Understanding Ignorance Loops Through Examples

Eric Douglas’ Leading at Light Speed is an essential leadership book that outlines 10 Quantum Leaps to ignite innovation, foster trust, and construct a highly productive company.

The following article is about Ignorance Loops as described on pages 123-126 in Chapter 5 of Leading at Light Speed.

Here’s an example of an Ignorance Loop. There were three co-owners of an office supply company that wished to cultivate a cohesive, family-like philosophy within their organization. To make this happen, they appointed a consultant who suggested they create four different content teams in marketing, human resources, merchandising, and sales.

These teams met monthly. When the marketing department envisioned the production of a new brochure, the marketing team needed to come to a consensus about the brochure prior to printing. When merchandising wanted to add a new product, the merchandising team had to reach consensus. When the human resources department was interested in implementing a mentoring program, it was the human resources team that was enlisted to create the program. The employees appeared excited to be included. The organizations’ owners were enthusiastic that they had constructed such a strong, family-like environment.

Then a competitor moved in. The company lost three customers, then four, then five. The teams were created by organization’s owners. What to do? “Run it through the marketing team,” someone suggested. However, the marketing team was at a loss as to how to proceed. The owners huddled. They were also at a loss as to proceed. A decision couldn’t be reached.

So they hired a new consultant. This time it was our firm. I did a situation assessment. It was immediately obvious that this was the work of a classic ignorance loop. All members assumed, “The only decisions we can make are ones that are reached by team consensus”.. If we are unable to reach an agreement, we must not be doing things correctly..”

Over a 12-month period we helped this company orchestrate a shift in its culture. We disbanded the teams, inserted new managers in major roles, and got rid of the consensus culture. In its place we began building a different kind of culture, where decisions were made by teams and individuals entrusted with responsibility. The company had a strategic plan that concentrated on its key values and the growth of its service offerings. The subsequent step was forming new learning loops and forums. Within two years, the firm was hitting new records for both revenues and profits.

As well as the staff? Organizational evaluations reported an increase in employee satisfaction once it was made clear what individuals’ duties were; and they didn’t feel as though they were spending unnecessary time in meetings!

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