Paradigms & Power

(Exploring the “Disease of Certainty”)

Like fish in water, it’s easy to lose track of the fact that we are constantly operating within paradigms. Growing more conscious of what paradigms are helps us leverage the upsides and minimize the downsides of this fact. To briefly review what we’ve been exploring about paradigms so far through Joel Barker’s book, Paradigms: The Business of Discovering the Future:

• Paradigms (1) define boundaries, and (2) tell us how to behave in order to successfully solve problems within a defined boundary. A paradigm, in a sense, tells you that there is a game, what the game is, and how to play it successfully.
• Paradigm Shifts can be understood as “a change to a new game, a new set of rules.”

But what happens if we are unwilling to change to a new game? What if succumb to “the disease of certainty,” digging our heels in and insisting our way of doing things is THE way of doing things?

Paradigm Calcification (“Paradigm Paralysis”)

Joel Barker created a term for this phenomenon: “Paradigm Paralysis.” (Note: To me, this term reflects an earlier context. Given our increasing consciousness around language and ableism, I’m offering “Paradigm Calcification” as an alternative term for the same concept. However, when quoting Joel Barker, I will use his term. I welcome reader’s feedback on this topic and how to compassionately navigate it.)

Joel Barker describes Paradigm Paralysis/Calcification as “a terminal disease of certainty” and warns “more than a few organizations, which were dominant in their prime, have succumbed and died of it.”

Paradigm Calcification and Power

Barker explains that this “hardening of the categories” occurs from a situation of power.

“We all have our paradigms, but, when one is successful and in power, there is a temptation to take our paradigm and convert it into THE paradigm. After all, isn’t it what made us successful? Once we have THE paradigm in place, then any suggested alternative has to be wrong. This problem can occur at all levels, in all organizations, and will, in the long run, throttle new ideas.” ~Joel Barker, Paradigms: The Business of Discovering the Future

A well-known example of this is Kodak and how they responded when the concept of digital photography first emerged.

Paradigm Calcification and VUCA

The condition of Paradigm Calcification grows increasingly harmful in turbulent times. In more stable times when change is slow to occur, a set of rules can endure for longer, BUT!!!…

“…in turbulent times, to have THE right way to do things and no ability to explore alternatives is extremely dangerous. What was right six months ago could become wrong because of a major, rapid change in the environment.” ~Joel Barker, Paradigms: The Business of Discovering the Future

Today, as we experience exponential change and uncertainty abounds, clinging to what we think we know is understandable, but it is one of the most dangerous moves an organization or individual can make. Success requires us to resist the urge to get rigid and harden our categories, and instead surrender to not knowing. (Chris Corrigan speaks to this leadership capacity in this 3 min clip, “Leading in Complexity and Uncertainty.”)

So what is the antidote to Paradigm Calcification? “Paradigm Pliancy” (which we‘ll explore in the next post).

Key Takeaways

• Paradigms (1) define boundaries, and (2) tell us how to behave in order to successfully solve problems within a defined boundary. A paradigm, in a sense, tells you that there is a game, what the game is, and how to play it successfully.
• Paradigm Shifts can be understood as “a change to a new game, a new set of rules.”
• Paradigm Paralysis/Calcification as “a terminal disease of certainty, and easy condition to get and is often fatal.”
• Success and power predispose us to Paradigm Calcification, luring us into thinking our way of doing things is THE way to do things.
• Thinking we have THE right way to do things and no ability to explore alternatives is always dangerous, but increasingly so in times of turbulence.
• In exponential change, success requires us to resist the urge to get rigid and harden our categories, and instead surrender to not knowing.