EVERYWHERE we go, we encounter big and small problems. If they're big issues that we can't control, we let the problem solve itself. Or, sometimes with the help of people with enough capacity in both physical or mental resources. For example, if we don't want the kind of government leaders we have, what can we do?
The best thing is to like and share the posts of print and social media influencers against politicians and government bureaucrats who keep on bungling themselves. If not, we simply ignore them until the right time comes. The truth of the matter is we can't allow them to perpetuate. We need the anti-dynasty law, among other things to solve all this problem.
Another issue is the low aptitude of Filipino students in science, math, and reading, according to the Program for International Student Assessment that evaluated 81 countries in 2022. These are macro issues that ordinary people like us can't solve within our modest means except to do it in our own small way by teaching our grandchildren.
There are a lot more national problems facing us. We call it the elephant representing a complex web of major issues that deter us, even by thinking about it. So, let's leave all those government issues to the experts.
I'm using the elephant as a metaphor to represent the complexity and magnitude of a problem. It's a symbol for anything that discourages people and organizations to manage. South African Anglican bishop and theologian Desmond Tutu, when asked about the meaning of eating an elephant, he wisely replied: One bite at a time.
Every complex issue can be subdivided into small pieces so that they can be distributed individually to people who can easily solve them one bite at a time. What Tutu meant was everything in life that appears overwhelming and even impossible to do can be solved by gradually taking them little by little with the help of an army of problem-solvers.
Zebra effect
Since 1993, I've been telling people that the simple and practical approach in problem-solving is by using kaizen and lean thinking. About 90 percent agree that kaizen (for the Japanese) and lean (for Westerners), without not much difference, are the twin resources on problem-solving and decision-making.
This is unlike the over-hyped Six Sigma that relies much on statistics.
I've tested it in more than 200 companies that patronized my workshops. I've proven it hundreds of times with actual facts and figures but somehow, along the way, some of my learners fall by the wayside due to changes in their job priorities, precipitated by the change of top management, restructuring, and policy directions.
This is the Zebra Effect. When being hunted down by lions, zebras rely much on their stripes to confuse their predators. Zebras do this by running closely in herds so that their stripes in motion continue to obscure the view of their hunters. Aside from distracting the enemy, we humans can learn from zebras when we run as a team to protect one another.
As one common denominator, I was told by my clients that even after understanding their clear directions for using kaizen and lean, organizations may soon become confused by the complexities they are facing brought about by many changes.
Mutualistic
The Zebra Effect is the phenomenon that continues to distract organizations. Many of my clients can attest to this. After being energized with only several exclusive workshops, their teams start creating new projects until a disruptor or a team of disruptors come along.
These disruptors would often tell them in so many words to ditch kaizen and lean in favor of new priority directions.
In conclusion, we must be conscious of elephants and zebras in our midst when they continue obstructing our view of many problems around us. Let's learn from their mutualistic relationship as both animals benefit from each other by helping detect their predators.
Therefore, always consider partnership with other people regardless of their individual capacity to share in problem-solving. Success often comes through mutualistic relationships but only if you're ready to give more than you're taking. In due time, your brain will do everything, no matter how risky the situation is.
That's because you can also use the zebra's effect to counteract the bigness of elephants.
Rey Elbo is a business consultant specializing on human resources and total quality management. Contact him on Facebook, LinkedIn, X or email elbonomics@gmail.com or via https://reyelbo.com
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