Integrative thinking with Judith

Everything can be understood and is explainable. Cause and effect will explain everything we do. So if we put guns in all the police cars then that will deal with the apparently permanent increase in attacks on police. Just as more police officers, tasers, harsher sentences, more prisons, less parole have all reduced crime. Excuse me a modicum of sarcasm. Could it be that these measures actually don’t do anything? Has the crime rate reduced? The uncomfortable demeanour of the police commissioner fronting media on the proposal and John Key’s caution contrasts starkly with the forthright, simplistic “they’re armed more so we have to be” approach of the police union and our minister of police Judith Collins. Why?

The mental models that determine our world view are deeply rooted in beliefs from the last several hundred years where at times we as humans have thought that we were the centre of the universe (literally!), that the solar system was akin to a clock with moving parts, all of which were understandable, that we would eventually understand all things and that cause and effect answer all problems. If that sounds odd ask yourself: have you recently addressed an issue at work with confidence that your understood the problem, and that all was required was some creative thinking around the solution. You might even have congratulated yourself on your creative thinking.

Our police minister has said that she simply waits on a recommendation from the police commissioner and a decision will be made. Well, we know what that recommendation is going to be. So advocacy (sort of) and implementation.

Were any counter views sought or listened to? The prime minister, I would say, but for political reasons he doesn’t want to appear weak on crime. But none are asked for publicly.

So what is wrong with all of this? Integrative thinkers understand the concept of mental models – the world views that shape their thinking, they are open to other world views, in fact, they openly acknowledge that there will be conflicting systems at play. Paradox is embraced. Advocacy is eliminated and replaced with open enquiry. Integrative and strategic thinkers focus on understanding the real problem which may not be linear – in fact it almost never is in intractable problems. If it were, it wouldn’t be intractable.

In government circles there is a phrase “whole of government” which if used properly might head a government to think integratively. Imagine seeing the head of the Ministry of Social Development with the police commissioner at a press conference announcing a series of changes that were to attack crime and disrespect to the police. Maybe that sounds all soft, liberal and do-gooder to you. Maybe it is. But just maybe we might start to resolve something so serious as increased crime. Because so far, we’re doing nothing.

It’s a line of failures brought on by linear thinking and a belief that we know everything so we only need to find more solutions. What’s the problem I say.

If you find yourself thinking: well what would you do about it man?, you’ve done it. Straight to solution.

Seeing through the fog

There’s been a bit of fog around the super city recently and getting around has been super slow. On a day trip to Hamilton (I was mocked for referring to the journey as a “road trip” but hell, we got above 40 km/h) it was a beautiful clear day with the fog residing above the Bombays for once!

This morning I was on the 28th floor of a city building with a spectacular view out over the city, the harbour, the port, the tank farm and beyond.  My host perhaps didn’t realise it but is was just the medicine I needed after a fortnight of niggles about stuff that didn’t matter in the long term (as it turned out) – a builder who can’t complete a job, a communications company that simply can’t understand my minor an easily fixable grievance and my monthly favourite – the cashflow!

We often hear about taking a strategic view, rising above the detail and getting a perspective.  Life has felt a bit foggy this week but today has brought some clarity.  The builder has committed for next week, the communications company saw sense and I understood my cashflow.  On Tuesday I encountered someone wearing a Hamil-tron “city of the future” T-shirt. Maybe it is – when the fog clears the future is clear.

And Hamilton is certainly on my side today – thanks to the good folk there, this blog has recorded the highest number of hits ever today (and it’s only 1.00pm!).

What is your fog today?  Could you clear it and take the long view?

Have a great weekend everyone.

Stephen

Back to the future: Microsoft is playing with old models. Are they mental or what?

I had the pleasure of hearing the CFO of Microsoft Chris Liddell speak today.  Chris is very much one of us Kiwis and he has made it to the top levels of organisational leadership on the international business stage.  Chris spoke of the 5 strategies that Microsoft is adopting to deal with the current financial position (is it still a crisis?):

  • Cash
  • Quality
  • Market Share
  • Innovation
  • Cost reduction

Where did all this come from?  Well it looks like pretty good common sense, but it seems that Microsoft have researched extensively the winners and losers from the 1929-37 Great Depression.  Those that survived, survived with a greater market share than at the beginning of the depression.  Those that invested in R&D were well placed for the 5-10 years ahead.  Microsoft has cut 5% of its workforce but has maintained its R&D spend.

R&D spend for them is typically 5-10 years into the future.

What does it mean?  Leadership is about looking forward isn’t it:  “There is only the future”, ” The past has gone”  we hear, and maybe even say.

Certainly Microsoft is a company looking forward.  But even this giant in international terms (hey they have $30b cash in the bank!) has taken time to reflect and look back for lessons from another era.

There are lessons here for organisations, battling to survive and retain focus.

And there are lessons for all of us at a personal level as we face our leadership challenges. We might ask:  are we learning from the past?  If so, what? Learned not do or to do something?  But what of those things that underpin our behaviours?

What are our mental models that shape our view of the world?  Are we prepared to look at them?  Do we even know what they are?

Thanks to Ali at TransTasman Business Circle for the invitation.  Please feel free to comment below. I’ll be writing more about mental models soon.


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