Management that Changes Perspectives, Fields of View, and Viewpoints - Reframing #109
People unconsciously perceive things within some kind of "frame."
And "reframing" is a technique for identifying the essence of things while intentionally switching those frames.
In the world of management, there is a concept used as a metaphor to explain this reframing in an easy-to-understand way:
The insect's eye, the bird's eye, the fish's eye, and the bat's eyeThese are the concepts.
Each "eye" is not merely a difference in perspective, but an important layer of thinking that influences the quality of decision-making and organizational management.
One must never judge superiority or inferiority through the colored glasses of preconceptions or assumptions.
■ The Insect's Eye: Entering the field and grasping reality
Because insects are at a low viewpoint close to the ground, they can observe details minutely.
This perspective corresponds to the so-called "Three Actuals" principle (Genba, Genbutsu, Genjitsu).
• Actual site (Genba)
• Actual thing (Genbutsu)
• Actual situation (Genjitsu)
Rather than armchair theories, one should actually touch the site and the objects, and make judgments based on facts.
This is the starting point for problem-solving.
In other words, the insect's eye can be said to be a perspective that is subjective yet closest to reality.
The Bird's Eye: Surveying the whole and considering the optimum
On the other hand, birds can fly high in the sky and look over a wide area.
The optimal solution at the site is not necessarily the optimum for the entire organization.
This is because the accumulation of partial optimizations can sometimes create overall inefficiency.
The bird's eye is a field of view that surveys the entire organization and objectively derives the optimal solution.
It does not deny the insect's eye,
but rather, the accuracy of decision-making is enhanced by moving back and forth between the two.
This back-and-forth is what is known as "meta-thinking."
The Fish's Eye: Reading the flow and seeing through to the future
Fish swim while feeling the "flow" in the water.
This sensation is what the fish's eye indicates.
The modern era is said to be an "age where the future cannot be read."
However, that does not mean there is "no need to read it."
Rather, what is important is the power to grasp the flow of change and connect it to decision-making.
The fish's eye includes the following powers:
• Power of observation
• Power of insight
• Power of consideration
• Power to sense signs
By grasping things in chronological order, the possibility that "today's failure will lead to tomorrow's success" also becomes visible.
This is an indispensable viewpoint in management.
The Bat's Eye: Doubting common sense and reversing values
Bats hang upside down.
This characteristic is what the bat's eye symbolizes.
In other words, it is a perspective that views things by reversing common sense.
It involves doubting the premises that have been taken for granted until now and discovering new values or issues.
It is, so to speak, a viewpoint that becomes the starting point for innovation.
Standing on the premise that "there is not just one correct answer," a stance of constantly shaking up one's perspective is required.
Perspectives are not in conflict, but in a complementary relationship
These four eyes each face different directions.
At times, they may seem to not mesh with each other.
However, in an organization, all of them are indispensable.
What is important is
not to be biased toward any one of them, but to use them properly according to the situation.
The "eyes" required change depending on the organization and role
In traditional Japanese-style employment, based on the idea of "the right person in the right place," roles change according to experience.
The perspectives required within that also change.
• Staff: Insect's eye
• Manager: Insect's eye + Bird's eye
• Executive: Insect, bird, and fish eyes
First, thoroughly train the "insect's eye" in the field.
On top of that, acquire the "bird's eye" to see the entire organization.
And finally, the "fish's eye" to see through to the future is required.
Especially for executives, the fish's eye is essential.
Being chased by daily tasks and losing this perspective can be fatal.
That is precisely why delegating authority to entrust other perspectives is also important.
How to share the "scenery seen by the executive"
In organizational management, "cascade down" (hierarchical deployment of goals) is emphasized.
However, in reality, there are many parts of the higher-level perspective that cannot be seen unless one is in that position.
In other words, there is scenery that only the executive can see.
The problem is how to share that scenery.
Based on the premise of the difference in what is visible, how much should be verbalized and how much should be delegated?
Herein lies the essence of organizational development.
Having perspectives is about expanding possibilities
The insect's eye, the bird's eye, the fish's eye, and the bat's eye.
Each is not merely a metaphor, but a drawer of thinking and a tool to enhance the quality of decision-making.
Regardless of one's position, rather than sticking to a single perspective, one should keep asking questions.
• From which perspective am I looking now?
• How would it look from another perspective?
I believe that continuing to hold these questions leads to individual growth and organizational evolution.