Rigidity – People & Organizations

Rigidity usually happens slowly and without most people noticing.

If we do notice it, we usually only see it in other organizations and in other people. Most people do not even realize it is happening to them, many will deny it, but those who do are only fooling themselves. Guess what, we can all develop rigidity of thought and rigidity of action if we are not constantly vigilant.

The rigidity of thinking and action can stifle growth, success, and happiness, and even threaten survival.

It is because we are busy, it is because we get tired and cranky, maybe because we feel threatened, and it is the need to control at least a few aspects of our lives. Whatever the cause, it can happen to anyone. I know I have been guilty of it; it is always just lurking beneath the surface of all facets of our daily lives.

Becoming aware of your rigidity is the first step. Once you acknowledge your personal rigidity then you can take the second step and fight its influence by starting to become more flexible and more adaptable.

One of my first mentors suggested that when I was frustrated with other people, before I do anything, I stop and look in the mirror. He was and is right, particularly when rigidity begins to affect my thinking and actions.

It is important before we begin to recognize discipline does not necessarily imply rigidity. People can be disciplined without being rigid but being rigid does not mean a person or organization is disciplined.

We all have blind spots. Interestingly one of the most progressive people I know is also incredibly rigid. They would deny this, but it is obvious to everyone around them. This person is at the forefront of many social projects and does an amazingly effective job … if things are done their way. This form of rigidity is quite common. People get used to being right, they are focused, and they are determined. One danger, as with my mentor, is that it is extremely easy to forget that you do not have a monopoly on clever ideas. Over time the progress of the organization can be limited because it will only progress as far as that person can push things forward. The worst danger is that their attitude discourages creative thinking and suggestions from their staff.

Some rigidity stems from having the perception that to succeed, they must win even if it means that someone must lose. I have seen this in both the charitable sector and in the business world. To paraphrase one of Dale Carnegie’s lessons “the best way to win an argument is to avoid it.”  A recent example saw a community organization at odds with a local food bank. The community organization was trying to help those experiencing food insecurity “when” they needed help. Unfortunately, the food bank volunteers did not share this attitude and had become so entrenched by their hours that they were threatening donors, in this case instead of “winning” their case they only succeeded in having everyone lose. People and even organizations who suffer from rigidity often can forget their larger purpose.

The rigidity of thinking can manifest itself in any organization. The basis of rigidity lies in believing that there is only one way to do things. It is easy to forget it is the goal that is important, not necessarily the path. This summer an intern I worked with was tasked with learning about a social problem in our region. The conventional approach was policy-based and would have seen them buried in documents. Our organization took a different approach. This intern spent their six-week tour visiting more than twenty organizations, all of whom worked on the social issue to be studied. The intern did everything from the most basic tasks to shadowing and assisting staff and clients. They also visited organizations that dealt indirectly with people experiencing the issues, but who had complimentary insights and experiences that were helpful. During the time, several “conventional” thinkers criticized the approach but the program manager for the intern was an enthusiastic supporter because the student was exposed to real situations and now knew many of the people and organizations on the front lines of their assigned issue. The lesson, just because someone does something differently, does not make them wrong.

On a personal level, watch how rigidity affects even the most common everyday tasks and duties. At home, how you do laundry, dishes, groceries, and even cutting the grass can create rigidity. Don’t believe me, if you live with someone else, just try putting the groceries away differently and you will see rigidity in action.

Have you ever heard someone say, “I don’t get paid enough (to do that),” this is another example of how rigidity can affect someone’s career. This form of rigidity causes opportunities to be missed. Flexibility and a willingness to expand their own “lanes,” has helped many people advance in their careers, without that willingness, doors close without people even being aware that there was an opportunity.

Conformity is the traveling companion of rigidity. I am fortunate to make presentations to schools. In my observations, I have noticed students can suffer from conformity and rigidity from the time they start school until their graduation. The way they act, the way they dress, and their “shared” behaviors are all results of a rigidity that is unfortunately enforced by how their peers treat them. For example, ask any teacher about the number of children who put their hands up to answer questions, the difference between grade 3 and grade 12 is incredible. This conformity and many others create lost opportunities and form habits that persist long into adulthood.

How individuals and organizations manage change is a vital dynamic in our world today. How people react to their comfort zones changing can make or break a project. Critical evaluation or proposed changes to existing systems and processes are often met by the comment, “Well we have done this forever, and it works.”  The critical thinker should ask, “How do you know that something else won’t work better?”  People suffering from the rigidity of thought will often defend instead of considering other alternatives. A simple example of this was demonstrated to me when I visited my bank recently. My bank opened at 9:30, the day I was there it was raining, six people were standing in the rain getting wet, but despite the bank employees being ready to start, they left the door locked until exactly 9:30.  Their rigid conformance to their policy is not likely going to make them lose any customers, but it did make me wonder about how important I was to their bank.  It would have been interesting to suggest they open the doors early and see the reaction of the staff and their managers.

Our approach to remembering past mistakes is a leading factor in embracing rigidity, both for students and adults. We become conditioned to consequences, and it shapes how we act. We anticipate how people will react. We put pressure on ourselves to avoid consequences, sometimes even for minor situations. I am guilty of this; a good example is this blog. I like to publish a weekly post every Sunday night, and I have sometimes put unnecessary pressure on myself to meet this self-imposed deadline. I am purposely writing this post on a Monday to break my own rigidity.

As a person who writes company policy, it has been my experience that many rules exist because of exceptions rather than for most situations. Consider what policies and guidelines your organization have in place. Is customer/client service your number one priority? I can think of numerous examples and organizations that have processes that serve their interests ahead of their customers. The charitable sector and for-profit sector can easily fall into this trap, particularly if scarcity is an issue. A retail store with six door crashers and seventy people lined up will meet the minimum standard for customer service and keep achieving their desired costs; however, most customers would agree that a higher number of products would meet their needs,  Or a food organization with a rigid intake structure that is designed to disqualify clients helped the organization ensure that no one takes advantage, but will likely result in more people experiencing food insecurity.  These are just two common examples of misguided and rigid thinking.

Consider how rigidity affects how an organization treats its people. As a consultant, much of my advice is built around improving how people “feel” about their organization. Staff retention and recruiting are currently major issues for many organizations. Learning to appreciate everything is about people, your customers or clients, the people served, and those people who supply your organization represents a change of approach for many organizations. To survive these organizations are going to have to break their own rigidity and embrace living wages, full-time vs part-time employment solutions, working remotely, benefits, and a more flexible approach to work/life balance.

So, what do we do about rigidity, what is our call to action? In a world of accelerating change, organizational rigidity must be replaced by organizational discipline. Discipline must be paired with flexibility so it can adapt, plan, adjust, and be inclusive. Starting with employee wellness, good leaders will build an organizational culture to develop ideas, skills, attitudes, and behavior. Appreciating that perspective matters and that a problem can be more easily resolved by evaluating other points of view is a fundamental approach to thinking that will help to ensure the organization does not succumb to rigidity.

How an individual or organization approaches mistakes, exceptions, and having a willingness to look at what they do right, what they do wrong, and what they should do differently is the pathway to building people and organizations that are much more able to successfully react and anticipate opportunities.

Good luck,

Paul.