The Six “Whats” of Sensing & Thinking

  • #1 Analytical Thinking & Innovation
  • #2 Active Learning and Learning Strategies
  • #3 Complex Problem Solving
  • #4 Critical Thinking & Analysis
  • #5 Creativity, Originality and Initiative
  • #6 Leadership and Social Influence
  • #7 Technology Use, Monitoring and Control

1. “SOLVING” — The Scouting Report

  • Objectivity, Confirmation biases, Rigid mindsets, Unnecessary constraints
  • Faulty or irrelevant information, faulty experiments, faulty interpretations
  • Dealing with pragmatics, the way that context contributes to meaning, sometimes misinterpreted
  • Dealing with semantics, the interpretation of the problem, sometimes ill-defined
  • Motives — is research & thinking designed to find truths or support pre-existing hypotnesis
  • To make decisions and take actions based on analysis
  • To present solutions to challenges and problems
  • To research and analyze relevant causes, factors and data
  • To identify and define central, secondary and tertiary problems.
  • To select and use appropriate concepts and methods
  • To form associations between disparate facts and/or methods

2. “SENSEMAKING” — The Scouting Report

  • Lack of collaboration, imagination and access to previous experiences or knowledge
  • Obsession for accuracy and a lack of tolerance for ambiguity
  • Critique is not wanted or encouraged; emotional states are dismissed as lacking relevance
  • Time pressures force managers and employees into analytical quicker answers or existing frameworks
  • Ambiguity within the various sensemaking disciplines/ontologies, lag in discovery process and repeatability
  • When problems or challenges are not given
  • When environments become volatile, ambiguous and chaotic, sometimes even in crisis
  • When emotional and human factors play a big impact on change allowance or resistance
  • When areas are being studied or discovered that have no known rules, patterns, plans or policies
  • When it’s important to understand how people construct knowledge and where deep learning occurs

3. “SYNTHESIZING”- The Scouting Report

  • Not easily connecting sources of data or information
  • The perils of compromise — taking too much of each part, compromising the whole
  • Stacking the deck — including too much/many parts into one frame, desirable yet not understandable to others
  • Lack depth — whereas the combination goes wide, the synthesis doesn’t provide deep understanding of the parts of highest value
  • Communication — the synthesized outcome or solution may look quite different than a linear interpretation, placing a higher premium on effective communication and feedback on synthesis work
  • To deliver new-to-the-wold perspectives/inventions/innovations
  • To create new intelligence frontiers through combination
  • To take the hybrid of two or more opposable alternatives, concepts or frames, not just make a choice among solutions
  • To produce a more nuanced, systematic and.or complex understanding/ result
  • To pull together original and enlightened outlooks from traditional and non-traditional sources

4. “COMPREHENDING” — The Scouting Report

  • Inaccurate or fraudulent sources or originating data
  • Skewed representation in sources, poor sample sizes
  • Use of short hand heuristics in interpretation and comprehension that may not always be true
  • Lack of variety of comprehension tools or approaches continue to produce the same type of conclusions or inferences
  • The eye of the beholder — level of comprehension is only as good as the practitioner performing it, can often be superficial or derivative as opposed to truly breakthrough
  • To establish the basic foundations that lead to higher-order cognitive thinking and sensing processes
  • To assess meaning and purpose of information and data sources
  • To assess the veracity of opinions, facts and data
  • To create new and novel comparisons and connections
  • To project forward anticipated projections and events
  • To orchestrate relationships, dependencies and hierarchies between what has been learned

5. SENSEGIVING — The Scouting Report

  • Trust between leaders and stakeholders
  • Forums for stakeholder engagement and empowerment
  • Competencies and empathy of leaders, practitioners and managers practicing sensegiving
  • Traditional prescriptive management paradigms vs. guided, shared power paradigms
  • Ethics — is sensegiving being performed for the greater/shared good, or for one party’s advancement/manipulation of reality
  • Recent mergers & acquisitions, blended cultures
  • Big shocks to system, personal, team or institutional
  • Grey & Black Swans — improbable and completely unpredictable, but high impact changes
  • A touchstone event or change occurrence — turnover in management, layoffs, crisis management

#6 WAYFINDING — The Scouting Report

  • Understanding is episodic, not ongoing
  • Not harmonized on lexicon, terms or concepts
  • Flip flopping, always being in a state of flux, without cementing learnings
  • Discomfort with uncomfort, want to speed through change and get back to equilibrium
  • Lack of unstructured time and space to process change
  • Personal self-reflection and change
  • Teaching and mentoring others
  • Mark and get through critical points, episodes or recurring activities
  • Reimagine their relationship with interruptions and disruptions
  • Awaken creative potential of change

Grey Swan Guild — Join 50 Shades of Grey Leaders, Thinkers and Doers

January 2022 Feature Guild City — Montreal

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