A Case for Reconsidering the Way We’ve Always Done It

A society that doesn’t train their children to think critically, to be aware of those around them, and to serve, must create more rules and regulations than can be accounted for. There will never be enough rules—there are too many variables—especially when people begin to direct their creativity in dysfunctional ways.

The challenge is to develop sound minds. As Kant determined, a person with a sound mind is one that can think for oneself, is able to place oneself in the place and viewpoint of others, and can think consistently and coherently. But it‘s easier, in the short term, to create rules. And we pay a price.

To be sure, I am not advocating anarchy—we absolutely must have rules—and some rules unquestionably make possible the learning process, but when the rules we have in place reflect our lack of engagement, they become disrespectful and de-motivating. It’s easier to lay down the law or set up a checklist than it is to explain the why; to communicate where we’re headed with this idea. From time to time, it is good to think about the rules we have created (or have had handed down to us), that are impeding progress, relevance, imagination and growth both for ourselves and others. Here are a few thoughts to guide that process:

I am a big advocate of tradition, but when “that’s the way we’ve always done it” or “that’s how I learned to do it” gets in the way of relevance or growth, we need to take a step back and reconsider our stand. What we have done may have served us well in a particular place and time, but may only be an irritation here and now.

Rules can reveal a lack of trust. “I don’t trust you to be as smart—considerate or creative—as I am.” And they never will be if not given the chance.

As leaders, we need to be aware of where we are blanketing people with rules and procedures that do nothing more than to serve us and not the people it is our intention to serve. We need to consider that perhaps we have implemented rules to create a comfort zone for ourselves. A world where people act and think like we do. A world of clones. A world on autopilot that requires less of us.

Often our need for rules and procedures is just masking our fear of the unknown. Our attempt to manage a world that is changing faster than we are learning. No leader can do it on their own and rules are no substitute for not trusting, growing and building relationships with people. Where are we hiding behind rules?

Rules, for the most part, do not leverage other people’s strengths and thinking, they mostly mirror our own. Given the chance, people will surprise us with new, different, and better ways to push our agenda forward.