Generals, they say, become adept at fighting the last war. In a very short article titled ‘Out Of The Box Thinking’, nearly four years back, I had brought out that the need to have uniformed services, both in dress code and in demeanour and response, keeps the armed forces from truly encouraging (and not paying mere lip-service to) out of the box thinking. A few years back when the subject of out of the box thinking became the flavour-of-the-month in the armed forces, its fall-out was as curious as the Army, forever engaged with Pakistan, being told to act ‘strategic‘ and hence starting every operational presentation with focus on the Indian Ocean. It was as fascinating as comical when I took the Naval Higher Command Course with me as Director of the College of Naval Warfare to the Northern Command units from 2007 to 2009 and they would start their presentation, say, in the Leh Div, by focussing on the Indian Ocean. This is from my page ‘Make Your Own Quotes’ on the Facebook:
I can imagine the army big-wigs giving orders to the subordinate commands, corps, divisions, brigades, and battalions to ensure that out of the box thinking becomes standard, routine and uniformed way of thinking in the units. Also, every unit has to show records and returns of the out of the box thinking that it has indulged in at a fixed interval.
So, if you then reach the conclusion that armed forces people are not meant for out-of-the-box-thinking, you are in for a huge surprise. There is one sure innovation that a new incumbent anywhere in the armed forces cannot resist and that is to look down on what the previous incumbent used to do and bring about a change. Lets say a new Commanding Officer takes over. As soon as the handing-over/taking-over is completed, he/she issues out an order: “All orders of my predecessor shall remain in force unless or until amended by me.” However, soon after issuing this mandatory order, his/her mind starts working overtime to amend all previous orders.
This is called the Ninety-Days Leadership Impact Syndrome. One has to make a quick-impact within ninety days of taking over so that your superiors would notice how quickly you have brought about a “long-overdue change“. You start with what has now become standard lingo in the armed forces and industry alike: quick-wins. One of the sure-shot quick-wins is to standardise correspondence, mails, reports, returns, procedures and policies that your predecessor (somehow busy in other matters; poor chap) was never able to do. The fallacy with this quick-win is that you never bothered to find out if your predecessor already did so (being the product of the same system, after all). Indeed, whenever anyone of the previous regime (these unfortunate and uninformed guys are left-out by the headquarters for – hold your breath – providing continuity) essays to bring out the rationale behind how things used to be done earlier, your first reaction is to snub him/her with: “Don’t tell me anything of your previous knowledge” (Please also read ‘Ten Things To Avoid As A Leader’). You also earmark such people as resistant-to-change and discuss with your contemporaries how difficult your job is going to be to get people out of their mould.
Your so-called contemporaries are only too eager to be on your side by suggesting how to bring about the desirable change as quickly as possible.
Here is an imaginary discussion (the more discussions that you have the more you are seen as the right man for bringing about the desirable and long-overdue change) between a new incumbent (NI) and his trusted (to help him bring about change) new-order cronies (NOC) in the presence of OGs (Old-order Guys):
NI: I have been thinking about making the sun rise in the East. I can think of getting excellent dividends through this new concept.
OG1 (trying to butt-in to bring out that the sun always rose in the East and that it was not a new idea at all): Sir, our previous CO used to……
NI (showing his extreme displeasure at the mention of ‘previous CO’): Now don’t again start with what was being done with the old regime; India wasn’t free on 14th August 1947 but it became free the very next day because people changed their thinking.
NOC (seeing in this an opportunity to brown-nose the NI): Sir, the other day I was reading a book by Yoshihito Kawasaki (“I hope it registers with NI that me and my generation are endowed with forward-looking thinking“) and he brings out that the very reason that Japan emerged as a leading economy in the world, despite having been defeated in the Second World War, was only because they have aligned their thinking to the Sun rising in the East. ‘Land of the Rising Yen’ was made possible only by slight change in the way they looked at the Sun.
OG2 (trying to make another determined effort to bring home the fact that there is nothing new in the Sun rising in the East): But Sir, from times immemorial….
NOC2 (seizing the opportunity to align himself with the thinking of the new Sun: NI): Indeed, Sir, what NOC1 has brought out has merit; not just Japan but even Korea and Singapore profited by thinking of Sun rising in the East.
NI: I know it is going to be difficult to make the Sun rise in the East. As OG2 was saying (!), from times immemorial it has been doing the opposite. To make it change to modern way of thinking would be difficult. But, gentlemen, when the going gets tough the tough gets going (says it as if he has suddenly invented a new phrase; indeed, all NOCs make ostensible note of it in their writing pads!). As Napoleon said “Impossible is a word in the dictionary of the fools”.
NOC3: I totally agree with you, Sir. Bringing about a change is always very difficult. However, if we can do the impossible, which we are very capable of doing, the dividends are far too huge.
OG1: But Sir…
NI: No ifs and buts. A lot of our time in India is dissipated in focussing on and discussing ifs and buts. I want a quick action plan within a month about how to make the Sun rise in the East. And, don’t forget to make the plan in the new format that has been already promulgated by my Staff Order. I am fed up of each person devising his own format. That’s not where we want out-of-the-box thinking.
OG2 (after the crucial meeting; to himself, the only person who listens to him): They will soon discover that the Sun always rose in the East! It is totally still. It is the Earth that rotates; and since the Earth rotates in Easterly direction, the Sun appears to rise in the East.
Of course, the NI and NOCs discover the fact of Sun always rising in the East, but, their out-of-the-box thinking would have earned them many awards and honours that the OGs could have only dreamt about since they were so resistant-to-change.
Life goes on until the NI and NOCs become OGs and a new NI comes with another bright idea.
