Volume 59

1 May 2001

WHO MOVED MY CHEESE?

Organisational change always begins with a personal change.
The Service’s Senior Chaplain, things were.
Captain Ron Anderson has spent
a great deal of time talking with They were like the Pharisees in the
District staff since the Scriptures who viewed their ‘cheese’ (the
announcement of the District letter of the law, legalism, and"the way
staff transfer. Concerned, as things were done ceremonially) with
always, with the well-being of all pride. They were very possessive when
Service members, Ron penned it came to their cheese. Their confidence
these thoughts to offer some quickly grew into arrogance. They
guidance through the turbulence became quite content, satisfied, and
comfortable with the way things were.
of change.
It is a heavy responsibility these days for Or like the RFS staff, volunteers and
someone to write about the future Senior Chaplain, Captain Ron Anderson Local Council who viewed their ‘cheese’
generation of staff, firefighters, members (uniform, service standards, policy and
with unexpected change. Their ‘cheese’ procedures, orders & regulations,
and their families of the NSW Rural Fire (cheese being a metaphor for what
Service, because we know we are structures) with pride. They too, were
humans hope to achieve in life) has been possessive when it came to their ‘cheese’.
entering something of a New World. Who moved. And it’s left them somewhat
has the capacity to tell us what it will be They became content, satisfied, and
frightened and confused! comfortable with the way things were.
like? Change is taking place so rapidly
that the forecasts of tomorrow are already Eventually, one of them deals with it One day the ‘cheese’ was gone. ‘Who
made obsolete by the realities of today! successfully, and writes what he has moved my cheese?’ the characters in
learned from his experience on the maze the parable hollered. One of them
The RFS is not without pain, undergoing walls. This individual prevailed because,
great changes both as a result of internal screamed, ‘It’s not fair!’ They became
realising that he couldn’t change the angry, ranting and raving about the
reforms and of external pressures. In a reality of his present circumstances, he
very real sense, none of us accept injustice of it all. It wasn’t right. It was not
changed his own attitudes and thinking. the way things were supposed to be. This
change readily but the long-term
successful outcome of these changes will The characters in Johnson’s parable old ‘cheese’ had become very important
depend upon the new blood entering the viewed their ‘cheese’ with pride. They to them. They wanted to hold on to it so
RFS in years hence. were possessive of it and their confidence badly that it kept them from finding the
in this possession quickly grew into new ‘cheese’ that was there for their
We, each of us, from different standpoints arrogance. They became quite content, taking (no strings attached) free and
are committed to the one broad satisfied, and comfortable with the way available.
endeavour. That is “better safety and
family welfare support for our volunteer”,
and this leads me to a matter, I think of
paramount importance. We should see
the RFS as a profession, and each
member a professional volunteer.
While attending our last District Staff
Transfer Forum at Mudgee, one of the
guest speakers referred to a mouse and
his cheese. I felt at this time in the change
process I needed to address this story
with more in-depth dialogue and
explanation.
Spencer Johnson’s best-seller Who
Moved My Cheese? is a simple parable
that reveals some profound truths about
risk and change. In the story, four
characters that reside in a maze are faced
Produced by the NSW Rural Fire Service Media Unit for the information of all volunteers and salaried staff
NSW Rural Fire Service Unit 3 175-179 James Ruse Drive Rosehill NSW (02) 9684-4411

WHO MOVED MY CHEESE?
IMMOBILISED BY
FEAR
Then the characters in the parable
became immobilised. One of them shut
his eyes and put his hands over his ears
to block everything out. They started
blaming each other for the situation they
were in and began suffering from the
effects of having no ‘cheese’. Fear kept
them from taking a risk and moving out
into the maze where new ‘cheese’ might
be found. Instead of venturing into the
maze, they began to work harder at
making holes in the wall to see if the old
‘cheese’ was on the other side. They grew
weak from hunger and stress. They
couldn’t grasp the difference between
activity and productivity.
Then one of the characters in the parable
asked himself this question: ”What would
I do if I weren’t afraid?”
TAKING THE RISK
His response was to take a risk and move
out into the maze, to embrace change and
search for the new ‘cheese’.
Talk about risk and change! To quote
Eugene Peterson, “Truly creative people
are not connoisseurs who walk through
the art galleries of the world, collecting
the finest works, but those who involve
themselves in the stuff of the world and
make the best pictures”.
The message of Scripture never changes.
Core values of the RFS never changes.
This is why we exist. It is our “raison d’être,”
our reason for being. These are the truths
that we stand for. We must be fanatical in
our resolve to keep the message
unchanged. We are the RFS, caring and
protecting our community.
However, the method of communicating
and acting out that message in our
generation must change. Someone has
said, “Preserve the core, and stimulate
progress.” Enduring organisations always
stimulate themselves toward progress.
They show a willingness - indeed, an
intentionality - to develop and change
everything else but the core values.
Think about it. We, the RFS, are
revolutionary in the truest sense of the word.
We are the quintessential risk-takers, willing
to put our life on the line in order to effect
deep change while still caring for our
communities.
Volume 59 1 May 2001
Page 2
S O L V I N G
Y E S T E R D A Y ’ S
PROBLEMS
Let me put this into a present-day context
by quoting a rather lengthy passage from
Robert Quirm’s book, Deep Change:
Organisations need people to conform.
Traditionally, rules and procedures have
been established to ensure stability and
predictability in the organisation. These
rules and procedures are important, and
a lot of time and effort is invested in
ensuring their implementation. The rules
bind the organisation together and make
co-ordination possible. Nevertheless,
today’s rules and procedures often
represent solutions to yesterday’s
problems.
The old rules often encumber an
organisation that tries to resolve new
challenges from the external
environment. To remain vital, an
organisation must adapt to its changing
external demands. But this will happen
only if a few people are willing to take a
few serious risks. Organisational
change always begins with a personal
change.
I’m told that one of the Ford Motor groups
adapted as a corporate theme the phrase
“Just Do It” or “JDI”. But putting this into
practice inevitably involves taking risks.
A senior executive, speaking to the group,
shared with them a job-threatening risk
he had taken with the company early in
his career. He said, ”Every couple of
years, you need to bet your job, or else
you are not doing your job. Yes, we want
you to JDI. But you also have to
remember something else.” He walked to
the sign that read JDI and wrote four more
letters, BDBS. He turned to the group and
said, “But don’t be stupid.” “You can’t be
wild, flying off on every issue. You have
to pick the issues that really matter. When
the good of the company is being
sacrificed, then you have to take a stand.”
Quinn, the author of Deep Change,
comments:
‘When we do decide to initiate action,
there are no written guarantees, no
insurance policies that will save us if we
fail. The possibility of failure is a constant

WHO MOVED MY CHEESE?
companion who walks beside every real
leader. Leaders cope with this presence
because they understand that whenever
they sacrifice their principles for pressure,
both they and the system take another
step toward slow death. They are willing
to accept the necessary risk because it
is the right thing to do. They care enough
to risk dying for the organisation, which
would kill them for caring.
RISK-TAKING AND
PRICE-PAYING
In the younger days of my ministry and
as a chaplain, I took quite a few risks. I
still do. Some of them were for the right
reasons and some of them were JPS,
“Just plain stupid”. Since then, I have
learned to practice those four letters,
BDBS. On one of those occasions, as a
chaplain, I took a stand for what I believed
to be the right reasons. I cared so much
about the principle I was defending that I
was willing to go to the wall for it. I was
willing to risk everything and ‘bet my job’.
I did pay a momentary price. It is
important to realise that risk-taking
and price-paying are kissing cousins.
DISCOVERY AND
DECISION
In Spencer Johnson’s parable, the person
with the courage to move out into the
maze made discoveries which resulted in
decisions. They looked like this:
♦ Change happens. They keep moving
the ‘cheese’.
♦ Smell the ‘cheese’ often so you know
when it is getting old. Anticipate
change. Monitor it.
♦ Movement in a new direction helps you
find new ‘cheese’. Keep moving
Volume 59 1 May 2001
Page 3
forward. against personal interest, even sometimes
with sadness and regret.
♦ When you move beyond your fear, you
feel free. Let go and trust the future. I am looking as the Senior Chaplain upon
a volunteer Rural Fire Service on the
♦ Imagine yourself enjoying new
threshold of becoming an honourable
‘cheese’. Those who see the invisible
volunteer fighting force worldwide.
can do the impossible.
I believe it has undertaken training and the
♦ The quicker you let go of old ‘cheese’,
time is at hand to emerge with the respect
the sooner you find new ‘cheese’.
of professionalism it deserves.
Adapt to change quickly.
As Senior Chaplain, I seem to have visited
♦ It is safer to search in the maze than
upon your heads some heavy and daunting
remain in a cheeseless situation.
propositions. That does not matter too
Happiness is found when we learn to
much, because this is no light thing we have
conquer our fears. Or in other words,
undertaken.
enjoy change and savour the
adventure. I can say to you also, however, that there
is no more satisfying and worthwhile thing
♦ Old beliefs do not lead you to new
in the whole world than the pursuit, properly
‘cheese’. New ‘cheese’ is found when
undertaken of an important volunteer
we change our beliefs.
firefighters professional role.
♦ When you see that you can find and
I believe, as do the majority of members of
enjoy new ‘cheese’, you change
course. When you change what you
the RFS that we are being prepared, ready
believe, you change what you do.
to go about what we have to do.
Organisational change always begins The business of the RFS is with people.
with personal change. Therefore, it will often be complex, difficult,
irrational, almost maddening just as people
Noticing small changes early helps you
are. The RFS must accommodate this as
adapt to the bigger changes that are to
well as maintain a balanced approach to
come. Change is a growth process-one
the sensitivities of individuals who together
that lasts a lifetime. What an adventure!
make up an organisation, which is idolised
As members of the RFS there is a work and respected by so many. It will not
to do – by all of us! “Compassion is our change.
fundamental passion.” I believe this
My prayer is that this will always be a
causes us to evaluate constantly
component of the NSW Rural Fire Service.
everything we do both individually and
collectively. Captain Ron Anderson
Senior Chaplain
We need to continually assess the impact
of what we do and say, not just by our
words, but by the totality of our lives,
attitudes, values and lifestyle.
I believe this is what makes the RFS so
strong. It is the commitment demonstrated
from the Commissioner right down to
brigade members’ families. That
commitment is paramount in a
professional’s life. It is part of his whole
existence.
The commitment of the professional
volunteer firefighter as a member of the
RFS is such that the matter of loyalty is not
a question. It goes without saying. There is
a particular mode of conduct, and the
volunteer professional will follow it even