When automated roadside speed cameras were introduced in France a few years ago, the behavior of drivers with regards to speed was substantially changed and the statistics of rod casualties dropped significantly. This introduction did generate some reactions, but overall it was accepted by the population that was fed up with the dangers of automobile driving – there were no massive demonstrations as it sometimes happen in the country.
The key question here is whether the introduction of speed cameras was the trigger of the change (and a visionary act by a leader), or whether it was rather the concrete result of a change of viewpoint by society.
Today with some hindsight the view is rather the latter: this change was probably more the result of a change of mindset (contrary to what the leader in question – who went on to be President of France- would like us to believe!). It might have taken some courage to transform this change of mindset into an actual concrete change, but that was not the source of the transformation.
It is astonishing to find out that many of the key policy changes in organizations or in society are rather the courageous formalization of an already evolving mindset rather than the visionary decision of a single leader – contrary to what the lore tries to make us believe. Actually purely visionary decisions without a background of mindset change is highly suspicious. Good decisions are the formalization of a pre-existing condition.
