“An experienced code breaker will tell you that in order to figure out what the symbols in a code mean, it is essential to be able to play with them…to rearrange them at will.” – Gero Miesenboeck
The Rosslyn Chapel was founded by William Sinclair in Roslin, Midlothian, Scotland in the mid-15th century. The chapel stands on fourteen pillars, which form an arcade of twelve pointed arches on three sides of the nave and its architecture is considered to be some of the finest architecture in Scotland. Among Rosslyn’s intricate carvings are a sequence of 213 cubes protruding from the pillars and arches with geometric patterns on them. While no interpretation of the patterns has proven conclusive, Tommy and Stuart Mitchell believe the symbols represent pitches and tones which reveal a melodic and harmonic progression. Thomas Mitchell combined the code breaking skills he learned during the Korean War with a lifetime knowledge of classical music to unlock a piece of music hidden in the chapel’s arches. After 27 years of study and research using cymatics (a musical system in which patterns are formed by sound waves at specific pitches), the father and son team produced a tone which Stuart calls the Rosslyn Motet.
Mitchell’s success required dedication, careful analysis, and a bit of luck. Most of all, it required Mitchell and his son to experiment with sand, sound, pitch and patterns. We too must be prepared to play with a variety of tools and techniques if we are to discover the secrets of motivating people to participate in change. Like all code breakers, our goal is to identify a “pattern of right behaviors” which will enable leaders to consistently inspire and engage those they lead. In our attempt to identify the right behaviors, there are three additional skills we need to successfully crack the engagement code.
First, you need patience and perseverance. Recognizing the pattern of right behaviors takes time and can often feel as if you are making little progress as your brain wrestles with seemingly contradictory information and attempts to rearrange the inputs to identify the pattern. You may also need to retrace your steps and/or start over when one line of investigation ends with little to no results.
Second, you must have a strong familiarity with the language in which the code is written, so be prepared to become a student of human behavior and spend time in the trenches working with teams implementing change.
Finally, as you begin to learn the language of human behavior, you need to understand its inherent rules. All languages (including human behavior) contain redundant qualities and patterns of frequency. Learning how to read these patterns and recognize redundant behavioral trends can help you understand the messages being conveyed and the reasons behind them.
Code breakers approach complex problems with a mix of experience, ingenuity and curiosity. Blending their knowledge of the code’s language with a structured approach to experimentation, code breakers identify the underlying pattern to crack the code. By using a similar approach to the problem of engagement, we may finally be able to “crack the code” of motivating people to change their behavior.