Synthesize, don’t harmonize.

It goes by many names–the false dichotomy, the either/or when you should be thinking both/and, first things and second things. We have a mental weakness–we’re fine with exposure to various ideas, but we want them to combine into perfectly harmonized chords.

Perhaps we should be trying to synthesize ideas rather than to harmonize them. To synthesize literally means to put together; we’ve added a connotation of putting things together in a way that makes sense. To harmonize ideas is to make them fit together. The problem is, ideas aren’t always mutually consistent in themselves; they may each be true within specific contexts or in specific ways. Sometimes, we simply need to hold several mutually inconsistent ideas. Don’t force them to premature consistency; don’t stop asking why they seem both true and inconsistent, or on what underlying framework they both might fit.

When two ideas are in conflict, consider that the “opponents” may actually be on the same team, but playing by rules you don’t yet know. You have a deep framework, a network of ideas that makes up who you are. Some ideas are easily wired into the structure; others require a lot of reorganization. As your framework gets more complex, you gain in ability to process ideas. Apparent conflicts are a gift, forcing you to increase your mental abilities in order to handle them. Embrace this chance to grow.

Immunity to Change

…fully titled Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization, by Robert Kegan and Lisa Laskow Lahey.

Immunity to Change is like many of the “personal growth” books I’ve read: the big ideas of the book make it worth sorting through the fluff. Like a number of books of this kind, it spends a lot of time telling you about why the ideas are worthwhile. But, the many stories and examples do help to bridge from “head” to “heart”.

The big ideas of Immunity to Change are:

  • We have the ability to grow, increasing our ability to process complex situations, throughout our lives.
  • Our environment brings an increasing need to deal with complexity. The book looks at three levels of complexity, and intends to move its users to higher levels on the spectrum. The first is the socialized mind, who relies on others for direction. Next is the self-authoring mind, an independent person who  has a vision in mind, holds himself accountable to it, and recruits others to it. Finally comes the self-transforming mind, who uses the tools of the self-authoring mind but seeks to continually learn. He can hold competing ideas in his mind, and is aware that efficiently achieving the wrong vision is of no value. He learns from others, and is interdependent with them. He is able to look at some of the mindsets that he could previously only look through.
  • Some problems can’t be solved by technical learning, but must be approached adaptively. Most of us know how to lose weight (the technical solution): eat fewer calories and burn more of them. Many of us, though, need to adapt–to change who we are and how we think–in order to actually lose weight. We need different tools for adaptive solutions than for technical ones.
  • Most problems requiring adaptive solutions come from a mental “immune system”, which is protecting hidden goals. For example, you might sincerely want to lose weight, but your eating habits reflect that you just as sincerely want not to be perceived–by others or yourself–as “a health nut”.  Those commitments in turn are driven by assumptions, which you can test–and in so doing, possibly change the way you look at the world.
  • Part of the book’s value is in the processes it lays out–processes for engaging in adaptive change. It’s easy to say “yeah, I need to change the way I think about this”, but it’s hard to actually make such a change. Immunity to Change lays out a process for figuring out what your “competing commitments” and the assumptions beneath them are, and then for figuring out whether they’re valid.
  • Both individuals and groups can have “immunities to change”. The processes for figuring out immunities are similar, but looking at group immunities and assumptions does need its own process–which the authors describe separately.
Overall, I do recommend this book. It feels like it could be trimmed down quite a bit, but its core ideas of “immunity to change” and of developing mental complexity make it worth reading. The concrete steps for figuring out your own or your organization’s immunities to change, how they may be harming you, and how to change them if they are are invaluable. The book’s premises echo the ideas in Carol Dweck’s Mindset, and you’d likely find synergy in reading the two together. I also found A Sense of Urgency, by John Kotter, to be a synergistic read with this book (with a similar blend of “fluff” and substance). I hope to write about both books in the next while.
This post exceeds Godin’s minimal “paragraph a day” for the last few days. I really do want to write sustainably, so I’ll try to pace myself–i.e., it may be a few days before the next post.