by Kevin Eikenberry

I see it everywhere; in business, in the news, and on the street. People make a decision and hold to it, almost stubbornly. When asked why they made that decision, or did something, they reply in a matter-of-fact way that they acted or decided based on their principles. This statement is made sometimes almost as a challenge.

Don't question or judge me; I decided on principle.

I believe in principles. I also believe there are potential dangers in the situation I just described. These dangers include: maintaining the status quo, creating unneeded confrontation, thwarting learning for ourselves and others and reducing our overall effectiveness. Because of these risks, I believe in principled flexibility.

Principled flexibility.

Sound like an oxymoron?

Does it mean you should be flexible in your principles? Not at all. Does it mean flexibility is more important than principles? Not necessarily.

Most would agree that principles - your core beliefs and values - are important. To be most clear and effective, you must understand your core values, beliefs and principles, and then use that clarity to help guide your behavior and decision making.

When you are in clear alignment between principles and behavior, your life will be easier, you will be clearer, and you will experience less stress. In other words, when you are steadfast on principles, you will be more successful.

And yet, being steadfast in your principles can get in your way - not because of the principles themselves, but because you can make an honest mental mistake precisely because you want to hold firm to your principles.

The trap

The mental trap is mistaking approaches for principles.

Let me give you an example. . .

John feels strongly about Customer Service. When budgets are announced after the merger, he reacts strongly because the huge reduction in staff in his mind means that Customer Service is no longer a priority for the company. His disappointment becomes cynicism and anger. These emotions impact his job performance and reputation, but he feels justified because the decisions made aren't in alignment with his principle of Customer Service.

That may be true, but maybe not.

John believes budget and bodies are the only ways (approach) to deliver great Customer Service (principle). While most would agree people and money help, there also are plenty of organizations that added staff and resources and didn't provide any better Customer Service than they did before.

This is just one example of the mental dilemma. In these situations, in the name of principles, we feel justified in our reactions and responses. Paradoxically, adopting this rigid mindset can sacrifice opportunities for real progress on principles!

The solutions

Here are some solutions - some ways you can apply principled flexibility and help yourself ultimately make more principle-driven decisions and live a more principled life.

Focus on the goal
When looking at a situation, keep the goal at the forefront. When you focus on achieving the goal, rather than defending your principles, you may be surprised at the options that appear.

Have an open mind
This is a principle in itself! When you operate from the belief that there are a variety of ways to solve a problem that are in alignment with your principles, you give yourself a chance to find options! If you don't, you are falling right back into the trap of thinking that approaches are principles. Remember, looking for all options doesn't mean you will ultimately pick a solution that isn't in line with your principles.

Let go of your preferred answer
Once you let go of your preferred answer you can explore options. Often people will state their opinion or preferred course of action and defend it on the basis of principle. While you absolutely should stand up for your principles, make sure you aren't hiding behind them.

Apply the principles later in the process
I hope you understand, I am not suggesting that you should compromise or create a justification for behavior or decisions that aren't in alignment with your principles. Rather, I am suggesting you rigorously apply the criteria of your principles after you have explored options, but before you have implemented them.

Help others do the same
You can lead by example in doing the actions on this list, and you also can encourage others to suspend their believe long enough to search for additional options that perhaps can create a better result and remain principle driven.

This conversation may seem like a slippery slope - being too flexible can lead to compromising principles and beliefs. This concern should be your balancing factor and warning sign, not a red light.

Being worried about compromising your values may keep you from being open to options - options that when examined closely may still be in alignment with your principles and possibly create better results.

©2008, The Kevin Eikenberry Group. All Rights Reserved

Kevin Eikenberry is the President of The Kevin Eikenberry Group, a learning consulting company that helps its clients reach their potential through a variety of training, consulting and speaking services. To learn more about the company's services on facilitation click here, or contact Kevin toll free at: 888.LEARNER or email to: Kevin@KevinEikenberry.com.

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