As a young doctor in Vienna, Ignaz Semmelweis observed that the habit of washing hands by medical staff significantly decreased the mortality rate of women giving birth in the Vienna hospital. Since bacteria would not be discovered by Louis Pasteur until decades later, he was unable to scientifically explain his findings and, as a result, was scorned by the established medical community.

Instead of gaining eternal fame, his standing among his peers was literally washed away. He spent the last weeks of his tragic life in a mental hospital, driven mad by his inability to instill simple medical habits that could have saved many lives. 

The Semmelweis Reflex is a metaphor for the rejection of new knowledge because it contradicts existing norms, beliefs, or paradigms. This typically happens when empirical data contradicts broadly accepted scientific theories or business practices.

Progress in science always starts by challenging our current thinking. Thus, any advancement in science slows down when we no longer allow certain parts of our scientific knowledge to be questioned, especially when it disrupts the current political power structure. Science is never settled.

The same is true for organizations. Innovation comes to a halt when politics and power become more important than progress and curiosity. That’s why you should never mix politics and business. Politics obstruct novel thinking in organizations.

To avoid the Semmelweis Reflex and engage in new thinking, ask yourself with an open mind: “What is working remarkably well in our organization, which actually shouldn’t be working at all?”