Monkey syndrome in business: why are teams afraid of "bananas" even when the current is turned off?The famous experiment about monkeys, bananas and electricity is not just a story, but the most accurate diagnosis of what is happening in our companies. When I read it, I immediately thought, "Damn it, I see these "invisible electric shocks" at work every day!"The essence of the experiment (let me remind you for context)Rule formation. There are five monkeys in the cage. There are bananas in the corner. As soon as one monkey tries to get them, they all get electrocuted. Very quickly, animals learn: "Bananas = pain." If a stubborn person appears who climbs to the goal anyway, the others start hitting him to avoid punishment. That's how the taboo is born: you can't touch bananas.A rule without a reason. Scientists turn off the current. Bananas are now completely safe. But no one approaches them. A new monkey is put in a cage, unaware of the current. She's naturally drawn to bananas. So what? The "old-timers" attack her and beat her up. Not because they are afraid of the current (there is none!), but because "it's the way it's done here."Blind inheritance. Gradually, all the monkeys from the "old line-up" are replaced with new ones. There is not a single individual left in the cage that has ever been electrocuted. But the rule lives on: no one eats bananas, and any newcomer who tries to do so is collectively punished.This is the very mechanism I saw at work. You come to an organization where the rules were established a long time ago. The market is changing: new technologies, competitors, monetization models, laws... And the company lives by the old concepts.Case 1 Illustrative case: I joined a company whose software was written twenty years ago. He was once a leader, and everyone assumed by inertia that business was fire. But the world has changed: everyone has switched to a subscription (the client pays a little, but regularly), rather than a "lifetime" license for a lot of money.He suggested implementing a subscription. And here is the very "monkey" resistance! They started to "beat" me from all sides: "These bananas won't suit us!", "We'll lose our benefits!", "It's not profitable!". It took a year and a half to prove the obvious: that's how the modern world works. There are a lot of small customers (conditional fast food) who do not need an expensive solution "forever". They need to minimize investments at the start and just pay for access. As a result, the market and competitors, who used this model to their full potential and devoured our segments, helped to put the squeeze on the situation. But your nerves are spent — mom, don't grieve!

"Well, that's how it happened historically.""It just so happened" — this is the very stereotype, the very rule of monkeys who are afraid of safe bananas! Especially now that the market has turned upside down, the old approaches clearly require revision. If you sit back, nothing will change. But when you come from the outside, with a fresh look, the questions immediately arise: "Why is this so? But let's try another way?"

"It just so happened" — this is the very stereotype, the very rule of monkeys who are afraid of safe bananas! Especially now that the market has turned upside down, the old approaches clearly require revision. If you sit back, nothing will change. But when you come from the outside, with a fresh look, the questions immediately arise: "Why is this so? But let's try another way?"

And most importantly, you find support! First of all, for the same newcomers who have not yet had time to "soak in" the local rules. Even simple surveys and face-to-face meetings show that most people understand that something needs to change. After all, everyone came to make a cool product that they can be proud of, and not just maintain the status quo, which slows down development.

So stereotypes in teams are a double—edged sword. On the one hand, it's cool if these are "good" stereotypes: for example, a culture of innovation where everyone is eager to be an innovator. On the other hand, it's a complete disaster if the main stereotype is: "It'll do anyway, why touch something that works." In our frenzied world, such installations don't just slow down — they are guaranteed to drive the company into a dead end, depriving it of any chance to move forward.

Here's what I learned (and what experience confirms):

1. Inertia is stronger than logic. Rules and traditions live their own lives, even when their cause has long since disappeared. They rely on habit and fear of being different.
2. "That's how it happened" — a red rag! This phrase is a cry that no one has understood the rule and it is most likely rotten.
3. It hurts to change, but there's no way without a push. The system cannot be broken from the inside. We need a catalyst: a new person ("new monkey"), fierce competition, or a strong-willed decision from above ("replacing three monkeys at once").
4. Stereotypes need to be punctured regularly. You can't blindly believe the established. Keep asking: "Is this rule still relevant? Is it helping us or suffocating us?"

Do you want to dig deeper into the topic of stereotypes? Here are some great books:

• Daniel Kahneman, "Think slowly... decide quickly": The Foundation! Nobel, two systems of thinking. Brilliantly explains where cognitive distortions (the basis of stereotypes) and irrational decisions in business and life come from.
• Elliot Aronson, "The Social Animal": A classic of social psychology, reads like a detective story. He analyzes conformity, social influence, prejudice and stereotypes — just our "monkey" stuff.
• Gordon Allport, "The Nature of Prejudice": An old but relevant book. The roots of stereotypes and prejudices are very relevant to understanding the depth of the problem.
• Chip Heath, Dan Heath, "The Heart of Change": Practical! Why people resist change (spoiler: habits and stereotypes) and how to break this resistance. Your monkey case is their favorite example!
• John Cotter, "Ahead of Change": A managerial classic about managing change. 8 steps to overcome stagnation and outdated rules in the team.

As always, I will be glad for your comments and criticisms)

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