I was listening to a podcast recently in which a prominent CHRO commented that “the world has changed, it’s chaotic and unruly and our leaders need to be able to operate effectively in chaos”. Surely we want change not chaos.
Now I don’t know about you but that’s not a sales pitch I’m warming to. I’d agree that things certainly seem to be heading that way; I’m not sure we’re enjoying it…is anyone getting a kick out of Brexit? Somebody else once told me “never hire anyone who tells you they’re good in a crisis – you’ll always be in one”.
And yet it seems to me that all we need to escape the chaos
is a little process, and some structure, to help us find our way out of the
darkness. What’s frustrating is how bad we are at doing just that. I work for an engineering business and we
love a process – we just love following them less!
Over the years I have had the wonderful opportunity of
facilitating brainstorming sessions. One
of my favourite tools to use, is Edward De Bono’s Six Thinking Hats
Method. Our behaviour, not our words, is
the reflection of who we are. Six
Thinking Hats is a brilliant tool to structure in an objective way to include the
input from the individuals participating in the session and can give insight
into the reflection of their personalities.
The method refers to six hats that when we “wear them” we are obligated
to think in a specific way. The blue hat
is the leader hat that will control the discussion and the ground rules (only the
facilitator will wear this hat during the entire exercise), the white hat
requires pure objectivity and data driven comments, the red hat is our emotions
and how we feel about the exercise, the yellow hat is for positive thinking,
the black hat is for negative thinking or challenges we encounter during the
solution process and the green hat is for innovative thinking or often referred
to as “out of the box thinking”.
What follows are a few social conclusions that I have found in this exercise that relates to the teams’ general behaviour.