You have promised your manager you would follow the rules, and you have spent time understanding your business’ processes. So when exactly is breaking those promises and disobeying the rules or disregarding those processes the intelligent thing to do? Here are a few characteristics of intelligently disobedient acts:
Intelligently disobedient acts are performed to achieve better business outcomes. If the action you are contemplating is to achieve a business outcome that you believe is necessary, but that perception is not shared by your management team, it will probably not be considered “intelligent.” In this case, the appropriate intelligently disobedient act would be to engage your management team in conversations to change their views on business success, rather than try to achieve outcomes that would not be appreciated.
Second, if your proposed action represents opposition to widely accepted norms or corporate culture, you will want to perform “homework” to validate your views. Make sure you have your facts laid out. That being said, it should be noted that we at Intelligent Disobedience Leadership also encourage ID activities based on intuition. However, you should present those ideas as having their basis on intuition and share the activities you propose to take to validate your intuitive thought.
The third guide for intelligent acts of ID is understanding the implications of:
- not engaging in an act of ID,
- discomfort that may surface in your organization should you act, and
- resistance that may surface as a result of any process or decision making you circumvent.
In short, understand any power shifts that may result from your proposed act of ID. Once you understand these implications, you can engage in stakeholder management activities to ensure your ID action will be viewed as an intelligent one.
The last type of intelligent action is one that may not be evaluated as intelligent by others. However, it may be the most significant form of intelligent disobedience. This is when an action is taken to protect your integrity or the integrity of your business. There are spectacular instances where these acts were not performed; the VW fuel emissions testing and the Wells Fargo unwanted account creation are examples. Undoubtedly, there was significant pressure to keep these activities hidden. In the end, the hardship for many people involved in these scandals was not avoided; instead it was amplified and only temporarily postponed. Confirming the intelligence of taking action to preserve one’s integrity must come from within yourself, in the confidence of knowing you preserved what is “right” from your own personal moral standpoint.
Before considering the intelligence of a potential act of ID, be aware that what constitutes an act of ID in one environment, may be commonplace in another. While bending or breaking a rule in one business to achieve a better outcome may be considered intelligent in one environment, it could flag the opposite reaction in another. For example, care should be given when considering an act of intelligent disobedience in highly regulated businesses. Discusssing your potential ID action with a trusted colleague is a great way to “test the waters” as access if your ID act is intelligent.
The Intelligent Disobedience Leadership team hope you never have to consider ID actions in the face of significant questions of integrity. However, in addition to our workshops on Intelligent Disobedience, we also coach individuals who are grappling with questions around the acts of intelligent disobedience they are considering. Often, they involve the integrity of a product or business process, rather than acts that deceive customers or artificially inflate financial statements. No matter what the circumstance, we are here to support individuals and groups who are looking to improve their performance, and the performance of their teams through the pragmatic and successful use of intelligent disobedience. Contact us at firstname.lastname@example.org.