Theory of knowledge, or how we understand what we know, is often seen as a complex and abstract concept. Many struggle to grasp its significance. However, this theory is a cornerstone, deeply influencing and interacting with other vital components of the Deming management system, including psychology, understanding variation, and systems thinking.
Our pre-existing beliefs significantly shape our psychology. Confirmation bias, a common psychological phenomenon, reinforces these beliefs, often leading us to interpret new information in a way that confirms what we already think we know. This can cause us to operate on autopilot, rarely questioning our deeply held assumptions.
A compelling analogy to illustrate this process is learning to ride a bike. We internalize the experience, mastering the skill seemingly effortlessly. We believe we’ve acquired knowledge applicable to all bikes.
We assume this learned skill is readily transferable to any bicycle. Yet, what we’ve truly developed is a skill, an intuitive ability, rather than explicit knowledge. We can perform the action of riding, often without fully understanding the mechanics behind it.
Consider how challenging it is to unlearn ingrained habits and adopt new ones. This video vividly demonstrates this struggle. As you watch, reflect on management concepts that managers find equally difficult to abandon, feeling as disoriented as the person trying to ride this unusual bike.
The bicycle appears normal, but its reversed steering mechanism makes it react counterintuitively to the rider’s actions. This seemingly minor change in the system’s response creates a significant challenge, causing discomfort and confusion as the rider attempts to adapt to this unfamiliar system.
Person struggling to ride a reversed steering bicycle, illustrating the difficulty of changing ingrained habits when learning new skills.
In the realm of management, the difficulties in adopting new concepts are not always as visually apparent. However, this video serves as a powerful visualization of the challenges managers face when asked to embrace different perspectives within their organizations. For example, struggling to see the organization as an interconnected system, questioning the effectiveness of sales target bonuses, recognizing the flaws in performance appraisals, or understanding that outcomes reflect system variation rather than individual failings.
If these managerial struggles were as plain as the cyclist’s visible disorientation, it would underscore the profound difficulty of adopting a new operational philosophy. Furthermore, the moment of genuine understanding, the “aha” moment, would also be easily identifiable, marked by a smooth, effortless ride. Unfortunately, in management, such clarity is often elusive.
Interestingly, once the brain adapts to the new paradigm, transformation occurs rapidly. It’s a genuine shift. The arduous journey to reach this transformative point is often lengthy and frustrating. However, the common experience of a sudden “click,” where everything becomes clear, mirrors the video’s depiction. Yet, similar to the bike example, and likely in management, this newfound understanding can be fragile. Distractions can easily revert one back to old patterns of thought and action.
Another parallel arises: despite knowing old instincts are counterproductive on the reversed steering bike, resisting them proves incredibly difficult. The brain defaults to established “knowledge” of how to react – for instance, counter-steering when the bike leans right – even with conscious reminders to abandon old reflexes. The brain’s automatic responses override conscious directives, leading to undesirable outcomes.
Related: Theory of Knowledge: Can We Trust Our Memories? – Deming 101: Theory of Knowledge and the PDSA Improvement and Learning Cycle – Experience Teaches Nothing Without Theory – We are Being Ruined by the Best Efforts of People Who are Doing the Wrong Thing
