Chesterton's Fence: Don't Remove It Until You Know Why
- What Chesterton's fence actually says
- The common mistake: confidence without history
- A simple framework: ask, watch, then act
- How to practice this
In any workplace, it’s common to encounter rules and processes that seem outdated or unnecessary, especially from the perspective of a newcomer. With fresh eyes, they often feel compelled to streamline operations by removing these seemingly burdensome regulations. While the impulse to eliminate inefficiencies is commendable, it’s crucial to tread carefully. This is where the principle of Chesterton's Fence comes into play, encouraging us to pause and ask why a rule or process exists before we consider dismantling it.
What Chesterton's Fence Actually Says
The term originates from G.K. Chesterton, who in 1929 illustrated an important principle of reform. He famously described a scenario involving a fence or gate erected across a road. A reformer might approach it, questioning its utility and suggesting it be removed. However, a more prudent reformer would advise caution, encouraging the first to reflect on the fence's purpose before deciding to clear it away. The lesson here is clear: don’t remove a rule, process, meeting, role, or policy until you fully understand its purpose. Even if you still deem it unnecessary afterward, you’ll be in a better position to remove it thoughtfully.
The Common Mistake: Confidence Without History
New employees often enter an organization with confidence that comes from a fresh perspective. They may identify inefficiencies and propose removing outdated rules with the best intentions. While their instincts are often correct, the consequences of their actions can be disastrous, surfacing long after the changes have been made. The cost of removing a needed rule can be asymmetrical; it might take months or even years for the negative effects to manifest.
A critical error occurs when individuals equate their lack of understanding about a rule’s existence with its irrelevance. Just because you can't see its purpose doesn't mean it isn't there or isn't vital. The rule has likely existed long before you joined, and while it could be obsolete, it may also be an essential part of the organization’s structure. Understanding this distinction is key.
Equally problematic is the opposite approach: refusing to remove anything simply because it might have had a purpose at some point. Organizations that cling too tightly to outdated structures can become stagnant. Chesterton's Fence is not a blanket endorsement for maintaining every rule but rather an argument for understanding the rationale behind them before making alterations.
A Simple Framework: Ask, Watch, Then Act
When considering the removal of any established rule, follow this three-step framework:
One: Ask. Start with the person who has been around the longest and inquire about the rule's origins. Phrase your question carefully—avoid asking if the rule should be kept, as this may lead to biased responses. Instead, ask, "Do you remember why this rule was put in place?" The stories and insights you gather will provide valuable context.
Two: Watch. If no one remembers the rationale, consider observing the rule in action—or inaction. Skip a weekly meeting or bypass a review step on a low-risk item, and see what unfolds. Treat this as an experiment rather than a decision, allowing you to gather data on the rule's impact.
Three: Act. After asking and observing, if you still find no compelling reason for the rule’s existence, proceed to remove it. Document your reasoning for this decision and establish criteria for monitoring its absence. This is crucial for future team members who may wonder about the missing fence.
These steps can be implemented relatively quickly—most fences can be resolved within a week. Some will be clearly outdated, while others may be critical. The ambiguous ones are the ones that merit further evaluation.
How to Practice This
To integrate this principle into your work routine, make it part of your onboarding process in any new role. For the first month, track everything that appears inefficient. Avoid acting on these observations immediately. After thirty days, revisit your list. Some items will begin to make sense as you gain context, while the remaining ones will emerge as potential candidates for change—changes that you’ll approach with a more informed perspective.
Another effective practice is to engage with colleagues who propose removing something. Instead of dismissing their suggestion outright, ask, "What was the purpose of this?" This isn’t meant to be a challenge but rather a constructive inquiry. If they can articulate a well-informed answer, the change is likely safe. If they can’t, that’s an important red flag.
Developing this skill requires consistent practice and micro-learning. The principle of Chesterton's Fence can be encapsulated in a single sentence. However, applying it effectively in various contexts requires repetition and reflection. Engaging with one example per day and applying it to your situation will build your instinct over time.
A Practical Example
Consider a scenario where a new operations lead joins a company and discovers an annual two-day audit ritual that the team finds tedious. Frustrated by the time spent on this seemingly pointless task, the lead decides to cancel it without further investigation. Six months later, a significant customer issue arises—one that the audit would have flagged had it been conducted.
The audit wasn't just an annoying ritual; it was a safeguard put in place after a previous near-miss that no one had documented. In this case, the lead’s decision to remove the audit was well-intentioned but ultimately misinformed due to a lack of understanding of its historical significance.
Conclusion
The takeaway is straightforward: Find out why the fence is there before you tear it down. Engaging with the history and purpose of rules and processes within your organization fosters thoughtful and intentional change. By adopting a more investigative approach, you will not only enhance your decision-making skills but also cultivate a culture of understanding and respect for the structures that support your team.
Want to strengthen your ability to apply Chesterton's Fence in your workplace? Take the Omie Skill Assessment to discover tailored learning resources that fit your role and goals.