The Two Why’s and Their Implications for Business, Education, and World Peace
Article Published by: storywork.com
When something goes wrong or right, we usually want to know why. This question is most often asked with the past in mind as we attempt to make sense of the antecedent forces that led to the event or circumstance in question. Why did we miss this month’s sales forecast? How come our revenues are so much higher than this time last year? Why did my child perform so badly on that test? Why is my child so much happier in this new school?
Why are two peoples or nations, such as the Israelis and Palestinians, not able to reach an amicable accord that could bring peace to the region when other warring groups around the world seem to have been able to forge a lasting peace?
The Hebrew language actually has specific words for this kind of why—it’s transliterated as “madua” meaning “what is known” or “for what reason.” While we all would instinctively prefer a simple answer to that question, we all know from systems theory that it’s often an admixture of complex forces that lead to any outcome.
There is another kind of “why,” though, and Hebrew has a distinctive word for this why as well, transliterated as “lama,” meaning literally “for what” or, said another way, “what is the purpose or aim?” This “why” question is decidedly couched with an eye toward the future, to something that does not yet exist other than as an idea. “Lama” is not looking for past causes, but rather is asking us to understand that a profound source of our actions can literally emanate from our imagination as it journeys into a future that does not yet exist.
So, for example, if you just took a new job and were asked why you took it, depending on which “why” you’re operating from, you could answer that question in two distinct ways. You could say that “it builds on all the training I have had so far.” Alternately, if you were operating out of the why which alludes to purpose or aim, you might respond, “I believed I could make a bigger impact in my field here than if I took the other job.” You can see in the nuance of these distinct answers that the first is referential to the past in contrast to the second that is looking to the future with attention to something that can potentially reach beyond your own well-being.
Companies can also operate on two different “why” frequencies. The first would go something like this: “We operate this way because it’s a formula we’ve been adhering to for decades.” The second approach to “why” grounded more in “lama” can look, sound, and feel very different: “We operate this way to increase the engagement of our teams, and to build loyalty with our customers. Doing those two things actually makes us more profitable and enables us to contribute more to making our community a better place to live.“
From the perspective of education, I would contend that one of the most important things missing in classrooms is a focus on “lama” as opposed to “madua”. Most any of the disciplines in both arts and sciences are prime examples of “madua” or looking backward. Why did the Americans resist joining the allied forces in WWII, for example. Or, why does the science lab stink like rancid alcoholic butter when making n–Butanol from carbohydrate fermentation? In contrast, our experience is that when educators understand their own personal why, their higher aim, their engagement with teaching soars. When students can discover their personal why or purpose, the challenges of learning take on a whole new meaning as they recognize that they have something of importance to contribute to the world going forward. Unfortunately, most of the why questions in educational debate today point to why schools are failing and why Johnny and Suzie can’t read, looking to the past for answers when in fact the answers may exist in the future.
Finally, let’s focus on issues of peace making. I would contend that the reason Palestinians and Israelis have made little progress in resolving their differences is that both sides are culturally predisposed to refer to the past when asked why they can’t make peace. The reasons for not making peace are almost endless, always ensconced in some historical reference to actions the other side took years or decades ago, or decidedly different interpretations of important events one hundred, five hundred, or two thousand years ago. What is missing in their conversation is “lama”—a purpose or aim that they both can embrace and aspire to that has nothing to do with the why’s of the past.
Currently, the various political leaders of both peoples are not articulating a future story that is compelling, emotionally evocative, and inspiring that both sides can aim for. That “why” requires an entirely different approach to peace making. Negotiation based on rearranging borders, rights, etc., while important, becomes secondary in this form of powerful conversation.
The first step on this path is to envision a future that is far better than that of today. When leaders from both sides emerge from conversations that envision this better, shared future, one that is rich, fulfilling, and just for every stakeholder, and it is powerfully articulated to the respective constituencies, I believe that people will be able to soften their grip on the past making sacrifices in the present possible, and these two peoples will be able to embark on a path that is filled with much more than peace—it will be filled with promise and hope.
About Scott Livengood
Scott Livengood is the owner and CEO of Dewey’s Bakery, Inc., a commercial wholesale bakery with a respected national brand of ultra premium cookies and crackers.
Previously, Scott worked at Krispy Kreme Doughnuts for 27 years, starting as a trainee in 1977. He was appointed President of the company in 1992, then CEO and Chairman of the Board.
Scott has served on numerous boards including the Carter Center, the Calloway School of Business and the Babcock School of Management, Habitat for Humanity of Forsyth County, and the Winston-Salem Chamber of Commerce.
He started a new business, StoryWork International, in 2016 with Richard Stone. The signature achievement to date is LivingStories, a story-based program for improved patient experiences and outcomes in partnership with Novant Health.
