I started off a letter to the editor (for the May 31 National Post story, Winner would lose at Ottawa soccer league) with the following: “I think there is a fundamental belief in some that better rules make better situations.”
(See full published letter here, or in the print edition of Wed. June 2.)
Those running this kids’ soccer league saw the downside of a blowout game and constructed a rule to penalize a team (with a loss) if their margin of victory was greater than 5 goals. The belief, presumably, is that winning by more than 5 goals is unsporstmanlike. I think I understand the motivation, but I question the “rules-based” approach to this. If the league had a culture of sportsmanlike conduct, the rule is redundant. If the league lacks sportsmanship, rules won’t change that (e.g. if humiliating the opposition is a motivation, there are ways to do it outside of running up the score).
In my consulting work, I get to see a lot of attempts to introduce rules that make for better working situations by, for example, instilling such values as “respect” or “teamwork.” How such values play out goes straight to the corporate culture. Does “respect” mean “don’t waste each others time,” or does it mean “don’t create any tension here”? Does “teamwork” mean “willingly involve others in what you are going” or does it mean “attend the summer company BBQ”?
Part of my consulting work is helping clients realize the culture they have, and envision the culture they want. Sometimes, we find the two are surprisingly close together. Other times, there is a considerable amount of revelation about the current state, and some clear decisions for leadership in forming the desired state (e.g. what do we mean by “respect”?).
Policies can play a part of the migration to a “better situation,” but they can also be extremely counterproductive:
“I know that meeting was a waste of time, but we agreed that one of our rules was ‘no interrupting in meeting,’ right?”
Policy has a clear place. I fundamentally question its use as the primary means of shaping cultural dimensions. You can’t regulate respect in the office, or sportsmanship on the field. If either are there, everyone knows it. If these are lacking, it is important to be clear about what you have, and be smart about how you make the shift.
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