There is a parable told regarding organizational knowledge and curiosity. It is referred to as "the five monkeys." I have heard it various ways over the years, and have incorporated its lessons into many presentations delivered in my travels. Scott Adams vaguely pulled the idea into a Dilbert strip once; vaguely because making the parable sensical in full, in three frames, would be tough. Despite that, in his classic manner, the strip does a great job communicating the spirit.
The essential element of the story is that everyone is prone to becoming used to the way things are. We all have some degree of affinity for sameness and habit. We fall into them throughout our lives, from the direction we walk while mowing the grass to the restaurants we visit (well, used to visit perhaps, thanks to COVID), and more. We are creatures of habit. HealthLine reports that for most of us, it takes about ten weeks to form a habit. In that vein, we would require the same time to "break" a habit (thus forming a new habit). That is the challenge of the New Year resolutions, getting through those ten weeks.
We would do well to periodically challenge our habits. See New Year Resolutions 2021 (January 2021). But, that is not easy, comfortable, or fun. So, we retreat time and again to the comfort of our old habits and routines. This is true in our physicality also. We might not move the way we should persistently. Then one day we are tasked to do so and we "feel it" the next day. That activity has gotten us out of our habit, our "comfort zone." But, that activity helps us by hurting us. We tear some tissue, our body responds, and we build some new muscle, new capability. We stretch, we grow, and it is good for us.
An upshot of the "Five Monkeys" is the old saying we encounter time and again in business: "We've always done it that way." For the sake of argument, let's assume that there could be a grain of value in that justification (there isn't, but let's assume there is). Even if you conclude that there is some justification, that does not mean that there is no value in challenging the status quo. Perhaps the point of the challenge is not some drive to change. Maybe the value is in striving to explain the habit. That is, "why have you done it that way?" If you cannot explain it, that might mean something.
Back in college, I learned that interactions with other people can be difficult. This was particularly noticeable when the other people were new acquaintances, and even more so if the setting involved someone new of the opposite gender. We all learned in such interactions that people are usually more adept at discussing things with which they are comfortable. Thus, conversations in those settings may trend to the familiar: "What's your favorite _________," "Where did you grow up," "What's your favorite class," etc. Getting the other person to carry the conversation is perhaps not really so difficult. If you want to put someone at ease, engage them with general, not-too-personal, questions about themselves. This works. The best salespeople I know are natural at this (natural through lots of hard work and practice, trust me).
Also back in college, I learned that getting someone sharing and espousing is only half the battle. For the conversation to be meaningful there has to also be an active listener. That is a critical skill. It has been said that "just because you are hearing does not mean you are listening." Thus, step one is to get someone sharing and step two is to focus on attentive listening. This means more than paying attention. It means (examples only) also "appearing" attentive, being responsive, jotting notes if appropriate, and engaging in follow-up questions to provide clarity and feedback. Your engagement should demonstrate comprehension, commitment, and investment.
Today, the opportunities for some of these conversations are impaired by the current state of travel bans/restrictions, barely interactive video meetings, and similar complications. But, as the world (the "community") of workers' compensation returns to travel there will be face-to-face opportunities again. These can be an ideal opportunity to avoid the "way we always have" habit. Engage new people, and ask them how they add value to the workers' compensation community. Strive to explain to them how you do the same. Ask and encourage questions, follow-up, and discussion.
Look for value in the questions and curiosity of others. If they are not perceiving the value you purport, or are asking questions that you are struggling to answer, then perhaps that should drive you to internally and critically consider your process, product, or service. If they do not understand why you do things as you do, ask yourself whether you can justify your efforts in a critical and objective manner. If you cannot, and the only excuse is "that's the way we've always done it," then perhaps it is time for a rethink, a re-work, a new habit. Do not find fault with yourself in these reflections. You are normal, engaged in the human experience. The point is to have the reflections and to grow from them.
The fact is, we are all capable of change. We are all subject to falling into a rut. It is up to us to strive against that, to improve, and to grow.
