Why Organizations Blink



Organizations Have Lizard Brains


From the Panama Canal Museum



It took ten years to build the Panama Canal with shovels and steam power over a century ago. Many people lost their fortunes and lives digging the “Trench.” The end result was an engineering marvel: a continent was severed in half and two oceans were conjoined. Humanity did what Nature takes eons to do. Determination, focus and courage saw the project to completion. Gaia said “WOW!”

George Will wrote about the latest Panama Canal expansion in his column last Sunday. Today, there is another project  to expand the Panama for larger, modern container ships. Building new locks will take eight years to complete. Sad to say, many of  the eastern U.S. ports cannot accept the new ‘post-Panamax’ ships once they start chugging through. Their harbors are not deep enough to accommodate the behemoth’s larger drafts.

Savannah,Georgia, knew this would be a problem back in 1999, but thirteen years later, the city has yet to complete any dredging studies. Assuming Savannah starts the five-year project immediately, she loses three years of large ship commerce. Mr. Will goes on to blame bureaucracy and litigation, (the point of his column), but at a deeper level, Savannah’s problems are based in civic fear and hesitation. Environmentalists toss lawsuits, governments commission additional studies and bankers prolong reviews. Everyone seems afraid to commit. Why?

Savannah’s lizard brain has taken over. If you don’t know about lizard brains, you probably haven’t read any Seth Godin. He knows that every person has primitive reptilian brain underneath their highly advanced mammalian lobes. This lizard brain is concerned with self-preservation at all costs. Lizard brains were useful for dealing with velociraptors; today they convince us to stonewall projects, insist on workflows, and demand approvals and second opinions. It keeps scary things away.

Resistance to change, to bold action, is a natural consequence of age. When cities, countries, companies or people get comfortable, they tend to resist bold action. And self-interest relies on the lizard to keep a status quo. As the decades pass, large groups become more inert. Barricades of process-based bureaucracy insure stability. Sameness is rewarded.

Eventually Savannah may dredge its harbors, but it may take a while. In the meantime, the post-Supermax ships will be happily unloading cargo in the nice, deep harbors of a hungrier, (younger?) port city.


“The successful completion of the Panama Canal in 1914 was a great psychological moment for the United States, providing powerful evidence that this country could do anything it set its mind to. That attitude built the Hoover Dam, produced the industrial miracle that won World War II, constructed the Interstate Highway System, and sent men to the moon. Today, it seems, we can’t even dredge a harbor, a technology that goes back centuries.”

John Gordon Steel




Want to change things? Find a Weirdo.



Change Agents are a little odd


From the Vecci Blog


Change agents are just a bit off-kilter. Why? They must be nervy enough to challenge the status quo and get away with it, and they must be seen as different to encourage other employees to follow them. It’s in the job profile. Ghandi was eccentric. So was Steve Jobs, John The Baptist and Jack Welch.

We can use gentler descriptors: panache, style … ‘different drummer,’ but we know them when we see them. Along with intelligence, empathy and passion, weirdness is an essential attribute for change evangelists. Often a change fails for no other reason than  its leader is a boring person. People tend not to notice things when they’re yawning.

Too much weirdness is ineffective. Maybe dangerous. Did you know there is a Perceived Weirdness Index (PWI)?  Leaders are either ignored, not taken seriously or fired if they are outside the optimal range

I doubt ‘Weirdness; will ever make it to your company’s leadership handbook. But I bet you know a few successful weirdos working there.

Are you one of them?