In mediation and conflict resolution, each party often thinks they have a strong position and is not interested in learning about the other side's perspective. Each party usually wants to win with the cards they hold and see what they want to see.
The following commentary explores the principle of Chesterton’s Fence, an example of successfully changing a process by considering all stakeholders and what is involved with changing habits to help you. The discussion assumes that we often don’t know what we don’t know and that we sometimes think things we do not understand need to change simply because we want them to be changed.
Chesterton’s fence
Chesterton’s Fence encourages us to check things out before we ask to make changes. Here is Chesterton’s parable.
There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, “I don’t see the use of this; let us clear it away.” To which the more intelligent type of reformer will do well to answer: “If you don’t see the use of it, I certainly won’t let you clear it away. Go away and think. Then, when you can come back and tell me that you do see the use of it, I may allow you to destroy it.”
Our approach to the fence becomes a lesson in thinking and process development.
In essence, Chesterton is telling his audience not to take down the fence until we understand why it was put up in the first place. Was the fence put up to keep something in, something out, erected as a property line marker, or positioned as a revenue source, or a military defense, or something else?
The best advice for dealing with Chesterton’s fence is to gather more information in advance and get reactions from others before initiating something we may regret later.
An example follows based on personal experience of how you can explore and take actions considering implications.
Changing a process successfully
As a new Controller with a $52 million budget and six major processes evaluated as one of 31 districts, the new Controller knew things were not going well. His district was in the bottom three districts in all six metrics they were being evaluated. There had been three other Controllers in the last 18 months. Sitting down with the employees, the new Controller prioritized which one to explore first. They put together all the steps with the team by flowcharting the first process. This amounted to taking a large flip chart and putting three columns of post-it notes on three different flip charts. There were nine vertical lines of post-it notes on the three flip charts. Then, the new Controller asked the team to help him, asking the team what they thought we should do. This amounted to a column and a half on one flip chart. They could have stopped at that point, but knowing Chesterton’s parable, a process was initiated to see internal and external clients' needs regarding reports and other information from their analysis. Reaching out to all stakeholders, the new flow chart had two full columns on one large flip chart. As a test for the next month's reporting period, they ran the existing system in parallel with the new system to see if any unforeseen problems arose. Fortunately, none arose. They stopped the old system the following month and only applied the new one.
What had taken 21 calendar days now takes 3 days, and the new process reduced the staff hours by 60%.
The old system had various things added to it over time, produced all kinds of reports, but no one looked at them anymore. Essentially Chesterton’s parable being applied as a process check ensured that we understood what was needed beyond the Controller’s office and allowed us to make significant changes. Applying this to all six business metrics, in a year the district was in the top three of all six business metrics. The focus was on the system and not the end goal.
Changing habits
Changing habits can be challenging. Even the initiative to find out why we do something can breed stress. If something is working, why tinker with it? What does it mean when we say it was working? In the example above, the system produced something in 21 calendar days, but the system also stressed out members of the Controller’s office. Morale was low, and three Controllers had come and gone in the last 18 months. That may have indicated something. Because things were bad, this caused the initiative to investigate change. Are there times we should look at things we are doing and see if there is a need for change?
There are New Year’s resolutions with a new year, but typically, a major change is identified and initiated, but very few materialize. A Baylor University Medical School study found that 88% of New Year's resolutions fail within two weeks. So, what can we do to realize change?
Atomic Habits
In his book Atomic Habits, James Clear provides excellent advice on how to change a habit. He points out the need to start slowly and gradually increase the desired change over time. His suggestion is to make a 1% change each day. He educates, demonstrates, guides, and enables his readers to make small improvements that can lead to big results. By pointing out cues that cause us to take action and understanding cravings and our responses, we can learn to reward ourself by understanding how these four laws work to design and change our habits.
It is possible to attach habits to an existing habit, for instance. Being conscious of our environment and how our environment impacts our habits—making a point of continuous improvement rather than focusing on the outcome. We can learn from the Controller’s example above.
Summary
Starting with Chesterton’s fence, which encourages us to check things out before implementing change, presenting a practical example of how to consider all stakeholders when attempting to implement change, and bringing it home with Atomic Habits and making small incremental changes when trying to break or initiate a new habit, we have some of the tools to make changes with the new year. Good luck. Let us know how it goes.
Check out these links to my publications if you would like to learn more about collaboration,conflict resolution, or enhancing your servant manager skills.