What level was Einstein imagining?

By Dave Crisp

Here’s another Marcel Proust-like “seeing the world with new eyes” example that fits leadership and HR. This came to mind when a speaker at a recent Strategic Capability Network diversity forum, Brenda Nadjiwan of Indian Affairs, opened her presentation with a quote from Einstein.

It’s one I’ve often treated with impatience, partly because it seems almost obvious (have to say, though, we miss lots of obvious things) and partly because it suggests a new struggle and gobs of time may be needed to find a brand new solution. But wait, here’s what came to mind….

The Einstein quote is well known: Problems cannot be solved by the same level of thinking that created them. But perhaps Einstein had something different in mind than the obvious meaning that you have to rise up to a higher level of thinking to solve a problem created at a lower level. What if it’s the reverse?

In management strategy, we frequently encounter the problem that the solutions we propose are “too simple.” For instance, we point to the tremendous power of simple recognition by senior managers as a powerful force for engagement and performance of staff. “Just acknowledge good work,” we say. It isn’t rocket science. All it takes is literally saying something as simple as, “wow, thanks, that was great” or “I really appreciate your taking the time to think that through, I’m not sure I could have found such a great answer.”

What stops managers from saying stuff like this and reaping the benefits of improved performance from people who will strive like mad to do even better the next time just for a few more words of praise? Can we ever get enough praise? Do we ever get enough so we don’t need more for weeks and weeks and weeks? No. Most of us can absorb that kind of comment almost daily and still crave more. We know what this feels like personally, but we somehow don’t “get it” that others who report to us respond the same way.

Managers argue employees will tire of this, take it for granted, be even more upset when they don’t get praised next time because we established a baseline. (And, oh, it’s work, it takes time, it’s hard to remember to do it — true until it becomes habit.) Many worry most of the praise would be false, provided for work that’s just a basic expectation of the employee to do a job. Well, I’ve seen tons of employees not do the basics, so it never bothered me to thank people for doing their job and doing it quite well. I never seemed to have too much trouble distinguishing something I could thank someone for and make an even bigger fuss over something truly unique. Psychology tells us repeatedly that positive reinforcement works. So why not?

Isn’t this exactly a case of a problem being solved at a different, but “lower level” of thinking — basic human needs — than the level that created it? Expecting all employees to be so “grown up” they just do their jobs because, after all, isn’t that what they’re paid for? Maybe managers are hung up looking for “higher level” solutions when “lower level” would actually work better. Maybe I’ll be accused of lowering the level in organizations or in HR, but if it works, if everyone is happy and productivity increases, why not? What do you think?

Dave Crisp is a Toronto-based consultant with a wealth of experience, including 14 years leading HR at Hudson Bay Co. where he took the 70,000-employee retailer to “best company to work for” status. For more information, visit www.crispstrategies.com.