I think we’ve all had moments when an ‘obvious’ idea is unreasonable, but inexplicably supported by others.
“Obviously, we should create an engagement committee to handle the day to day for the financial governance committee. Engagement is a key driver of our financial results.”
“Good point Drake, I’d hate to be someone who doesn’t support engagement or committees”
Ideas can be so imbued with ‘obviousness’ that they elicit an almost religious reaction. There are days I’m convinced I’m the only one not performing the sacred rites of St. Ad Oculos.
“Yes brother analyst, crowdsource is our innovation leverage. Agile cloud engagement is the one true platform. Our Executive has all the answers, we must follow his wisdom. In the name of consistency, ship it”
That would explain the hooded cloaks and candles I got at new employee orientation.
We all have ways of justifying the rationality of our choices. Obviousness is usually justified by history, herd-thinking, and leader mythology.
“That’s how they did it last time. Now we have a good reason to do it that way.”
“I’d hate to be the fool who can’t understand agile cloud enragement like the rest of us.”
“Our leader wants more agile cloud engagement. She has secret knowledge of the one true platform only a chosen few can understand.”
Mercifully, the answer to “am I the only one who sees how stupid this idea is?” is usually no. People who are baffled by the ‘obvious’ ideas begin to form pockets of sanity where they can join forces.
“Do you have any openings on your team? I was told I need to ship more agile cloud engagement.”
Sometimes these pockets of sanity become an escape. This escapism can disconnect you from reality and over time it may start to create a new kind of ‘obvious.’
“Obviously, committees should never be used. They should dissolve the financial governance committee. Do you not trust your people to spend money well?”
“Obviously, two years ago they made a bad decision and every decision they make will be terrible for decades.”
So, how do you know when your ‘pocket of sanity’ has become a cult of its own? Here are some signs:
- You’re always agreeing on every decision
- Your ‘pocket of sanity’ has been the same for the past year
- Your ‘pocket of sanity’ is only in one department
- You haven’t ever thought that the other way may have something right about it
- Your definition of sanity uses biz-phrases (e.g., “we’re the real agile cloud”)
Give the obvious it’s day in the sun, but let it stand on nothing but it’s own merit.