Rhino Wrangling 101: How to move the big and stubborn

There's a lot of theory written about how to get a company or government to behave better. But the large groups that shape our lives are not hard to understand. Organizations are like other complex organisms: they seek pleasure and avoid pain.

Think of a large corporation as a two-ton rhinoceros, six feet tall at the shoulder. Its tough skin is an inch-and-a-half thick, it's terribly near-sighted - but hears quite well.

That rhino will crush an anthill and never even know it. And while it may be highly alert to a competitive rhino, it may not pay any attention to a tourist bus.

If you were assigned to move that rhino from one end of its range to another, how would you go about it? You have three basic options:

  • Cause it discomfort
  • Promise it a reward
  • Give it clear direction
To cause a rhino discomfort, you need to know where it's sensitive, if you can reach that spot, and whether you'll be stepped on while you do it.

To use positive reinforcement, you need to know exactly what a rhino considers a treat. And how close you need to hold that bouquet of cabbage so it sees and smells it.

Finally, by giving the rhino a clear path (opening a gate, for example), you can help the rhino adapt to new conditions, pursuing its idea of rhino happiness in the right direction.

The moral of this metaphor is that, like a rhino, an organization whose behavior you aim to influence has very basic motives.

The rhino wrangler needs to understand the rhino's world view and be able to create a problem, deliver on a promise, and show the rhino a rewarding way out.