Chapter 2Intellectual buy-in
Thinking differently
I opened Leading with Lean with the metaphor of the ‘Lone Violinist’, using the story of the world-famous violinist Joshua Bell1 as an example of how even the most expert professional can be ignored if they haven’t created the context within which they can be heard. The key point to this is that it isn’t enough to know what needs to be done to make the required change in your organisation, but rather, people must be brought along and be willing to ‘pay to listen to you’.
People are most likely to favour people who conform to the perceived consensus and are more likely to hire people who they identify as being similar to them. These biases mean that in many cases ...
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