Three Approaches To Improvement First: OUTSIDE-IN APPROACH TO IMPROVEMENT.

This is the most common way that each of us hopes change and improvement will occur.

The outside-in approach basically means that we hope circumstances and people will change to suit our needs.

It requires the least amount of work and is the least demanding on us personally.

Examples could include wishing the economy would change to suit us better.

Perhaps we wish our customers were more cooperative and that our colleagues were easier to work with.

Perhaps we would wish our spouse or children would exercise greater wisdom and judgement, Without any effort on your part.

This is the wishful thinking approach to change.

Of course, every once in a while things just work out for us—the traffic light turns green when we want.

The grocery line we are in is actually quicker.

We might have an unexpected wonderful turns of events, Or every now and then, Our children clean their rooms without being asked, Coerced, Or threatened.

Ultimately what we want is an approach that would give us the highest probably of succeeding.

This approach has the lowest probability, And I know it, But I have to try it or at least wish for it just the same.

So we try another out-side in approach.

This approach would be making a variety of changes without necessarily changing or even examining ourselves.

For example, In the home, We might try to implement a series of rules.

It may even work for a time, But eventually it gives way to other restraining forces, Such as our children figuring out how to get around the rules.

We then come up with more rules, And we realize that after a while we have so many rules we can't even remember all of them.

We can even have so many rules, That they begin to contradict each other.

Sometimes the rules turn punitive and demoralizing .

From the sociologist Emile Durkheim: When mores are sufficient laws are unnecessary. When mores are insufficient, Laws are unenforceable.

Whether the context is home, Work, Or the attitudes and social conduct of nations, More rules and laws usually result in little more than simply having more rules and laws.

In the workplace we may introduce new mission statements, New strategies, Or install high-tech systems.

We ca try reorganization, Implement new compensation system, And like at home, It works for a while, But we soon discover that it can only be sustained at a high cost.

The following appears in Robert Townsend's article Up the organization: I was to learn later in life that we tend to meet any new situation by reorganizing; And a wonderful method it can be for creating the illusion of progress while producing confusion, Inefficiency, And demoralization.

If reorganization doesn't work, Changing management is usually the next order of business, Along with sending people to leadership training.

When reorganization and management changes don't work, Usually enough time has elapsed between changing the structure and changing management that a new article comes out on reorganization under a different name, And training continues with a round of leadership musical chairs.

The appeal of the outside-in approach is the hope of improvement with the least of effort.

Juggling your three lives with this outside-in approach is hoping that those in your private or family life and public life or life in the community at large will change or improve on their own, So that you don't have to.

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