It is remarkably easy in organisations – and in life generally – to get immersed in a way of thinking that is difficult to break away from.  We can assume that that meeting will be difficult, that person likely to cause problems, that task frustrating or boring.  Especially with people: it is easy to pigeon-hole someone as obstinate, unhelpful or lazy.

So how about 3Cs – catch, challenge and change those thoughts.  Be more aware of an ingrained thought pattern that is unhelpful or plain wrong – catch it.

Think again: are you right?  Maybe yes.  But maybe no. Or yes and no!  Challenge the thought process, that way of thinking.  Is there another way to think about this?  What if you did this or said that?  Would that make a difference to you or them and the interaction between you?

Change the thought pattern – deliberately, pro-actively, if need be as an experiment or trial. Assume it will be different, they will be different, you will be different.

Edward de Bono wrote the classic ‘Six Thinking Hats’ in 1985.  In the book he writes about a change from the traditional western model of argument – right and wrong – to parallel thinking.  If we all look at a problem in one way, then another, then another, we not only speed up the thinking process but we greatly increase the quality of our thinking.

Figuratively all put on a Blue Hat: think about the structure of a discussion, the agenda, the outcome desired.  Change to the White Hat: collect and collate the facts.  Try on the Red Hat: ask everyone to describe their emotions, how they feel about the subject or the discussion.  Now move to wear the Black Hat: what could go wrong, where do we need to be cautious, what are the risks?

Now all wear the Yellow Hat: what are the positives around this subject, how good could it be?  The Green Hat is next: what else could we do?  What if?  How about? And back to wearing the Blue Hat: now what?  Next steps…If you haven’t tried wearing the Six Hats, do try.  Use real hats, paper hats or more likely in an organisational setting, have posters or cardboard cut-outs on the table or round the room.  It’s much easier to talk about coloured hats than an individual’s tendency to be negative or positive, vague or over-analytical.  The book is still in print with Penguin and in the 3D HR Bookstore.

What have you got to lose?  Think what you could gain by thinking differently – catch, challenge, change!

Ref: Bono, E (2000). Six Thinking Hats. Penguin. ISBN 9780141033051

There are several sayings in English about thinking: “on second thoughts”, “think again”, “think once, think twice”.  Apparently the biology or neurology behind it is that our first thoughts release the neuro-transmitter dopamine which can trigger an immediate or impatient response; the second thought starts a cognitive process with a longer term perspective.  Taking time to “think again” results in a qualitative improvement in decision-making or reflection.

Perhaps the most important time to have second thoughts is when sending e-mails.  A quick, one-thought reaction and hitting the send button can do immense damage to relationships and even businesses.  Save to draft gives time for reflection and perhaps redrafting or even deletion.

Thoughts on our second year:  it’s been a great variety of differing challenges, from developing HR policies and procedures to number-crunching salary reviews to facilitating meetings between employees and managers.  Working with large and small organisations, as a one-off or over several months.  Travelling to London, Swindon and southern Africa.  Being part of a larger consultancy, with a colleague and working on my own.  On second thoughts, would I do it again and start my own company?  Absolutely!

Looking to the future: it is worth reflecting on where my strengths lie and therefore where my focus should be for future work.  Developing and writing clear, consistent and concise HR policies and procedures and finding ways to improve accessibility – through an on-line Staff Handbook – is a strength.  So is facilitating and chairing one-to-one meetings between employees and their manager.  Up-front training is less of a strength and marketing the business is where I need external assistance.  And of course planning and making time for regular reflection, to deliberately think again about what I am doing and where I am spending my time, creating a good work-home balance, is crucial.

What do you need to take time to reflect on and think again?