To Trinity & Beyond!

"Can I get access to the wifi please?" - (It was as if I had disturbed her in the shower)

A very stern lady, behind the desk, asked me how I had got into the airport lounge. I said - "via the elevator?" - from whose doors (directly in front of her) I had emerged.

"Are you a Club member!!!!" - she barked at me – the way she narrowed her eyes at that point made me think that the wrong answer to this question would mean me being disciplined by strap.

So you can fly around the US on a UK Drivers License - yet American Airlines ask you at least four times to present a simple ticket they create – represent it often to the same person. These same people, now elevated in importance by their next role, increasingly scan you like an Alien from District 9.

The lounge, I find out, won't give you free wifi unless you have a gold/club card which means you have to fish about a fifth time. Even if you are flying Premium yet domestically - no lounge. Needless to say my view of humans dropped back to normal. She backs down from any flesh tearing as I wield a fist full of Airline cards - fit to make Ed Scissorhands very proud.

Is it so hard for people to think as they work? I understand systems - really I do - but is this whole crappy process ever going to get a makeover fit for the century in which we now exist? Dumb, rude ignorant robots.

Oh and they have run out of food in my cabin...!!!

Where is Francis Bacon when you need him! 

"Uncritical acceptance based on the word or position of authority is a barrier to sound reasoning."

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The 4 Idols Of Truth!

Way back in the day Sir Francis Bacon (1561 - 1626) came up with 4 'idols' of truth to explain whether or not one was critically thinking. He felt strongly that by recognizing them one would avoid the mistakes they might lead you to in the act of thinking.

His main premise being that in order to really know an idea one had to know its opposite just as well. He also felt strongly that we need to question all assumptions from both a personal and a cultural perspective. So think about that as you ponder the 4 idols.

The Idol of the Tribe.

Fallacious thinking is often as a direct result of believing that one's senses and thinking are correct to the extent of ignoring evidence when that evidence does not conform to one's pre-conceived notions of reality or idea.

The Idol of the Cave.

In addition to an over-reliance on one's own physical senses we humans also act selfishly and don't consider the rest of the 'society'. Bacon said - "Everyone has a cave or den of his own, which refracts and discolours the light of nature."

The Idol of the Marketplace.

This represents the mis-use of language, representing Bacon's concern that unclear language is one of the primary causes of unclear thinking, reciprocally, to use language clearly will help one think clearly. "Because words govern reason [and] reason governs words."

The Idol of the Theatre.

The situation where one's mind is guided by accepted and often irrational (or blindly) accepted traditions. To 'uncritically' accept the authority and validity of an established tradition is to accept its errors and shortcomings. "Uncritical acceptance based on the word or position of authority is a barrier to sound reasoning."

Hat tip to Enoch Hale.

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Do you know the way to San Jose?

An Epistemic Journey through the Rio Grande and White Sands. Captain Williams suggested that there would be no cloud between Dallas and San Jose and he was right. He also suggested it was a great day to pick to fly. He was right.

In fact there was pretty much no more - cities, green stuff, water, pylons, humanity or anything else - just desert and mountain - oh and White Sands missile testing base. Which was a large area of white - what looked like sand. Hmm. Thing is - this is where the first Atomic Bomb was detonated on July 16th 1945.

I would love to know where I am at all times when flying. I want to know what I'm looking at. What is that mountain, river, mushroom cloud, highway or open cast mine thing. Whose is that swimming pool and 18 car garage.

I would like Google Earth fitted to my plane. (Not 'my' plane)

Maps are key to everything and especially strategy. So says Sarah Kaplan too - "Cartography - the drawing of maps is key to strategy. It's about dividing stuff up - establishing territories, deciding what's in and what's out." The creation of strategic frameworks - in my world at least - is precisely that and at the same time a very discursive practice.

Our world is all about collaborative endeavour. From 36,000 feet it's truly incredible to see roads and tracks winding or stretching between distant mountains and nearby villages. Over rivers, gorges and vast plains. Who worked that out. Why. Why not! Discursive practice if ever there was - but written on the planet for us all to see.

Getting to stand back far enough to see the pattern though requires Captain Williams. Nice day for flying sir and thank you. Oh and coming into land – that's me.

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Rational? Imagination? - Err...!

"Just as rational thought depends on the imagination of alternatives, so, too, imaginative thought depends upon rational principles." - Ruth Byrne

I'm prepared to state categorically that by developing a frame, a structure that will restrict the mind of those instructed to think rationally, then we humans will begin to think far more imaginatively in an attempt to break out of the imposed boundaries.

Bizarre and daft then that the idea that logic and creativity are opposites - even each others nemesis - have so long been held to be true.

Ruth argues, and I agree completely, that imaginative thought is not as chaotic, unpredictable or impenetrable to scientific study as people think, but is instead underpinned by a set of principles that guide the possibilities that people think about and which are similar to the principles that underlie rational thought.

I just need to get this idea across to the air transport industry. Our education establishment. The banking sector. Politicians. The media industry. I'm just saying…

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7 steps to thinking like a genius!

Thinking like Leonardo Da Vinci.

While these are interesting lists, hard to argue - they can somewhat do my head in. Stephen Watt teaches leaders at Nike, Microsoft and IBM using the following 7 principles - I've just discovered. Stephen studied the great man and his notebooks and came up with the following list of things.

1. Never ending curiosity.
2. Become an original thinker.
3. Sharpen the senses.
4. Thrive in the face of ambiguity.
5. Think using the whole brain.
6. Balance body and mind.
7. Be a systems thinker.

OK! Well that’s alright then. 

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Pay Attention To Signs

"The end of civilization will be that it will eventually die of civilization." - Ralph Waldo Emerson

We need to 'break frame' - that's an instruction - like break step. 

For humanity to survive in the long-run I believe we have to cause a global mental fracture of such significance that it's apocalyptic. We must transform the long held paradigms that ensures the madness of the systems in which we now live. Whether by big bang or by stealth - I haven't decided. This way we might stop humanity in its headlong denial. A denial in the name of civilization. A world where we operate on our own and within which each of us continues to overlook the many better possibilities. Damned by our new conditioning for the blandness and ridiculousness of our society. 

We need a whole new framework for living and for that to happen we have to break frame. 

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Thinking Critically!

"Critical Thinking entails the integration of three dimensions: being idealistic (capable of imagining a better world); realistic (seeing things as they are); and pragmatic (adopting effective measures for moving toward our ideals." - Linda Elder Head of The Foundation for Critical Thinking

Most people think they are thinking critically the fact is we aren't.

We always tend to think the other just needs to change their minds to think like them. In reality this is the viciousness of all circles. Most people are not capable of pausing and imagining the semantics or contexts of the other perspectives either at all or long enough. Structured Visual Thinking™ enables us to ask people to question everything.

Applying a Design Mindset in Structured Visual Thinking™

Being a Structured Visual Thinker: Design as a 'mindset' means having a particular approach – an attitude to how to approach the Exam Question and the needs of those before you.

1. Openness. So that you are impartial and an empty vessel when it comes to 'listening' to the answers to your questions.
2. Empathy. Being on the same page and caring sufficiently about the frustration and ambition of this with a different context to yours.
3. Intrinsic motivation. Wanting the outcome to be as good as you can possibly make it for everyone involved in the session and beyond.
4. Mindfulness. Awake and alert to everything that’s emerging – wherever it may come from. Every thought and idea is valid – recognise it.
5. Adjustment. Changing as new thoughts and ideas emerge. Adopting and adapting to the input as it arrives and changes the preceding 'frame' or circumstance.
6. Optimism. Knowing and appearing that there is a far better outcome beyond the barriers that will inevitably be put in the way. It may seem tough at times but the framework will liberate breakthrough at some point and I some way.

These competencies - if recognised, owned and applied are the key steps to being ready to design.

Doing Structured Visual Thinking™: Bringing Structured Visual Thinking™ method to the madness. The need for the tactical agility to deliver.

1. Multi-Disciplinary Collaboration. Co-creation and collaboration means working well with teams and individuals recognising that alignment and consensus are not always possible or desired.
2. Understanding and Need-Finding. Getting very forensic with root cause and drilling for the truth. Detection and then articulation of the issues that are driving the conditions.
3. Iterative developing and experimentation. Working each module at different depths and through the sequences as we build context and logic against the Business Equation™  
4. Systems mapping and thinking. Understanding the line of sight, dependencies and implications as each sequence unfolds
5. Story-telling. Working the framework as a story is vital. Knowing the Business Equation™  means to be able to tell the story – recognising that different audiences are interested in differing things.
6. Co-creation. Ideation and creativity within the context of each module within the frameworks.

Thinking Thinking: Developing the well-rounded capacity for convergent and divergent thinking.

1. Emotional Intelligence. The capacity to think and process – conscious - reasoning and discernment.
2. Systems Thinking. The art and science of recognizing the vital patterns emerging or inherent in all situations.
3. Visualization. Thinking visually and being creative is central to the method. Mastering the art of symbolisim and the language of the configurable assets is the essence here.
4. Abductive Reasoning. Discernment, surafcing the logical outcomes of sequenced questioning – the vital art of those practicing Structured Visual Thinking™
5. Synthesis. Distilling and precising all the context, insight and data is to master the art of quality thinking – emerging with the correct answer given the Exam Question.
6. Intuition. Knowing, from experience and appropriate learning, what is the right way. Being present and instinctive around all the above.

Structured Visual Thinking™ calls for convergent and divergent thinking together with adaptive doing, enabling a constant toggling between a variety of ways of thinking and doing. This agility is the raw material required for innovation and for mastering the application of the method.

"Creativity requires a 'perfect storm' of high choice, high prior experience and explicit instructions to be creative." - Sheena Iyengar

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Thinking like a Structured Visual Thinker!

Thinking like a Structured Visual Thinker! 

"The ill-structured, 'wicked' problems we face today require three particular mental skills which, when combined, can lead to insight." - Jordan Peterson 

These three skills are crucial to understand if we are to create a Structured Visual Thinking™ level of outcome. This means we must understand and combine the power of structured and logical thinking together with creativity delivering a free-flowing and valued experience. Let's avoid solving the wrong problem really well. This means overcoming the insight problem.

Not all insights are good, indeed the immediate jumping to an insight is high risk and an even bigger problem is that with many people once they have birthed it they will die to keep it alive. The term insight typically indicates the moment when a new, more effective formulation suddenly appears in one's mind enabling one to view the situation in a new light.

The Three Skills

1. Convergent Thinking: Analytic in nature moving linearly and logically toward a single solution. This includes the ability to give the correct answer to standard questions that do not require significant creativity, for instance in standardised tests for intelligence.
2. Divergent Thinking: Non-linear and moves associatively through a web of related ideas or images in search of patterns.Such thinking occurs in a spontaneous, free flowing manner whereby many ideas are generated in a random unorganised fashion, many possible solutions are explored in a short amount of time, and unexpected conclusions are drawn.
3. The Ability To Break The Frame: Leaps of imagination – not jumps to conclusion. Overcoming the 'functional fixedness' or 'context induced' set. This is what we refer to as impartiality but is in fact a deeply seated human condition which began when we were infants. Someone with a fixed view and even an insight can be very hard to change. Sadly the immediate insight is often wrong. 

The best example we have found to illustrate this point relates to the following. Picture this case of insightful thinking and deduction. Try it yourself. 

"An unemployed woman who did not have her driving license with her failed to stop at a railroad crossing, then ignored a one-way traffic sign and travelled three blocks in the wrong direction down the one way street. All this was observed by a nearby police officer, who was on duty, yet made no effort to arrest the woman. Why?"

Read on the answer is below.

Defining the indefinable.

Thinking and reasoning whilst processing against specific structures is hard. What is going on is also extremely difficult to define. We have made it into a codifiable act through the frameworks of Structured Visual Thinking™. We have done this over many years and it has become natural. We know that the three skills are vital to the 'thinking' act and central to problem solving and decisioning in the human mind.

What we don't know is how easily we can describe what this means physiologically nor how readily people can grasp all of the components in order for this to become second nature.

We apply our minds to an avalanche of data and the noise of implied knowledge that comes at us from all over by testing this material against proven architectures that we have designed over our lifetimes. These structures enable us to capture, sort and rank in rapid ways against deliberate measures. 

We then begin analysing against this more targeted data and against our desired outcomes. We do this by applying the Business Equation™  By the use of co-creative techniques we can then mitigate risk, force review then provoke the stimulation or revision/acceptance of better 
thinking. This removes the classic barriers of semantics, politics and ritualised paradigms.

Data arriving from external sources can feel very alien. 

It’s often unstructured, out of any context, arbitrary and silo based. It doesn’t always need to feel unloved, it can be our friend and it is often very valid – not to be ignored because it doesn’t fit our view. The point of all this though is that out of context its worthless, it wont be used and it can be used to damn not to fuel a positive outcome. 

The role is deeply exploring its DNA, where did it come from, why, where is it headed and how can we help it get there? I’m just as content when it gets thrown away as when I find its home as bad information is just that. The reality though is that its mostly useful. It simply needs a home or its more valuable in a place it didn’t think it was intended for.

Our frameworks are the measure and tool I use to help inform these decisions.

We are fascinated by insight. It's a creative moment for us when things that were previously unrelated now make sense, when people who were struggling to make sense see the flow or logic of a new piece of the jigsaw. They have overcome several earlier insights to arrive at a far better one. Hugely valuable when mistakes or errors are avoided by a change of thinking created by the frameworks and structures we can create out of the information pouring in. Behavioural change - whilst the toughest nut to crack - can often be instigated by that inspired moment when these clues get exposed in this way.

The observation then the physical identification of patterns – more and more important structures and frameworks in abstract (or ad hoc) conversation (and content) - a new art of the possible. In developing executable outcomes in complex businesses this certainly requires a type of mindset and an approach to thinking that few people have naturally. In Structured Visual Thinking™ it is at least 100 percent of the approach.

Our work is founded on 3 major planks. 

1. Structured Visual Thinking™  - Visualisation and logical reasoning ahead/beyond and in live co-created interventions.
2. Contextual Analysis™ – Involving Pattern recognition of a narrative, collaborative and relective nature.
3. Information Design applied consistently in the preparation of stimulus, in the facilitation of clients and on into the resultant development of all the outcomes.

These foundational elements are how we work, how we think and what we do. We are not using visualisation to over simplify or deflect - we use it to signify logic and meaning and connect purpose with decision. We are not using pattern recognition to dumb down or simplify anything - we are using it to identify risk and opportunity and engage with practical; actionable work. Removing those jumps to conclusion - those first few wrong insights. We are not using Information Design to perform cosmetic surgery on the problem – we are using it to empower and inform the widest possible audience.

The answer to the riddle – She was walking not driving. 

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Strategy On Purpose

A great quote from the manager of the highly successful new plans for the New York Botanical Gardens. A rejuvenation program was underway.

"At the time it was created, the plan was better that the institution. The plan was a view of what we wanted to be. As people came to understand and accept the plan, they came to embrace the Garden that they saw 'through' the plan, rather than the Garden as it actually was, even though not much had actually been accomplished yet."

We need a mixture of strategy as thought and strategy as felt - satisfying the needs of the corporation. This means to have created a valid hypothesis and then to allow the satisfaction of the broad community to emerge through the authenticity that they can bring to it through their own challenging and then ownership.

Strategy On Purpose

Plans that are developed by remote - often robotic analysts - then written up as doctrine and mission statements to be hung around people's necks are proven to fail. Nobody cares about them. The Economist stated recently that only 63% (of their research base) achieved a reasonable amount of the promised returns on their business plans. They went on to say that they were simply not 'felt' to be owned by the people who had to deliver them. Discouraging? Entirely not surprising.

"Aligning word with deed." -Jeanne Lietka

Recently a new phrase has emerged - 'Strategy as Experienced' - strategies that are felt/witnessed and owned by those whose lives they effect. Not rocket science. Felt meaningfully and personally. Compelling and understood by those whose behaviours we demand to change accordingly - to suit the new structures and paradigms.

Let's be sure we enable that experience!!

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Leadership, Sunday & The Super Bowl

The Green Bay Packers & Vince Lombardi

"People who work together will win, whether it be against complex football defenses, or the problems of modern society." - Vince Lombardi

Take a look at any image of Vince Lombardi and you will see a character. With a bit of delving it's not hard to find the story. How did he become such a motivator and leader - and develop such a great command of the perfect quip? Well for me the there are some great clues. Firstly he was born in Brooklyn New York to Italian-born father Enrico "Harry" Lombardi - a butcher – they were a family of butchers. His grand–parents parents had immigrated as teenagers from just east of Salerno in southern Italy. Vince was raised in the Sheepshead Bay area of southern Brooklyn and attended its public schools through the eighth grade.

"If you aren't fired with enthusiasm, you will be fired with enthusiasm." - Vince Lombardi

Wave Two of the education: In 1928, at the age of 15, he entered Cathedral College of the Immaculate Conception, a six-year secondary program to become a Catholic priest. After two years, Lombardi decided not to pursue this path and transferred to the St. Francis Prep, where he was a standout on the football team – he also played baseball.

In 1959, at age 45, Vince Lombardi accepted the position of head coach and general manager of the Green Bay Packers. Lombardi inherited a team which in 1958 had lost all but 2 of its 12 games (a win & a tie) - the worst in Packers history. Lombardi created punishing training regimens and expected absolute dedication and effort from his players. The 1959 Packers were an immediate improvement finishing at 7–5. Rookie head coach Lombardi was named Coach of the Year.

"Once you learn to quit, it becomes a habit." - Vince Lombardi

Vincent Thomas Lombardi is arguably the greatest football coach of all time, and is on the short list of history’s greatest coaches, regardless of sport. His ability to teach, motivate and inspire players helped turn the Green Bay Packers into the most dominating NFL team in the 1960s.

"If you can accept losing, you can't win." - Vince Lombardi

-------------------------------------------------------------------

More from the Bard Of American Football.

Teamwork

1. “The achievements of an organization are the results of the combined effort of each individual.”
2. “People who work together will win, whether it be against complex football defenses, or the problems of modern society.”
3. “Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.”

Commitment

1. “Winning is not a sometime thing, it is an all the time thing. You don’t do things right once in a while…you do them right all the time.”

“Unless a man believes in himself and makes a total commitment to his career and puts everything he has into it – his mind, his body, his heart – what’s life worth to him?”

“Once a man has made a commitment to a way of life, he puts the greatest strength in the world behind him. It’s something we call heart power. Once a man has made this commitment, nothing will stop him short of success.”

“The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.”

“It’s not whether you get knocked down, it’s whether you get up.”

“I would say that the quality of each man’s life is the full measure of that man’s commitment of excellence and victory – whether it be football, whether it be business, whether it be politics or government or what have you.”

Success/Sacrifice

1. “Football is a great deal like life in that it teaches that work, sacrifice, perseverance, competitive drive, selflessness and respect for authority is the price that each and every one of us must pay to achieve any goal that is worthwhile.”
2. “To achieve success, whatever the job we have, we must pay a price.”
3. “Success is like anything worthwhile. It has a price. You have to pay the price to win and you have to pay the price to get to the point where success is possible. Most important, you must pay the price to stay there.”
4. “Once you agree upon the price you and your family must pay for success, it enables you to ignore the minor hurts, the opponent’s pressure, and the temporary failures.”
5. “A man can be as great as he wants to be. If you believe in yourself and have the courage, the determination, the dedication, the competitive drive, and if you are willing to sacrifice the little things in life and pay the price for the things that are worthwhile, it can be done.”

Discipline

1. “I’ve never known a man worth his salt who, in the long run, deep down in his heart, didn’t appreciate the grind, the discipline. “
2. “There is something good in men that really yearn for discipline.”
3. “Mental toughness is many things and rather difficult to explain. Its qualities are sacrifice and self-denial. Also, most importantly, it is combined with a perfectly disciplined will that refuses to give in. It’s a state of mind – you could call it character in action.”
4. “The good Lord gave you a body that can stand most anything. It’s your mind you have to convince.”
5. “Once you learn to quit, it becomes a habit.”
6. “Perfection is not attainable. But if we chase perfection, we can catch excellence.”
7. “Once you have established the goals you want and the price you’re willing to pay, you can ignore the minor hurts, the opponent’s pressure and the temporary failures.”

Will to Win

1. “The spirit, the will to win and the will to excel – these are the things that endure and these are the qualities that are so much more important than any of the events that occasion them.”
2. “There’s only one way to succeed in anything, and that is to give it everything. I do, and I demand that my players do.”
3. “The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will.”
4. “You never win a game unless you beat the guy in front of you. The score on the board doesn’t mean a thing. That’s for the fans. You’ve got to win the war with the man in front of you. You’ve got to get your man.”
5. “If you’ll not settle for anything less than your best, you will be amazed at what you can accomplish in your lives.”

Leadership

1. “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”
2. “It is essential to understand that battles are primarily won in the hearts of men. Men respond to leadership in a most remarkable way and once you have won his heart, he will follow you anywhere.”
3. “Leadership is based on a spiritual quality --- the power to inspire, the power to inspire others to follow.”
4. “Having the capacity to lead is not enough. The leader must be willing to use it.”
5. “Leadership rests not only upon ability, not only upon capacity – having the capacity to lead is not enough. The leader must be willing to use it. His leadership is then based on truth and character. There must be truth in the purpose and will power in the character.”
6. “A leader must identify himself with the group, must back up the group, even at the risk of displeasing superiors. He must believe that the group wants from him a sense of approval. If this feeling prevails, production, discipline, morale will be high, and in return, you can demand the cooperation to promote the goals of the community.”

Excellence

1. “….I firmly believe that any man’s finest hours – his greatest fulfillment of all that he holds dear – is that moment when he has worked his heart out in good cause and lies exhausted on the field of battle – victorious.”
2. “The spirit, the will to win and the will to excel --- these are the things what will endure and these are the qualities that are so much more important than any of the events themselves.”
3. “They call it coaching but it is teaching. You do not just tell them…you show them the reasons.”
4. “After all the cheers have died down and the stadium is empty, after the headlines have been written, and after you are back in the quiet of your room and the championship ring has been placed on the dresser and after all the pomp and fanfare have faded, the enduring thing that is left is the dedication to doing with our lives the very best we can to make the world a better place in which to live.”

Mental Toughness

1. “If you’re lucky enough to find a guy with a lot of head and a lot of heart, he’s never going to come off the field second.”
2. “Teams do not go physically flat, they go mentally stale.”
3. “Mental toughness is many things and rather difficult to explain. Its qualities are sacrifice and self-denial. Also, most importantly, it is combined with a perfectly disciplined will that refuses to give in. It’s a state of mind – you could call it ‘character in action.’”
4. “Mental toughness is essential to success.”

Habit

1. “Winning is a habit. Watch your thoughts, they become your beliefs. Watch your beliefs, they become your words. Watch your words, they become your actions. Watch your actions, they become your habits. Watch your habits, they become your character.”
2. “The harder you work, the harder it is to surrender.”
3. “Confidence is contagious and so is lack of confidence, and a customer will recognize both.”
4. “If you don’t think you’re a winner, you don’t belong here.”

Passion

1. “It is and has always been an American zeal to be first in everything we do, and to win…”
2. “It is essential to understand that battles are primarily won in the hearts of men. Men respond to leadership in a most remarkable way and once you have won his heart, he will follow you anywhere.”
3. “If you aren’t fired with enthusiasm, you’ll be fired with enthusiasm.”
4. “To be successful, a man must exert an effective influence upon his brothers and upon his associates, and the degree in which he accomplishes this depends on the personality of the man. The incandescence of which he is capable. The flame of fire that burns inside of him. The magnetism which draws the heart of other men to him.”

Results/Winning

1. “Running a football team is no different than running any other kind of organization…”
2. “Some of us will do our jobs well and some will not, but we will all be judged on one thing: the result.”
3. “Winning is not everything – but making the effort to win is.”
4. “Success demands singleness of purpose.”
5. “If it doesn’t matter who wins or loses, then why do they keep score?”
6. “Winning is not a sometime thing…it’s an all the time thing. You don’t win once in a while…you don’t do the right thing once in a while…you do them right all the time. Winning is a habit.”

Truth

1. “The object is to win fairly, by the rules – but to win.”
2. “Morally, the life of the organization must be of exemplary nature. This is one phase where the organization must not have criticism.”

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