Lesson No. 18 - Thinking with a ראש גדול (Rosh Gadol, Hebrew for big head)

There is a great concept in Hebrew of "small head" (ראש קטן) and "big head" (ראש גדול). (I went into that to some extent in Lesson No. 4 - Better wise than a wiseguy), but I'd like to revisit today.

The idea is that when you have a Rosh Katan, you don't look at the larger picture. I've come across the concept most often in workplaces, and it kills me. It's like people who should be thinking of the impact their actions or lack of actions have on the company instead focus on the impact on themselves or their department. But sometimes departments need to cooperate and work together to accomplish something more. Sadly, many companies don't facilitate the cross-communication that is required, instead even encouraging the continuation of fiefdoms...

Another way Rosh Katan continues to fester is when upper management doesn't invite suggestions from either those "down in the trenches" or from the clients. I once worked at a magazine which had the editor, publisher and marketing manager (me) meeting weekly...but they didn't include the receptionist -- the person who spoke with every subscriber who called. She heard their complaints and their thoughts, and she represented the magazine to them. Considering that more and more weren't renewing their subscriptions at the time, I thought it great folly. By including her in the weekly meetings, she felt more useful to the organization as a whole. And when people feel their input is welcome, they are more likely to think, to suggest, to improve...and to have increased morale, which in turn, increases productivity.

But when you have people in upper management who don't put out a welcome mat or a suggestion box, they can't even know what they're missing. People in different departments, from customer service to manufacturing to graphic design, often see first-hand how something can be done better or more efficiently, what works and what doesn't work, how to save money, etc., but if their input isn't asked for, it often won't come. I've worked for managers who have listened to my suggestions and agreed with them, but were not willing to take it further up, either out of what they saw as a corporate culture of departments not working with each other, or because they didn't want to rock the boat with those further up the line.

Now, to be fair, it's not always that input from the masses isn't wanted...it's may be that it just never occurred to upper management that others may have something to contribute to the discussion. This, of course, is aggravated when egos, territoriality and bonuses are on the line. And it's a pity, because this Rosh Katan squashes those who do have Rosh Gadol, with initiative and desire to help out the organization as a whole. There's no way around it -- it must be demoralizing to come to work day after day, knowing that something could be done in a better way, and not having the opportunity to do anything about it.