Leaders who learn
The news media, and the public, should want candidates who keep an open mind

Americans want their leaders to possess strong moral fiber, yet any change of mind and the headlines scream "flip-flopper." John McCain is criticized for adjusting his stance on immigration, though without secure borders the immigration problem cannot be resolved. Barack Obama is scrutinized for any whiff of position change regarding offshore drilling or U.S. withdrawal from Iraq, though conditions in Iraq change daily.
The news media and current tone of political analysis discourage political leaders from revising their positions based on learning or new evidence. Every modification or update becomes a sign of inexperience, deception or lack of a moral core. This hyper-response to position changes makes it difficult for either candidate to demonstrate his capability as a leader.

Great leaders are learners. They learn from experience, from experts and others, and adapt to new situations. There are many examples of what great leaders don't do -- fix on a position that is never updated, ignore new or contradictory information or deny changing conditions.

When learning is treated as failure rather than improvement, it's no surprise that savvy politicians deny they were wrong or that new information matters. This denial comes at a real cost -- political decisions don't get better. When the public and our press reward unchanging leader positions, we discourage attention to new information, ongoing learning and quality decisions.

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IMAGINE A BUSINESS LEADER WITH AN IDEA FOR CORPORATE SUCCESS who stuck to it despite continued customer defection, employee frustration and decline in share price over several years. Is this a moral leader, or one who fails at critical responsibilities? The exemplary leader in industry builds a value-focused firm through decisions informed by the best available evidence from business practice and professional, technical and scientific knowledge.

In place of leadership by ideology, we need responsible, evidence-based leadership, where facts and expert advice are continually sought and deployed in the public interest.

Evidence-based leaders critique their own decision making -- not just that of their opponents. Persuaded by compelling evidence that his public opposition to AIDS efforts in Africa was in error, the late Sen. Jesse Helms (previously renowned for his rigid, ideology-driven stance regarding this and other international issues) announced in 2002, "I have been too lax too long in doing something really significant about AIDS ... I am ashamed I have done so little."

Relying on evidence in making policy means taking a hard-nosed stance toward relevant information and potential consequences -- and continuing to pay ongoing attention even after taking a public position. Learning from new information and experience says nothing about a person's moral core. The propensity to be open and absorb the implications of new data rarely alters a person's core values. Instead, learning permits better understanding of how best to act on our values in a complex world where no one can foretell the future.

Leaders who honor evidence display courage and humility. People do change their minds -- as true for ordinary people as for those in extraordinary roles. We need leaders who learn; not just leaders who enter office with a game plan and never revise misconceptions in light of new evidence or changing realities.

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JOHN F. KENNEDY LEARNED FROM THE BAY OF PIGS FIASCO and, as a result, led us through the Cuban Missile Crisis by being at once tougher and more nuanced. Richard Nixon did not plan to establish relations with China, but adjusted to the opportunity. These leaders shouldered the task of educating the public about the need for change.

Throughout our history, some leaders -- both Republican and Democratic -- have learned and led the country to learn, while others have stuck to their guns despite evidence to the contrary, damaging our economy, our constitutional principles, our international relations and our national identity.

Let's require that our leaders keep learning and that they challenge us to do the same. Let's insist that journalists stop vilifying politicians who update their positions (even reversing themselves when appropriate).

Americans pride themselves on being a can-do, learn-from-mistakes, solve-the-problem kind of people. The Founders designed our government recognizing that inevitable human fallibility necessitated its ability to learn over time. Our leaders should represent the best of this ideal.

(Sim B. Sitkin is professor of management and director of the Fuqua/Coach K Center on Leadership and Ethics at Duke University. Denise M. Rousseau is H.J.Heinz II professor of organizational behavior and Public Policy and director of the Project on Evidence-based Organizational Practices at Carnegie Mellon University.)
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