Activity #1

© Woodside Institute, 2005. Not to be distributed or copied without permission.

Learning to Challenge
Management Orthodoxy

© Woodside Institute, 2005.

 Objective Column
Column 11 Column
Column 22
Objective Management
Management Beliefs
Beliefs Shared
Shared Beliefs
Beliefs
Selected management issue:
Identifying management orthodoxies (1)

To innovate, you must surface

and challenge your deeply held 1.
beliefs. The goal of this exercise
is to help you identify
management “orthodoxies” that 2.
may limit your creativity as a
management innovator.
3.

Table
Table 11 4.
Management
Management Issues
Issues
5.
Change: The why, what and
how of strategic change.
Empowerment: The why,
what and how of employee
involvement.
Innovation: The why, what
and how of business
innovation.

Orthodoxy, n.: a belief or

orientation agreeing with
conventional standards.
 Learning to Challenge Management
Orthodoxy: Worksheet 1
1. Convene a team of 3–4 individuals.
2. Pick a management issue from those identified in Table 1 on Worksheet
1. Write the name of this topic at the top of Column 1. (Pick an issue
that is timely for your firm, or is relevant to some particular management
challenge your firm is facing.)
3. As an individual, reflect on your “core beliefs ” about the chosen issue.
For example, if the issue is “change, ” you may believe that “it takes a
strong leader to change a large organization. ”
4. Make a list of 4–5 core beliefs you hold relative to the management issue
under consideration. place in Column 1.
5. Now, work as a team to identify clusters of similar beliefs. You may want
to rearrange the beliefs in Column 1. The goal is to identify 5 core beliefs
that a majority of the group hold in common concerning the particular
management issue under consideration.
6. Record your 5 common beliefs in the appropriate spaces in Column 2 on
Worksheet 1.
 Column
Column 11 Column
Column 22 Column
Column 33 Column
Column 44
Shared
Shared Beliefs
Beliefs Underlying
Underlying assumptions
assumptions CCounter
ounter Examples
Examples Unconventional
Unconventional alternatives
alternatives
Identifying management orthodoxies (2)

Assumption:
1. 1.
How might you challenge this assumption (e.g. what is the
“unconventional alternative” to the underlying assumption)?

2. 2. Assumption:
How might you challenge this assumption (e.g. what is the
“unconventional alternative” to the underlying assumption)?

Assumption:
3. 3.
How might you challenge this assumption (e.g. what is the
“unconventional alternative” to the underlying assumption)?

Assumption:
4. 4. How might you challenge this assumption (e.g. what is the
“unconventional alternative” to the underlying assumption)?

Assumption:
5. 5. How might you challenge this assumption (e.g. what is the
“unconventional alternative” to the underlying assumption)?
Learning to Challenge Management Orthodoxy: Worksheet 2
1.Continue with the team or teams you convened for the
exercise around Worksheet 1.
2.Take the 5 commonly held manage beliefs that you listed
in Column 2 on Worksheet 1 and write each belief in one
of the five squares in Column 1 on Worksheet 2.
3.As a team, think about the “underlying assumptions” to
each of these commonly held beliefs. For example, some
of the underlying assumptions to the belief that “it takes a
strong leader to change a large organization,” might be:
“change starts at the top,” “change is painful and most
people prefer the status quo,” “a leader needs a very clear
change agenda,” or, “to succeed, the leader has to 'sell'
the change agenda to others in the organization.” Write
down 2–3 underlying assumptions for each management
belief listed in Column 1 on Worksheet 2. Limit each to no
more than 10 words. Place it in the appropriate space in
Column 2.
Learning to Challenge Management Orthodoxy: Worksheet 2
4. As a team, cluster similar underlying assumptions within Column 2. As a
team, choose the one assumption (for each commonly held belief) that you
think most deserves to be challenged. For example, you might decide that the
assumption that “change is painful and most people prefer the status quo”
deserves to be challenged. In choosing an assumption to challenge, team
members may want to ask themselves what assumption, if challenged, would
represent the greatest break with management orthodoxy. Having chosen an
underlying assumption to challenge, within each of the five boxes in Column
2, draw a circle around the one assumption you think most deserves to be
challenged.
5. As a team, think about each of the assumptions you identified as the most
deserved to be challenged.. For each assumption ask, can we think of any
case or cases where this assumption has been proven invalid or hasn't held
true. For example, if the assumption is that “most people are against
change,” you might ask, “can we think of examples where a large group of
individuals have enthusiastically endorsed change?” The examples can be
drawn from within your organization or without. Ask yourselves, what was it
about this example that made it an exception to the general assumption? For
example, maybe a group of people was deeply involved in developing a
change agenda and, therefore, were more willing to embrace it eagerly. For
each counter-example, try to find a key lesson or two and note each of these
in Column 3.
Learning to Challenge Management Orthodoxy: Worksheet 2
6. As an individual, based on the insights listed in Column 3, and on
your own imagination, think about what your company could do,
practically, to successfully challenge each of the assumptions listed in
Column 3. For each assumption, try to come up with one
unconventional idea that might represent an alternative to
conventional wisdom. For example, if one of the assumptions to be
challenged is “change is painful and most people prefer the status
quo,” you might suggest that “a company's change agenda should be
defined by employees, rather than being imposed upon them,” or “a
company should create incentives for employees to champion and
lead change” or “if employees were much better informed about the
external environment, they would know when the status quo was
unsustainable.” Write each of your assumption-defying alternatives
(one per assumption – not more than 10 words). Put into the
appropriate boxes in Column 4.
7. The team should choose one alternative they think might have the
best chance of being translated into practice (e.g., operationalized).
Within Column 4.
8. Finally, discuss ways in which you might turn each of your
unconventional alternatives into management practice.
9. Present your output