More on Leadership
Sam Hickmann
3 years ago
Improving collaboration with the Six Thinking Hats
Six Thinking Hats was written by Dr. Edward de Bono. "Six Thinking Hats" and parallel thinking allow groups to plan thinking processes in a detailed and cohesive way, improving collaboration.
Fundamental ideas
In order to develop strategies for thinking about specific issues, the method assumes that the human brain thinks in a variety of ways that can be intentionally challenged. De Bono identifies six brain-challenging directions. In each direction, the brain brings certain issues into conscious thought (e.g. gut instinct, pessimistic judgement, neutral facts). Some may find wearing hats unnatural, uncomfortable, or counterproductive.
The example of "mismatch" sensitivity is compelling. In the natural world, something out of the ordinary may be dangerous. This mode causes negative judgment and critical thinking.
Colored hats represent each direction. Putting on a colored hat symbolizes changing direction, either literally or metaphorically. De Bono first used this metaphor in his 1971 book "Lateral Thinking for Management" to describe a brainstorming framework. These metaphors allow more complete and elaborate thought separation. Six thinking hats indicate ideas' problems and solutions.
Similarly, his CoRT Thinking Programme introduced "The Five Stages of Thinking" method in 1973.
| HAT | OVERVIEW | TECHNIQUE |
|---|---|---|
| BLUE | "The Big Picture" & Managing | CAF (Consider All Factors); FIP (First Important Priorities) |
| WHITE | "Facts & Information" | Information |
| RED | "Feelings & Emotions" | Emotions and Ego |
| BLACK | "Negative" | PMI (Plus, Minus, Interesting); Evaluation |
| YELLOW | "Positive" | PMI |
| GREEN | "New Ideas" | Concept Challenge; Yes, No, Po |
Strategies and programs
After identifying the six thinking modes, programs can be created. These are groups of hats that encompass and structure the thinking process. Several of these are included in the materials for franchised six hats training, but they must often be adapted. Programs are often "emergent," meaning the group plans the first few hats and the facilitator decides what to do next.
The group agrees on how to think, then thinks, then evaluates the results and decides what to do next. Individuals or groups can use sequences (and indeed hats). Each hat is typically used for 2 minutes at a time, although an extended white hat session is common at the start of a process to get everyone on the same page. The red hat is recommended to be used for a very short period to get a visceral gut reaction – about 30 seconds, and in practice often takes the form of dot-voting.
| ACTIVITY | HAT SEQUENCE |
|---|---|
| Initial Ideas | Blue, White, Green, Blue |
| Choosing between alternatives | Blue, White, (Green), Yellow, Black, Red, Blue |
| Identifying Solutions | Blue, White, Black, Green, Blue |
| Quick Feedback | Blue, Black, Green, Blue |
| Strategic Planning | Blue, Yellow, Black, White, Blue, Green, Blue |
| Process Improvement | Blue, White, White (Other People's Views), Yellow, Black, Green, Red, Blue |
| Solving Problems | Blue, White, Green, Red, Yellow, Black, Green, Blue |
| Performance Review | Blue, Red, White, Yellow, Black, Green, Blue |
Use
Speedo's swimsuit designers reportedly used the six thinking hats. "They used the "Six Thinking Hats" method to brainstorm, with a green hat for creative ideas and a black one for feasibility.
Typically, a project begins with extensive white hat research. Each hat is used for a few minutes at a time, except the red hat, which is limited to 30 seconds to ensure an instinctive gut reaction, not judgement. According to Malcolm Gladwell's "blink" theory, this pace improves thinking.
De Bono believed that the key to a successful Six Thinking Hats session was focusing the discussion on a particular approach. A meeting may be called to review and solve a problem. The Six Thinking Hats method can be used in sequence to explore the problem, develop a set of solutions, and choose a solution through critical examination.
Everyone may don the Blue hat to discuss the meeting's goals and objectives. The discussion may then shift to Red hat thinking to gather opinions and reactions. This phase may also be used to determine who will be affected by the problem and/or solutions. The discussion may then shift to the (Yellow then) Green hat to generate solutions and ideas. The discussion may move from White hat thinking to Black hat thinking to develop solution set criticisms.
Because everyone is focused on one approach at a time, the group is more collaborative than if one person is reacting emotionally (Red hat), another is trying to be objective (White hat), and another is critical of the points which emerge from the discussion (Black hat). The hats help people approach problems from different angles and highlight problem-solving flaws.
Julie Zhuo
2 years ago
Comparing poor and excellent managers
10-sketch explanation
Choosing Tasks
Bringing News
carrying out 1:1s
providing critique
Managing Turbulence
Nir Zicherman
3 years ago
The Great Organizational Conundrum
Only two of the following three options can be achieved: consistency, availability, and partition tolerance
Someone told me that growing from 30 to 60 is the biggest adjustment for a team or business.
I remember thinking, That's random. Each company is unique. I've seen teams of all types confront the same issues during development periods. With new enterprises starting every year, we should be better at navigating growing difficulties.
As a team grows, its processes and systems break down, requiring reorganization or declining results. Why always? Why isn't there a perfect scaling model? Why hasn't that been found?
The Three Things Productive Organizations Must Have
Any company should be efficient and productive. Three items are needed:
First, it must verify that no two team members have conflicting information about the roadmap, strategy, or any input that could affect execution. Teamwork is required.
Second, it must ensure that everyone can receive the information they need from everyone else quickly, especially as teams become more specialized (an inevitability in a developing organization). It requires everyone's accessibility.
Third, it must ensure that the organization can operate efficiently even if a piece is unavailable. It's partition-tolerant.
From my experience with the many teams I've been on, invested in, or advised, achieving all three is nearly impossible. Why a perfect organization model cannot exist is clear after analysis.
The CAP Theorem: What is it?
Eric Brewer of Berkeley discovered the CAP Theorem, which argues that a distributed data storage should have three benefits. One can only have two at once.
The three benefits are consistency, availability, and partition tolerance, which implies that even if part of the system is offline, the remainder continues to work.
This notion is usually applied to computer science, but I've realized it's also true for human organizations. In a post-COVID world, many organizations are hiring non-co-located staff as they grow. CAP Theorem is more important than ever. Growing teams sometimes think they can develop ways to bypass this law, dooming themselves to a less-than-optimal team dynamic. They should adopt CAP to maximize productivity.
Path 1: Consistency and availability equal no tolerance for partitions
Let's imagine you want your team to always be in sync (i.e., for someone to be the source of truth for the latest information) and to be able to share information with each other. Only division into domains will do.
Numerous developing organizations do this, especially after the early stage (say, 30 people) when everyone may wear many hats and be aware of all the moving elements. After a certain point, it's tougher to keep generalists aligned than to divide them into specialized tasks.
In a specialized, segmented team, leaders optimize consistency and availability (i.e. every function is up-to-speed on the latest strategy, no one is out of sync, and everyone is able to unblock and inform everyone else).
Partition tolerance suffers. If any component of the organization breaks down (someone goes on vacation, quits, underperforms, or Gmail or Slack goes down), productivity stops. There's no way to give the team stability, availability, and smooth operation during a hiccup.
Path 2: Partition Tolerance and Availability = No Consistency
Some businesses avoid relying too heavily on any one person or sub-team by maximizing availability and partition tolerance (the organization continues to function as a whole even if particular components fail). Only redundancy can do that. Instead of specializing each member, the team spreads expertise so people can work in parallel. I switched from Path 1 to Path 2 because I realized too much reliance on one person is risky.
What happens after redundancy? Unreliable. The more people may run independently and in parallel, the less anyone can be the truth. Lack of alignment or updated information can lead to people executing slightly different strategies. So, resources are squandered on the wrong work.
Path 3: Partition and Consistency "Tolerance" equates to "absence"
The third, least-used path stresses partition tolerance and consistency (meaning answers are always correct and up-to-date). In this organizational style, it's most critical to maintain the system operating and keep everyone aligned. No one is allowed to read anything without an assurance that it's up-to-date (i.e. there’s no availability).
Always short-lived. In my experience, a business that prioritizes quality and scalability over speedy information transmission can get bogged down in heavy processes that hinder production. Large-scale, this is unsustainable.
Accepting CAP
When two puzzle pieces fit, the third won't. I've watched developing teams try to tackle these difficulties, only to find, as their ancestors did, that they can never be entirely solved. Idealized solutions fail in reality, causing lost effort, confusion, and lower production.
As teams develop and change, they should embrace CAP, acknowledge there is a limit to productivity in a scaling business, and choose the best two-out-of-three path.
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Katharine Valentino
3 years ago
A Gun-toting Teacher Is Like a Cook With Rat Poison
Pink or blue AR-15s?
A teacher teaches; a gun kills. Killing isn't teaching. Killing is opposite of teaching.
Without 27 school shootings this year, we wouldn't be talking about arming teachers. Gun makers, distributors, and the NRA cause most school shootings. Gun makers, distributors, and the NRA wouldn't be huge business if weapons weren't profitable.
Guns, ammo, body armor, holsters, concealed carriers, bore sights, cleaner kits, spare magazines and speed loaders, gun safes, and ear protection are sold. And more guns.
And lots more profit.
Guns aren't bread. You eat a loaf of bread in a week or so and then must buy more. Bread makers will make money. Winchester 94.30–30 1899 Lever Action Rifle from 1894 still kills. (For safety, I won't link to the ad.) Gun makers don't object if you collect antique weapons, but they need you to buy the latest, in-style killing machine. The youngster who killed 19 students and 2 teachers at Robb Elementary School in Uvalde, Texas, used an AR-15. Better yet, two.
Salvador Ramos, the Robb Elementary shooter, is a "killing influencer" He pushes consumers to buy items, which benefits manufacturers and distributors. Like every previous AR-15 influencer, he profits Colt, the rifle's manufacturer, and 52,779 gun dealers in the U.S. Ramos and other AR-15 influences make us fear for our safety and our children's. Fearing for our safety, we acquire 20 million firearms a year and live in a gun culture.
So now at school, we want to arm teachers.
Consider. Which of your teachers would you have preferred in body armor with a gun drawn?
Miss Summers? Remember her bringing daisies from her yard to second grade? She handed each student a beautiful flower. Miss Summers loved everyone, even those with AR-15s. She can't shoot.
Frasier? Mr. Frasier turned a youngster over down to explain "invert." Mr. Frasier's hands shook when he wasn't flipping fifth-graders and fractions. He may have shot wrong.
Mrs. Barkley barked in high school English class when anyone started an essay with "But." Mrs. Barkley dubbed Abie a "Jewboy" and gave him terrible grades. Arming Miss Barkley is like poisoning the chef.
Think back. Do you remember a teacher with a gun? No. Arming teachers so the gun industry can make more money is the craziest idea ever.
Or maybe you agree with Ted Cruz, the gun lobby-bought senator, that more guns reduce gun violence. After the next school shooting, you'll undoubtedly talk about arming teachers and pupils. Colt will likely develop a backpack-sized, lighter version of its popular killing machine in pink and blue for kids and boys. The MAR-15? (M for mini).
This post is a summary. Read the full one here.
The Secret Developer
3 years ago
What Elon Musk's Take on Bitcoin Teaches Us
Tesla Q2 earnings revealed unethical dealings.
As of end of Q2, we have converted approximately 75% of our Bitcoin purchases into fiat currency
That’s OK then, isn’t it?
Elon Musk, Tesla's CEO, is now untrustworthy.
It’s not about infidelity, it’s about doing the right thing
And what can we learn?
The Opening Remark
Musk tweets on his (and Tesla's) future goals.
Don’t worry, I’m not expecting you to read it.
What's crucial?
Tesla will not be selling any Bitcoin
The Situation as It Develops
2021 Tesla spent $1.5 billion on Bitcoin. In 2022, they sold 75% of the ownership for $946 million.
That’s a little bit of a waste of money, right?
Musk predicted the reverse would happen.
What gives? Why would someone say one thing, then do the polar opposite?
The Justification For Change
Tesla's public. They must follow regulations. When a corporation trades, they must record what happens.
At least this keeps Musk some way in line.
We now understand Musk and Tesla's actions.
Musk claimed that Tesla sold bitcoins to maximize cash given the unpredictability of COVID lockdowns in China.
Tesla may buy Bitcoin in the future, he said.
That’s fine then. He’s not knocking the NFT at least.
Tesla has moved investments into cash due to China lockdowns.
That doesn’t explain the 180° though
Musk's Tweet isn't company policy. Therefore, the CEO's change of heart reflects the organization. Look.
That's okay, since
Leaders alter their positions when circumstances change.
Leaders must adapt to their surroundings. This isn't embarrassing; it's a leadership prerequisite.
Yet
The Man
Someone stated if you're not in the office full-time, you need to explain yourself. He doesn't treat his employees like adults.
This is the individual mentioned in the quote.
If Elon was not happy, you knew it. Things could get nasty
also, He fired his helper for requesting a raise.
This public persona isn't good. Without mentioning his disastrous performances on Twitter (pedo dude) or Joe Rogan. This image sums up the odd Podcast appearance:
Which describes the man.
I wouldn’t trust this guy to feed a cat
What we can discover
When Musk's company bet on Bitcoin, what happened?
Exactly what we would expect
The company's position altered without the CEO's awareness. He seems uncaring.
This article is about how something happened, not what happened. Change of thinking requires contrition.
This situation is about a lack of respect- although you might argue that followers on Twitter don’t deserve any
Tesla fans call the sale a great move.
It's absurd.
As you were, then.
Conclusion
Good luck if you gamble.
When they pay off, congrats!
When wrong, admit it.
You must take chances if you want to succeed.
Risks don't always pay off.
Mr. Musk lacks insight and charisma to combine these two attributes.
I don’t like him, if you hadn’t figured.
It’s probably all of the cheating.
Ossiana Tepfenhart
3 years ago
Has anyone noticed what an absolute shitshow LinkedIn is?
After viewing its insanity, I had to leave this platform.
I joined LinkedIn recently. That's how I aim to increase my readership and gain recognition. LinkedIn's premise appealed to me: a Facebook-like platform for professional networking.
I don't use Facebook since it's full of propaganda. It seems like a professional, apolitical space, right?
I expected people to:
be more formal and respectful than on Facebook.
Talk about the inclusiveness of the workplace. Studies consistently demonstrate that inclusive, progressive workplaces outperform those that adhere to established practices.
Talk about business in their industry. Yep. I wanted to read articles with advice on how to write better and reach a wider audience.
Oh, sh*t. I hadn't anticipated that.
After posting and reading about inclusivity and pro-choice, I was startled by how many professionals acted unprofessionally. I've seen:
Men have approached me in the DMs in a really aggressive manner. Yikes. huge yikes Not at all professional.
I've heard pro-choice women referred to as infant killers by many people. If I were the CEO of a company and I witnessed one of my employees acting that poorly, I would immediately fire them.
Many posts are anti-LGBTQIA+, as I've noticed. a lot, like, a lot. Some are subtly stating that the world doesn't need to know, while others are openly making fun of transgender persons like myself.
Several medical professionals were posting explicitly racist comments. Even if you are as white as a sheet like me, you should be alarmed by this. Who's to guarantee a patient who is black won't unintentionally die?
I won't even get into how many men in STEM I observed pushing for the exclusion of women from their fields. I shouldn't be surprised considering the majority of those men I've encountered have a passionate dislike for women, but goddamn, dude.
Many people appear entirely too at ease displaying their bigotry on their professional profiles.
As a white female, I'm always shocked by people's open hostility. Professional environments are very important.
I don't know if this is still true (people seem too politicized to care), but if I heard many of these statements in person, I'd suppose they feel ashamed. Really.
Are you not ashamed of being so mean? Are you so weak that competing with others terrifies you? Isn't this embarrassing?
LinkedIn isn't great at censoring offensive comments. These people aren't getting warnings. So they were safe while others were unsafe.
The CEO in me would want to know if I had placed a bigot on my staff.
I always wondered if people's employers knew about their online behavior. If they know how horrible they appear, they don't care.
As a manager, I was picky about hiring. Obviously. In most industries, it costs $1,000 or more to hire a full-time employee, so be sure it pays off.
Companies that embrace diversity and tolerance (and are intolerant of intolerance) are more profitable, likely to recruit top personnel, and successful.
People avoid businesses that alienate them. That's why I don't eat at Chic-Fil-A and why folks avoid MyPillow. Being inclusive is good business.
CEOs are harmed by online bigots. Image is an issue. If you're a business owner, you can fire staff who don't help you.
On the one hand, I'm delighted it makes it simpler to identify those with whom not to do business.
Don’t get me wrong. I'm glad I know who to avoid when hiring, getting references, or searching for a job. When people are bad, it saves me time.
What's up with professionalism?
Really. I need to know. I've crossed the boundary between acceptable and unacceptable behavior, but never on a professional platform. I got in trouble for not wearing bras even though it's not part of my gender expression.
If I behaved like that at my last two office jobs, my supervisors would have fired me immediately. Some of the behavior I've seen is so outrageous, I can't believe these people have employment. Some are even leaders.
Like…how? Is hatred now normalized?
Please pay attention whether you're seeking for a job or even simply a side gig.
Do not add to the tragedy that LinkedIn comments can be, or at least don't make uninformed comments. Even if you weren't banned, the site may still bite you.
Recruiters can and do look at your activity. Your writing goes on your résumé. The wrong comment might lose you a job.
Recruiters and CEOs might reject candidates whose principles contradict with their corporate culture. Bigotry will get you banned from many companies, especially if others report you.
If you want a high-paying job, avoid being a LinkedIn asshole. People care even if you think no one does. Before speaking, ponder. Is this how you want to be perceived?
Better advice:
If your politics might turn off an employer, stop posting about them online and ask yourself why you hold such objectionable ideas.