3. Apartheid had a design problem. I led
team that analyzed events in South Africa.
We were divided as to what we thought
would happen. What follows are some of the
lessons we learned about thinking.
4. Streetlights
We knew a lot about South African
whites. We didn’t know very much about
the blacks. We just accepted the
information we had as an accurate
representation of reality, when in fact it
poorly matched reality. Like the legendary
drunk looking for his car keys under the
streetlights cuz that’s the only place he
could see.
6. I hate it when people say something
happened by chance. It reflects sloppy
thinking. Chance is a causality you don’t yet
understand. Something unusual happens
outside your model. You will tend to ascribe it
to chance or quirkiness, when it should be a
major red flag. There is something going on
you do not understand and therefore are not
accounting for.
7. But we also don’t understand what I call exponential causality. Each in
8. Worst Case
We tend to conflate worst case scenario
with unlikely. This is wrong. Impact and
Probability operate on independent
axes.
9. There are no solutions.
Only trade-offs.
~Thomas Sowell
My career taught me the the passage of time is the most reliable problem
solver. The fact the there are no solutions, only tradeoffs, means that the
value systems of the deciders come into play in a big way. You use your
value system to determine the “best” tradeoff, to decide what is a benefit and
what is not. To minimize the impact of bias and not-well-articulated or
explored value systems, individuals and teams should have a conscious
approach to thinking. One that you can explain to others so that they can
understand and challenge. What follows are some steps to take!
10. Develop an Analytic Landscape.
It’s useful to spend lots of time
up front creating an analytic
framework. Try to delineate all
the aspects of a problem. To do
this effectively, diversity of
thought is key.
11. Cynefin Framework remains my favorite first step in thinking
about a problem. Figure out where your situation sits on this
chart. Note that expertise helps you on the right side and usually
hurts you on the left side. The more complex the problem, the
less traditional substantive expertise helps you.
Articulate
Thinking Strategy
16. And Emotions!
We often do not spend enough time
trying to anticipate how people will react
emotionally to situations. This is
ALWAYS a huge mistake.
17. der to encourage team members to speak up and offer great ideas. This gif illustrates
Apartheid had a design problem. Intent was a problem, but so was its execution. Great team of analysts, and we completely disagreed!
We knew a lot about whites. We didn’t know very much about the blacks. We just accepted the information we had as an accurate representation of reality, when in fact it was a poor match to reality.
Trends are only ever about the past
Is a causality you don’t yet understand. Something unusual happens outside your model you will tend to ascribe it to chance or quirkiness, when it should be like a major red flag. There is something going on you do not yet understand.
We don’t understand exponential numbers and we don’t understand exponential causality. Individual events have multiple effects.
We tend to conflate worst case scenario with unlikely. This is wrong. Impact and Probability operate on independent axes.
Learned that passage of time is what tends to solve problems. Tradeoffs means that your value systems come into play in a big way. You use your value system to evaluate the tradeoff, to decide what is a benefit and what is not. So you want to have a conscious approach to thinking, that you can explain to others and that they can challenge.
Spend lots of time at the beginning creating an analytic framework. Employ lots of diversity of thought here.
Cynefin Framework remains my favorite. Note that expertise helps you on the right side of the chart and usually hurts you on the left side.
I like the Gregorc thinking inventory. Simple.
Find someone who thinks differently from you!
Too much collaboration these days is actually just deconfliction
Intuition is your brain detecting something patterns AND LETTING you know without the use of language.
Bette Davis emerges from her not very tiny house.
This is what you want to be as a manager. This is how your interventions should make your colleagues feel!