“So, what gives?” Jamie asked. “Our company spends a lot of its resources on training, planning, development programs. Why do they always seem to run out of gas? You suggest we are missing something on the back end.”
“When I look at behavior, I think we, as managers, truly miss the boat. We are always looking at the front end of the behavior instead of the back end. And the back end, the consequences of behavior, are much more powerful drivers than the front end.”
“I am not sure what you mean,” Jamie responded.
“Jamie, you have a teenager at home, right?”
“Oh, yeah, somewhere in his room, beneath the glow of some Realm vs Realm computer game, I think there is a teenager in there somewhere.”
“Tell me, how complicated is that video game?”
“Oh, boy, I can’t make heads or tails of it. When I look at that screen, there is so much stuff going on, including multiple chat channels, voice over the Internet, status panels, swords, animals, shields, walking, running, flying, transporting, vaporizing.”
“So, to learn how to play that game, you must have sent your son to an expensive training class?” I asked.
Jamie started to laugh. “Are you kidding? He just sat in there for hours and hours, without eating or sleeping. I don’t know how he learned it, but it wasn’t from a training class.”
“You mean, you didn’t encourage him. You didn’t bring in a motivational speaker. You didn’t make him practice?”
“No way, quite the opposite. We discourage him from playing the game, sometimes we even ground him from playing.”
“So, let me get this straight,” I began, “your son has learned to play a computer game at an extremely high level of competence, without going to a single training program. Sometimes he skips meals and sleep to continue playing this game. He does it in spite of his manager’s (mom’s) discouragement. Everything that has been done, up front, violates everything we know about competence and mastery. So, what’s happening?”
At this moment, I am likely in the air between Vienna, Austria and Shanghai, China. Presenting to two groups of managers on Levels of Work.