I recently read ‘The Ministry of Common Sense. How to Eliminate Bureaucratic Red Tape, Bad Excuses and Corporate Bullshit’ by Martin Lindstrom and reflected on how change and communication practitioners can gain from using principles he shares.
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Martin, a globally renowned management expert makes a compelling case that organizations have lost their way by abandoning common sense in favor of bureaucratic complexity. His central argument is that when companies lack empathy for their customers, they create frustrating experiences that range from confusing TV remotes to incomprehensible websites; irrational policies and complex initiatives.
Have you ever read a company policy and wondered whether it was designed to help employees succeed or to create barriers that discourage engagement? Perhaps you’ve lived through a ‘simplification’ initiative that somehow made your daily work more complicated, even when obvious solutions stared everyone in the face. Or maybe you have found yourself in the frustrating position of trying to close a deal with a client, only to discover that internal approval processes and bureaucratic hurdles stood between you and what should have been a straightforward transaction.
The book challenges the artificial divide between B2B and B2C, arguing that all business is fundamentally human-to-human interaction. Lindstrom points out that many organizational processes were created for specific purposes at moments in time, but companies rarely revisit whether these systems still serve their intended purpose.
One of the most damaging patterns Lindstrom identifies is how simplification projects often backfire. Instead of reducing complexity, they frequently add new layers of red tape, complete with fresh acronyms and procedures that further distance organizations from common sense solutions.
The author defines common sense as judgment refined by experience, observation, intelligence, and intuition. It is essentially our ability to distinguish right from wrong, efficient from inefficient, and valuable from worthless. When this disappears, customers and staff feel frustrated by what seems obvious to them but remains oblivious to those managing the organization.
The Empathy Gap
Empathy emerges as the crucial missing ingredient. Lindstrom believes that bad customer experiences stem from internal politics, excessive technology focus, pointless meetings, rigid rules, and compliance-driven thinking that prioritizes process over people. When organizations measure the wrong metrics or operate in isolation from customer pain points, common sense erodes.
The book offers practical diagnostic questions: Where is common sense most lacking in your company? Do employees actually use your products or services? This principle resonates with real-world examples – like retail firms whose own leaders avoid shopping at their stores, revealing fundamental disconnects between internal operations and customer reality.
The CAGED Framework
Lindstrom’s solution centers on a five-step approach he calls CAGED.
Caged refers to the ‘Chicken Cage Syndrome’ where unless employees see compelling reasons to change and a clear path forward, they remain trapped in dysfunctional systems. The key is starting with small, meaningful changes that make daily work more bearable.
Courage emphasizes quick wins over grand plans. Rather than waiting for perfect solutions, organizations should encourage employees to experiment with immediate improvements.
Celebration addresses how change perception works. Without visible progress and constant communication, momentum dies. Human stories matter more than economic metrics.
Check the Cage and Conquer involves preparing for resistance and ensuring actions align with stated intentions.
Contribution Culture focuses on identifying change agents, using storytelling to build support, and creating governance structures that turn ideas into reality.
Many of these elements are closely related to the change management practices which organizations implement. However, the perspectives open your eyes a world of possibilities.
Real-World Application
The book advocates for dedicated departments focused on common sense initiatives – whether called nudge units, continuous improvement labs, or innovation hubs. These signal organizational commitment to meaningful change beyond lip service.
Lindstrom’s insights resonate particularly for anyone who has watched politics, egos, and insecurities drive leaders to create unnecessary barriers. Sometimes organizations need outsiders to spotlight their nonsensical practices before internal change becomes possible.
Lessons for Change and Communications Practitioners
Lindstrom’s work offers particularly valuable insights for change and communications professionals. His emphasis on storytelling over metrics challenges the traditional approach of leading with data. Instead, he advocates for human narratives that make change tangible and relatable.
The book’s critique of meetings and PowerPoint culture hits home for communications practitioners who often default to presentation-heavy approaches. Lindstrom’s recommendation to link meeting time to actual dollar costs forces a reckoning with how much organizational energy gets wasted on process over outcomes.
For change practitioners, the CAGED framework provides a refreshing alternative to traditional change management models. Rather than imposing top-down transformation programs, it starts with employee frustrations and builds momentum through small wins. This bottom-up approach acknowledges that sustainable change happens when people feel heard and empowered.
The book also reinforces the importance of making change visible. Lindstrom’s point about celebrating progress through human stories rather than economic measures offers a practical reminder that people connect with narratives, not spreadsheets. Communications teams can apply this by showcasing how changes improve daily work experiences rather than just hitting KPIs.
Perhaps most importantly for both disciplines, the book underscores that effective change and communication require genuine empathy while experiencing what customers and employees face rather than assuming you understand their challenges.
Final Verdict
This book succeeds because it addresses a universal frustration. There is a gap between what makes obvious sense and what happens in organizations. While the solutions aren’t revolutionary, Lindstrom provides a practical framework for reconnecting companies with their human purpose.
The writing is accessible and the examples relatable, making this valuable for managers at any level who want to cut through organizational dysfunction. Change and communications practitioners will find particularly useful guidance on moving beyond traditional process-heavy approaches toward more human-centered methods.
However, readers looking for deep theoretical insights might find the approach somewhat surface-level. The book works better as a practical guide than an academic exploration of organizational behavior.
For organizations serious about eliminating bureaucratic waste and rebuilding customer focus, Lindstrom offers a sensible starting point. The real test lies in implementation. But then again, that’s where common sense has always been most needed.
