IF YOU … like to be in control, enjoy giving orders for others to, must win in all situations, welcome arguing your point-of-view — STOP reading now, yes, right now! The learning experience I am presenting in the T-Power articles will demand considerable, maybe even painful, changes in your behavior. This experience shifts you from confrontational and adversarial thinking into broad exploratory thought to achieve desired results.
For these T-Power articles, I will be drawing on my many years of personal experience with using the work of Edward de Bono.[If you want to understand his positions on your own, read two books for starters: (1) Lateral Thinking (1973) and (2) Six Thinking Hats (1985).] I will take you through small steps that lead to healthy, objective, and constructive thinking. In so doing, you move from confusion to clarity. Clarity of thought generates better decisions.
STARTING POINT — Imagine that you are standing on top of an umbrella where the spokes join the handle. From this perspective you can see numerous direction-spokes. Now, choose one from among the many. Choose an issue, problem, need, opportunity, challenge, idea, suggestion, … Choose one item that will engage you and your brain over an extended period. Choose one that gets your energy juices going. Choose one that requires your designing a way forward to the future.
Next, write your choice on something, somewhere, that you will encounter frequently. Keep the choice simply stated so that you remember your thinking-focus. Post-It Notes on the edge of a computer monitor work well. Taped to a personal work light’s hood. On the back of a handset. In a key ring tag. In a luggage tag on your briefcase. Find a place for your choice. Just be certain that your place-of-choice is one you encounter regularly and frequently. Think of your choice as a brain-readiness-tester. You are always checking to see if the brain is ready to do some serious, focused thinking.
WHAT DO I KNOW? — One of the three tiers of “informational thinking” is “knowing.” This tier is the strongest and is, therefore, considered first-class information. To help you with this information assessment, I suggest that you get some index cards — different colors might speed the process. On one color write down the questions that begin with “What do I know?” or “What do I know about my choice?” or “What do I need to know?” As your informational thinking evolves, you are looking for information that is factual and verifiable. No room for argument, equivocation, or dissent should exist in your mind.
Some examples might be: What data do I already have collected that relates to the choice? Who do I know that has expertise related to the choice? What is the mission statement for the choice? Who are the customers involved in the choice? What planning has already been developed that relates to the choice? What value statements have been created? Each question focuses on a knowledge area. As the focusing-questions continue to emerge, you will gradually identify the informational gaps that need to be filled.
WHAT DO I BELIEVE? — Belief is the second-tier of “informational thinking” — a bit less powerful, less convincing than first-tier facts. Beliefs are more subject to argument and are, therefore, less verifiable. Now, take a different color of card. On these cards, write all of the things you believe about your choice. Most of these examples will have to do with your own experience. They are things you believe but you have no facts, other than your own experience, to verify them as “knowns.” They are, after all, subject to questioning by others who have had different experiences.
WHAT STORIES HAVE I HEARD? — Stories or anecdotes are the third-tier of “informational thinking” — considerably less convincing than first-tier facts or second-tier personal-experience beliefs. These stories belong on a card of a different color from facts and beliefs. Stories generally arise from someone else’s experience — a conference speaker, an article that you read, a meeting you attended, a recognized expert on a particular topic. Identify any pertinent information. Who told the story? When? What was the situation surrounding the story? Stories offer certain possibilities for gathering additional information. However, at this stage, verifying the factual nature of any of the stories may require considerable time and data collection.
RECOGNIZING THE TEMPTATIONS — All of us who have walked the earth into adulthood accumulated a bag of tricks. I have my “tummy test” that tells me something is wrong — a feeling. I have my own experience which provides me with benchmarks. I have my trusty “women’s intuition.” And oh my, yes, I have opinions that challenge all sorts of behaviors.
None of these tricks belongs in “informational thinking.” They all interfere with the objectivity of facts. They will promote argument. You must adhere to the discipline of “informational thinking.” Just the facts, ma’am. This thinking is the most neutral of all the thinking de Bono identifies. For this thinking, because of its neutrality, de Bono assigns White Hat status. As the White Hat sits more and more comfortably on your head, share your learning and understanding with others.
Virginia L. McBride, The Haven Maven Founder, EPROW Images Creator, “IT’S ALL ABOUT THE THINKING” Virginia builds personalized “thinking environments” to strengthen innovative thought. Working with EPROW Images, clients identify all facts, beliefs and stories related to their focus. This documenting clarifies thinking. To qualify for a free 30-minute consultation, submit a “pitch” through EPROW’s PAPPY program => http://www.eprowimages.com
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