The toxic power of THEY: How conspiracy theories thwart progress

We tend to think that change is hard. I wrote about that common misconception elsewhere before. But one thing stands in the way of even beginning to think about change and transformation: Conspiracy theories. In fact, in organizations and collaborative work, conspiracy theories abound.?Here, as well as in our societies, conspiracy theories stifle progress on every level, every day, every hour, every minute.

If you think you are exempt from having promoted such myths, I need to warn you: You are not. We all have promoted pitiful conspiracy theories, at some point, one way or another – myself included. If you do not believe me, here are a few examples of common conspiracy theories from the realm of work and organizations that you might recognize.

• They?(up there) don't want that
• Our?managers?don't care about anything, really
• But our executives are happy with things the way they are
• Leaders?have zero interest in progress
• They?are very selfish, you know?
• They profit from the status quo/defend the status quo
• They have no motive to change
• Our?people?resist change
• (Most)?Employees?are afraid of change
• That requires courage (which they lack)
• They are not ready yet
• They?don't want to let go of the power they have
• They?cling to authority
• They don't want to get out of their comfort zones
• I get it. But my?colleagues/bosses?don't
• Banks/Owners/Authorities?don't allow that
• I would, but?regulations
• In our industry, that's impossible. Compliance, you know?

All these claims have something in common: None of them holds up to closer observation, or to logical questioning. They are just myths, prejudices, blaming, or, well, popular work-related conspiracy theories about other people, groups or institutions.

Let's take a closer look at one example:

"They just have no motive to change."

This is usually directed at managers, executives, "leaders" or owners. It is often connected with at least one other prejudice about personal, or group interests, like "We are making a profit, so they are happy." Upon closer observation, the claim does not hold up, though: One quickly notices that all stakeholders have several, or many interests and (legitimate) expectations. Not just one, such as income or profit. Sure, one motive of a person or group might be satisfied, at a given point of time. But other expectations are likely not being fully satisfied. In the case of managers or executives, this might be "personal work load", "personal learning", "personal work satisfaction", "interest in innovation", "interest in overall organizational progress and health", or "caring for others at work", for example. Also: Who says that other stakeholders ("they") have no interest in the "greater good", such as societal advancement, democracy fairness, or sustainability?

You may say that conspiracy theories such as the ones listed above are funny. And they are, up to a point! But conspiracy theories are not just funny nonsense: Blaming, myths?and prejudices like the above make progress hard, or near-impossible.

And I naturally assume you care about that.

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About Niels Pflaeging.?Niels is founder of the?BetaCodex Network and co-founder of?Red42. Niels is the?author of eleven books, three of which are available in English: The best-seller?Organize for Complexity (2014), the?OpenSpace Beta handbook (2018) and?Essays on Beta, Vol. 1?(2020). Together with?Silke Hermann, Niels is the creator of organizational approaches such as?Org Physics and Change-as-Flipping, and of the social technologies?OpenSpace Beta,?Cell Structure Design and?Relative Targets. Niels is also co-founder of the startup qomenius. As an advisor, speaker and author, Niels has earned a reputation as a highly progressive business thinker and innovator. You can reach him through [email protected]. Niels will usually also respond to your comments here.