When we encounter a change, we first perceive ourselves in a changed situation. So, our perception of the changed situation actually precedes the actual change and shapes our response.
In the same context, I read two quotes by Luc de Brabandere. The first quote comes from Forbes India article by NS Ramnath about N. R. Narayana Murthy being re-instated as Infosys Executive Chairman, where he quotes Luc:
“We believe that to really make change happen, changing the reality is of course necessary – this involves developing novel ideas for change, and the implementation of those ideas via project management and measurement, templates and the like. But changing reality is not sufficient – we must also change peoples’ perceptions .
This happens on much more of an individual basis; each stakeholder’s needs and biases must be taken into account. This can only be done through careful preparation and communication. So to really make change happen, we must change twice – reality and perception.”
Second quote comes from Luc’s 2011 interview with Boston Consulting Group, where he shares story of how Philips, a traditional electronics company, executed “new box” thinking to realize a new world of possibilities. He concludes the interview with this thought:
That’s why I have completely changed my mind about brainstorming. I don’t think a successful brainstorm is a meeting at which a new concept suddenly arises. Rather, a successful brainstorm is a meeting at which an existing concept suddenly makes a lot of sense to a lot of people.
This really boils down to what Peter Senge defines as a mental model – our thought process about how something works in real world. When we change our perceptions, we may end up realizing that most of the constraints that we see may not be existent in the real world, except in our minds.