Tradition is defined in the Encarta Dictionary as a long-established action or pattern of behavior in a community or group of people, often one that has been handed down from generation to generation. Note that in this definition there is no determination that the actions or pattern of behaviors are the correct or optimal actions or pattern of behaviors.
Truth is defined by the same source as something factual, something that corresponds to fact or reality. When you think about day-to-day activities and the results that are being achieved, consider whether the gap between current and optimal performance is due to tradition or truth.
An example of a traditional belief is that reactive maintenance is the only way to deal with chaos in the volume and type of maintenance work that seems to be insurmountable. Reactive maintenance, in truth, can and has often been overcome through a combination of communication, education, improved process design, improved CMMS data structures, accountability, and performance measures. There are hundreds or thousands of examples of organizations that have made this transition. In making the transition away from reactive maintenance to control and stability of maintenance management practices, tremendous business results have been realized.
Oftentimes organizations do things because of tradition, not because of truth . The truth of the matter is that stepping back and removing yourself from the traditional frame of reference opens your mind to a wider array of possibilities. One way to widen your frame of reference is to research how others under similar circumstances have achieved high performance. Research includes educating yourself by reading books or articles, attending conferences, networking with peers, or hiring outside support experienced with the type of improvements you’re interested in.
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So why do some leaders of organizations refuse to believe the factual evidence that moving from chaotic reactive maintenance is worthwhile for their organizations?
Traditionally, power structures shift to lower levels of the organization when positive control is not asserted by senior management. The power shifts to the supervisor level because these people are closer to the work, and managers are overwhelmed by other activities. In any population of people, certain personalities will take responsibility when there is a perceived gap in control of activities. These people will assume power when it isn’t exerted by people with formal authority.