Why you should care about the Allegory of the Cave

Plato's allegory and it's importance in business leadership

I am assuming that you have heard or read about Plato’s Allegory of the Cave written over 2500 years ago. If not, here’s a quick summary:

Some people were imprisoned in a cave and when seated facing a wall they saw shadows - caused by the interplay of the fire, diffused daylight and the objects in the Cave. None of them were able to see the sources of the shadows, but the shadows were their only reality and it mattered so much to them.

One prisoner eventually escaped. He went exploring and realized that the shadows were not real. The escaped person realized that the shadows were caused by the fire and sunlight. He began to see more colours and objects that formed his perception of a new reality, although his eyes hurt at first because they needed to adjust to the jarring intensity of the light.

This person quickly came back, more enlightened and told the others with enthusiasm about what he/she found out, but none of them believed him and they preferred to stay watching the shadows on the wall, while remaining seated on the same spot. After all, this was what they were accustomed to all their lives. Why should they believe something more colourful and beautiful exists?

The allegory of the cave is reflective of humans and how society conforms. Humans are and have always been creatures of habit, often penalizing those who threaten their status quo even when they could bring improvements that would bring good to all.

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I’ve had the opportunity of working in/with various top-level organisations and Plato’s philosophical example still holds so much weight.

Let’s assume that these companies are the caves (they are not, but let’s assume).

People working at companies (caves) are sometimes only able to see the shadows, therefore, they develop their processes and actions around those shadows. At first, these actions have the desired results, sometimes not at all. Eventually, these actions begin to bring diminishing returns and worse off, the company dies. Case in point, Blackberry and Nokia.

When some people eventually try new things inspired by their newly found enlightenment, based on external experiences and interaction, these people are met with a brick wall in the company (cave) or are even punished for daring to be different, unfortunately.

Like the example mentioned above, we can expand some additional lessons from Plato’s allegory:

• Entrepreneurs and leaders are limited in our perceptions of the world around us. We acknowledge and label what we understand as people’s problems to allow for a common understanding and communication. But just because everyone labels it as such, does not mean that it is the truth. Do not stop asking ‘Why?’

• If we were in the same situation as the prisoners in the cave, we would be limited to what we are shown, never questioning what is. Ask yourself, what previous beliefs have I never questioned even when it brought negative results?

• As you become enlightened, people around you may be unable to fathom what you are saying to them. It is beyond their comprehension because they are used to the status quo, and are afraid to dare try new things or be the odd one out. Be patient with them.

• The path to enlightenment is often hard to see, and harder to follow. The light hurts your eyes at first until you are used to it. For some, the pain is excruciating and they give up and run back into the cave. Lead with empathy.

• Once you see clearly in the light, it is hard to go back into the darkness of the cave (ignorance).

To wrap this up, good leaders inspire and empower people to leave the cave and explore, instead of dragging them out or forcing them to conform. Smart leaders, on the other hand, are also able to convince the most stubborn cave-dwellers that exploring was their idea in the first place.

Never stop exploring!