenting his perspective of the situation … for the goodof the organization.  He sees himself as both a good listener and spokesperson.

Here is the IN YOUR FACE me.  Brash and combative, he is so determined to make his point and be heard that he appears insensitive to opinions of others.  In fact, he is often the first one to speak his mind and is so pleased with himself that he fails to really listen and hear what others have to offer.  Team player he is not.

In doing perspective work we have given ourselves the opportunity to see the stumbling block differently … and then we get to choose how we want to proceed by drawing upon any of the traits our ‘other’ persona offer.  As for my example above, the way I choose to move forward is to incorporate the traits of the CONFIDENT and COMFORTABLE me seasoned with the desire to clarify my understanding as a trait of the CONTEMPLATIVE me.

There is no right or wrong.  Viewing any decisions we have in front of us through various perspectives is a very effective way to create the move-forward path that you believe will best work for you.  Whether you step into the shoes of the Incredible Hulk or the Flying Nun to gain different views makes no difference.  Doing it does truly provide a breakthrough leading to effective action.  Try it!  You may really like it!
Mike Dorman