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Getting the Banana Against the Odds

August 23, 2016 By Ira Chaleff

by Marsha Hughes-Rease

Although this experiment is attributed to Harry Harlow, a social psychologist, it is impossible to find the original research. But, since I am into metaphorical thinking, it suits my needs to explain what is often seen in organizations when the question is asked “why are you doing this?”

In the alleged research study, five monkeys were placed in a cage with stairs leading to a ripe banana. One monkey climbs the stairs to retrieve the banana, but hidden at the top of the stairs was a water spray which showered water over the monkey. So it abandoned the attempt. Another monkey tried; it too was sprayed with water. Each monkey in turn tried, but each was doused and eventually gave up. The researchers turned off the water spray and removed one monkey from the cage, replacing it with a new one. The new monkey saw the banana and immediately tried to climb the stairs. However, to its horror, the other monkeys leapt up and stopped it.

Over time the researchers removed and replaced all the original monkeys. However, every time a newcomer approached the ladder, the other monkeys stopped it from climbing up. None of the remaining monkeys had ever been sprayed, but still no monkey approached the ladder to reach the bananas. As far as they knew, that was the way it had always been done, and so the habit was formed.

Of course, humans are so much more complex than our distant cousin but our behavior is sometimes predictable when it comes to problem solving. And why is this. It is partially related to the influence of group culture. Edgar Schein, a renowned social scientist, offers a formal definition of group culture as “a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” In subgroups in organizations, the shared assumptions may be questioned by newcomers as they are trying to “get the banana”. However, because the old members in the group may not even remember why they are doing what they do, their response may be like the monkeys…they chastise the new member. After a while, the new member forms the same habits as the other group members and the status quo is preserved.

Preservation of the status quo is fine unless it interferes with how adaptive the group is. If the same group of people always sit together in the cafeteria, no big deal! On the other hand, if this group fails to examine its own norm of denying group members the opportunity to share different perspectives or views during problem solving, this may be reinforcing a status quo that is not benefitting the group members or the organization. It is a lost opportunity for exploring new possibilities, learning, and innovative thinking.

The surfacing and examination of assumptions supporting unacceptable behavior related to cultural conditioning is not for the weak or uncourageous. It requires the a little preparation including asking yourself some hard questions like:

  • What difference will it make if I do challenge the status quo?
  • What are my intentions for challenging the status quo?
  • What outcomes do I expect?
  • What capabilities do I need to challenge the status quo?
  • Am I willing to change my behaviors if I expect a change to occur?

The monkey and banana story is certainly a simplistic way of looking at rather complex human behaviors but it’s a great story to remember whenever you find yourself asking “why are we doing this?” and the response is something like “we have always done it like this!” Just because you have always done it a certain way does not mean that it cannot be changed. You just have to acknowledge how much you want the banana and what are you willing to risk to get it.

Filed Under: Articles, Marsha Hughes-Rease, Personal Growth

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Marsha Hughes-Rease - Senior Associate

After fifteen years of coaching and consulting experience and over twenty five years of leadership experience at different organizational levels, Marsha Hughes-Rease partners with senior leaders and managers to address what she calls “swamp issues”, those really messy and complex challenges that can greatly diminish productivity, stakeholder satisfaction, financial performance and personal effectiveness in any organization.

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Ira Chaleff - President

Ira Chaleff is the founder and president of Executive Coaching & Consulting Associates. He has been named one of the top 100 leadership thinkers by Executive Excellence Magazine. He practices the high-stakes art of helping talented people prepare for and succeed in senior level roles. Whether working in the public sector with Senior Executive Service leaders or in the private sector with CEOs and leadership teams, he brings clarity to core success issues, and provides savvy and supportive guidance in tackling them.

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Beverly Jones - Senior Associate

Beverly Jones helps executives bring new productivity to their organizations, and works with professionals to restructure and re-energize their work lives. Throughout her varied career, Bev has engaged in leadership and change management activities, and today she coaches accomplished professionals and executives who want to become more effective. Bev’s current and recent coaching clients include attorneys, other professionals and small business owners, and also executives with university systems, with a national laboratory, and with a major brokerage firm.

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Mandeep Singh - Senior Associate

Mandeep partners with leaders who want to bring their own vision and passions into service for the world. This necessarily means deep inner work – increasing self-awareness and personal mastery, taking ownership and accountability, and expanding the ability to influence people and networks from within the system. While this may sound like hard work, in practice it tends to be completely natural, energizing, satisfying and fun. “Serious” and “impactful” are not correlated. Mandeep’s natural style is gentle, and his clients and he tend to forge long term, easy, trusted partnerships.

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Rosa Maria Barreiro - Strategic Management & Human Resources Consultant

Rosa María Barreiro is an innovative leader, business strategist and change agent with an extensive background and success in global operating environments throughout the USA and Europe, Latin America and the Caribbean. Rosa María has repeatedly been recruited to design and execute change management, employee engagement, leadership development and performance improvement initiatives for a wide variety of organizations and companies.

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Kari Uman - Senior Associate

Kari Uman, Senior Associate of Executive Coaching & Consulting Associates in Fairfax, VA, has more than twenty-five years’ experience as a coach, consultant, and trainer. Her particular experience and interest in gender issues, and their impact on relationships and performance, enables her to help individuals change behaviors that are undermining their best efforts.

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David Grau - Senior Associate

David Grau is an executive and leadership coach in Bethesda, MD, with an in-depth consulting background in organization development and change management. He has over 17 years of coaching and consulting experience in the corporate, government, and non-profit sectors. He has particular abilities in assisting executives in identifying and making maximum and appropriate use of their strengths and identifying their opportunities for increased effectiveness as a leader.

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Emily Barnes - Senior Associate

To organizations and individuals adjusting to recent, current or anticipated change, Emily Barnes brings the strategic focus and competencies gained during fifteen years of diverse experience with various leadership, relationship, performance and communication challenges. A consultant and strategy coach, Ms. Barnes helps clients create and implement new success strategies.

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