Paradigms make life a little more predictable. Changes in paradigms make us uncomfortable, at least for awhile, and some of us resist change. Barker observes that people who create new paradigms in an organization tend to be new members of the organization or outsiders who have no investment in the old paradigm. His observation suggests that we should carefully consider how we treat new workers. The video gives examples of how individuals and organizations have changed old paradigms to anticipate the future and put themselves in a position of strength.
Barker asks if the Japanese experience holds any lessons for our organization.
In these times of change for Extension, such questions are particularly pertinent. This video stimulates and entertains, but its chief value is subtle and much deeper than one might suspect. It can be used to set a climate of openness at a meeting. Getting people to be more creative is another use. When evaluating past failures to learn from mistakes your might want to consider the video.