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Most popular posts of 2020
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Most popular posts of 2020
Do you remember the Magic Eye books? The books popularized something called an autostereogram. Autostereograms are two-dimensional illustrations whose pattern obscures a hidden three-dimensional image or scene. You can watch a short video about Magic Eye books and learn how to see the image. Click here to reveal the image hidden in the autostereogram above.
Focusing is useful if you know what you’re looking for. In a turbulent and uncertain world, it’s what you’re not looking for that might become the source of a breakthrough. Herein lies one of the biggest challenges for today’s organizational leaders. When we focus on one thing, we lose the ability to notice what we’re not focused on. Psychologists refer to this as inattentional blindness. If you haven’t seen the original video from Daniel Simons and Christopher Chabris that illustrates the phenomena, check it out here.
Our cognitive equipment is designed to help us focus on what we deem important. When we feel stuck or overwhelmed, it might be because we’re mistaken about what’s important. The world changes, but our priorities stay the same. We employ artificial intelligence and data science to help us isolate the insights in the noise. However, the breakthrough might be less like finding a needle in a haystack and more like allowing opportunities to emerge by changing how we pay attention.
To quote Louis Pasteur, in the fields of observation, chance favors only the prepared mind.
Alison Gopnik studies, teaches, and writes about how children come to know the world around them. Gopnik is a professor of psychology at UC Berkeley. In her recent book, The Philosophical Baby, Gopnik employs a helpful analogy to describe the difference between the consciousness of an infant and the consciousness of an adult.
According to Gopnik, babies notice the world around them as if it were illuminated by a lantern. A lantern indiscriminately lights its surroundings. Adults notice the world as though it were illuminated by a spotlight. We learn to avoid distraction and prioritize available information in order to complete tasks efficiently.
If you feel stuck or overwhelmed, shining a spotlight on familiar choices might actually blind you to the insights and options you need.
As I’ve described in a previous post, SCAN is a framework for discovering insights and options when you feel stuck or need a way to set direction. SCAN stands for: Structures, Context, Assumptions, and Needs.
Illuminating Structures helps us notice the norms, habits, systems, and processes that create stability and consistency.
Illuminating Context helps us notice factors and trends in the external environment that signal disruptions and opportunities.
Illuminating Assumptions helps us notice the beliefs, values, and world-views that orient our attention, judgments, and priorities.
Illuminating Needs helps us notice the desires, fears, preferences, and social processes that motivate behaviors.
Structures organize how we operate, but once they become routine, we take them for granted. Context establishes the meaning and purpose of our activities. In our busyness, we focus on the activities and fail to notice changes in what the world considers important. Assumptions form our identity and our worldview. We rarely notice how our deeply held beliefs orient our attention and judgments. Moreover, questioning our deeply held beliefs can feel threatening. Lastly, we pay lip service to the needs of others, but we don’t stay in touch with those we serve, and we overlook the needs and perspectives of people from other communities or backgrounds.
If we want to change our situations, we need to un-focus the way we pay attention to the status quo and light a lantern to help us see what we we’re not looking for.
To notice STRUCTURES, ask yourself: Which processes or routines no longer serve their intended purpose, have diminished impact, or have turned counterproductive?
To notice CONTEXT, ask yourself: What factors outside our control might change how people experience what we offer?
To notice ASSUMPTIONS, ask yourself: What beliefs about our purpose, goals, and approach should no longer govern our priorities?
To notice NEEDS, ask yourself: What has changed about those we serve or could be serving? Whose perspectives are underrepresented or missing?
We experience uncertainty in two ways. First, there’s informational uncertainty. We experience informational uncertainty when we lack facts and data to help us predict and control our environment. Secondly, there is emotional uncertainty. Emotional uncertainty is the subjective feeling associated with our information gap. Simply put, uncertainty is both what we don’t know and how we feel about not knowing it.
We’re accustomed to equating uncertainty and uncertain times with negative emotions. Most of the time, an inability to predict and control creates stress. When we experience negative emotions caused by a lack of information, we are motivated to reduce uncertainty.
There is, however, an important difference between reducing informational uncertainty and reducing the negative emotions associated with uncertainty. You can only reduce informational uncertainty by acquiring missing facts and data. You can reduce emotional uncertainty by reaching a conclusion or taking action. You may need to settle for a disappointing outcome, but at least things feel resolved. There’s another way to reduce uncertainty, but it may strike you as counterintuitive. You could learn to get comfortable feeling uncertain.
Sometimes Uncertainty Feels Thrilling
One key to getting comfortable with uncertainty is to recognize that informational uncertainty does not always create negative emotions. We have all experienced the thrill of being surprised. We frequently put ourselves in situations designed to be unpredictable. Mystery novels and cliff-hanger season finales would not be entertaining if uncertainty about what happens next created negative emotions. We lack information. We cannot predict. We cannot control, yet we feel entertained and engaged rather than desperate and paralyzed.
Of course, the difference in how uncertainty makes us feel has everything to do with what’s at risk. I can enjoy the suspense of a naïve character on the screen reaching for a door that they’ll soon regret opening. If only they could hear the pulsating music accompanying the scene the way I hear it, they’d think twice about turning that doorknob. I enjoy the scene because I’m not walking through the door. The doomed character and I have the same informational uncertainty, but very different emotional uncertainty. The problem is not about the information we lack!
High Stakes Plus Lack of Control
Maybe you’re thinking that because I won’t experience the consequences of making an uninformed choice, I’m not feeling stressed out by the uncertainty. It’s not quite that simple. Even when I need to deal with an informationally uncertain situation, I can still find joy in not knowing.
I once went to a fancy chef-run restaurant. One of the options on the menu was to let the chef decide what I would be served. The server checked for any dietary restrictions or strong preferences and then delivered one interesting and enjoyable course after another. I could not predict. I could not control. The anticipation and mystery enhanced the experience.
What’s the difference between situations of informational uncertainty that stress us out and those that don’t?
One difference, as mentioned before, has to do with a combination of what’s at risk and how much influence we have over the situation. We feel anxious when we cannot influence a situation that might negatively affect us. Anybody waiting for the resolution of an impending reorganization or merger understands that not knowing can feel scary.
Taking a Beat Between Thinking and Action
But what if we do have some control or authority to decide how to proceed when things are uncertain? When we are responsible for making a choice or taking action, we tend to think of informational uncertainty as an obstacle and a source of stress. We don’t know enough about the environment. We need to make a move and so we feel anxious.
It turns out that the more captured we become by the negative emotions associated with informational uncertainty, the harder it becomes to reduce the uncertainty. When we feel motivated to alleviate the stress of uncertainty, we are more likely to seize on a premature conclusion. Furthermore, when feeling stressed out by uncertainty, we are more likely to narrow our attention and miss surprising and potentially useful information.
We create a vicious cycle. A lack of information causes anxiety. Anxiety prevents us from seeking information.
I have written elsewhere about the SCAN model for finding hidden opportunities when you feel trapped by uncertainty. Before applying a framework to surface insights and options, you may need to check your attitude about uncertainty.
If taking a beat between thinking and action creates stress, you’ll resolve your uncertainty simply to feel settled. Feeling settled is not the same thing as making a good decision. If you can get comfortable pausing to explore the uncertainty, you may discover creative and compassionate solutions hiding in plain sight. We miss the surprises along the side of the road when we make a habit of rushing toward our destination. Times of uncertainty invite us to consider that we may be rushing toward a place we no longer want to be.
Adam Grant published a new book. I published a new book too. Grant is a best-selling author, a top TED talker, and a highly regarded professor of organizational psychology at The Wharton School. I’m fairly popular with dozens of clients and colleagues.
Bill Gates, Melinda Gates, Daniel Kahneman, and Brené Brown enthusiastically endorse Grant’s new book. I can report that my sister Ann purchased a copy of my new book for each of her adult kids.
Grant’s book, Think Again, is about the power of knowing what you don’t know. My book, The Surprising Power of Not Knowing What to Do, is about discovering creativity and compassion in a time of chaos. We both believe that the future belongs to people who have the mental flexibility to think about how they think and the emotional maturity to question their conclusions and beliefs.
There’s an interesting and subtle difference between how each of us describe our recommended model of better thinking. Grant suggests we think more like scientists. Here’s what Grant wrote about thinking in what he calls scientist mode:
When we’re in scientist mode, we refuse to let our ideas become ideologies. We don’t start with answers or solutions; we lead with questions and puzzles… [Thinking like a scientist] requires searching for reasons why we might be wrong – not reasons why we must be right – and revising our views based on what we learn.Adam Grant, Think Again: The Power of Knowing What You Don’t Know (New York: Viking, 2021), 25.
I recommend that we think more like philosophers. Here’s what I wrote about thinking like a philosopher:
Training in philosophy prepares you to question assumptions, including your own… It’s reassuring to hold on to beliefs even if they no longer serve us, especially core beliefs that shape our identity. The faster things change, the more tempting it becomes to blame the change rather than our capacity to adapt. Without the ability to pause for philosophically detached reflection, we not only end up with rising levels of anxiety and divisiveness, we get stuck in our thinking.Jay G. Cone, The Surprising Power of Not Knowing What to Do: Discovering Creativity and Compassion in a Time of Chaos (Dallas: Unstuck Minds Media, 2021), 57-58.
As I read Grant’s book, I thought about the difference between the scientist and the philosopher. Allow me to experiment with a distinction (adopting a scientist’s mindset) that I’ve been considering. I welcome your reactions. It seems to me that to the scientist, doubt is an adversary. To the philosopher, doubt is an ally.
I’m not saying that scientists want to eliminate doubt, it’s not an enemy to be vanquished. The scientist views doubt as a worthy adversary. An adversary that deserves respect. Scientific doubt spurs better answers. The philosopher hangs out with doubt. Philosophical doubt spurs better questions.
When it comes to finding a vaccine against Covid-19, I’m on team scientist. When it comes to finding a way to help people think through the ethics of vaccine distribution, I suggest inviting some philosophers to the conversation.
Practically speaking, it’s probably a distinction without a difference. Whether we think more like a scientists or more like philosophers, we can all benefit from thinking better and connecting better so the world becomes more creative and compassionate.
When you’re stuck, you need insights and options. Insights help you see your situation in new ways. Options help you restore confidence and momentum.
The Metal Detector versus the Vacuum Cleaner
We never get complete data about the world around us. Even though our senses constantly interact with information about the world, we can only pay attention to a fraction of the available data. At this moment, clothing, a chair, the floor, perhaps a device you’re holding all create sensations. Until this sentence redirected your attention, it’s unlikely you noticed the sensory data available to your skin.
We imagine that we move through the world like a vacuum cleaner picking up all the information in our path. In reality, we operate more like a metal detector. We are programmed to notice some things, and we sweep past a lot of other things that just don’t register. Some of the things we don’t notice might become the source of the insights and options we need.
Remember that moment in the original Matrix movie when Keanu Reeves sees the Matrix? Reeve’s character Neo learns to perceive his world as cascading ribbons of glowing binary code. The true complexities of the matrix are revealed. Neo gets transcendently kissed, pummels Agent Smith with one hand behind his back, and rocks a pair of iconic sunglasses. Using the SCAN tool is less dramatic. On the plus side, you don’t have to be ‘The One’ to take advantage of disregarded or overlooked information.
SCAN stands for: Structures, Context, Assumptions, and Needs
In the image below you see the four elements of SCAN represented as quadrants along two dimensions. Structures and Context provide information about the environment in which we operate. Assumptions and Needs provide information about the mindsets and motivations of people connected to our situation.
The horizontal dimension differentiates between elements that we can influence and elements that we can’t influence but may potentially influence us. We have the ability to change our structures and our assumptions. On the other hand, changes in our context and the needs of others happen without our intervention.
For example, our context now includes greater political and media attention on issues of racial justice. Heightened needs for fairness and equity have become a priority. The external influence of context and needs are bumping up against longstanding organizational assumptions about who deserves power and authority. Many organizations are beginning to reimagine their hiring, performance management, and promotions structures.
SCAN can help you avoid being blindsided by external forces that disrupt the status quo. When leaders and their teams routinely SCAN for insights and options, they notice opportunities sooner and become more adaptable to change.
The other important thing to notice about the horizontal axis is that the things we can influence (Structures and Assumptions) are precisely the things that maintain stability. It’s more comfortable to preserve the status quo and operate according to our habits and routines. Stability makes it easier to scale up. Stability makes it easier to orient and train new-hires. When we maintain assumptions and structures, we can make improvements through efficiency and productivity. But, as the world continues to become more complex, uncertain, and turbulent, stability creates dysfunction by keeping things the same when what’s needed is change.
The things we can’t influence (Context and Needs) are precisely the things that create opportunity. Options and possibilities emerge from changes in society, technology, regulations, scientific discoveries, and generational priorities. We can look to what’s changing in society and the marketplace for a new way forward. At the same time, the pursuit of opportunities creates instability that can feel risky or threatening.
Let’s have a look at how the SCAN tool might help us think differently about a common challenge facing today’s organizational leaders.
Using SCAN to Improve Online Team Meetings
Keep in mind that conducting a SCAN does not give you an answer. Revealing hidden complexities is about widening the search area to increase the odds of discovering insights and options.
Suppose like a lot of leaders these days, you’re struggling to keep your distributed team engaged during virtual team meetings. You’ve made a few attempts at switching up the meeting processes, but things haven’t improved. You can tell that people are bored or distracted. You suspect that they are multi-tasking, or perhaps sending private, unhelpful chat comments to one another.
Insights and options will continue to be elusive unless you’re willing to think through the hidden complexities. It’s likely that some unexamined habits carried over from the weekly face-to-face update meetings need to change (Structure). There are probably new software applications and ways of working being introduced that you haven’t explored (Context). Perhaps some deeply held beliefs about meetings need to be challenged (Assumptions). Finally, investigating with empathy what really matters to people might help you figure out whether or not team meetings serve those who attend (Needs). The image below captures questions worth discussing with the team related to each dimension of SCAN.
You have two choices if making decisions in times of uncertainty feels overwhelming. You can reduce the uncertainty, or you can get comfortable feeling uncertain.
Our evolutionary impulse is to reduce uncertainty, even when it’s bad for us. A 2016 study conducted by researchers at University College London found that students who had a 50% chance of being shocked showed greater signs of stress than students who had a 100% chance of being shocked.
Speaking of stress, other researchers have demonstrated that when conditions become stressful, we’re quicker to reach conclusions. Under stress, we are also more likely to maintain allegiance to our premature conclusions. We don’t like uncertainty. And, unless conditions are ideal, thinking feels like a chore to be completed quickly. We shouldn’t be surprised that absolutism is on the rise and nuance on the decline.
There’s a vicious cycle at work here. Given our preference for reducing uncertainty, we take comfort in easy answers. The more we accept easy answers, the lower our tolerance for uncertainty. If you don’t use your muscles, they get weak. If you don’t use your mind, it becomes susceptible to nonsense.
You know who is very happy to reduce uncertainty for you? Advertisers, politicians, fundamentalists, and your know-it-all relative or neighbor. Plenty of people and companies are happy to slip you easy-to-digest answers.
Moreover, we can now reduce complex ideas and share them with the world as social media headlines. Last I checked, the most common length of a Tweet is 33 characters. How much of your understanding of the world is based on your Twitter feed?
When I write a blog post, an algorithm will judge its readability. I will see a green happy face, or a red frowny face displayed at the bottom of my draft. Instead of feeling insulted, I’m meant to feel grateful. I’m being warned, let’s not burden people with complete sentences! I’m a fan of simplification in service of learning. Simplifying complex ideas should be a strategy for engagement, not a way to feel like you’re done understanding something.
The Surprising Power of Not Knowing What to Do
In my new book, I take the position that feeling uncertain about what to do is an opportunity, not a problem. Moments of uncertainty allow for creativity and compassion. Sitting with moments of uncertainty develops your stamina for dealing with chaos and turbulence. Instead of knowing what to do, our work is to find strategies for accepting what uncertainty has to offer.
Borrowing a tradition from my friend and colleague, Michael Reidy, I’ll end with a poem. Michael also deserves credit for bringing the poem to my attention.
by Wendell Berry
It may be that when we no longer know what to do
we have come to our real work,
and that when we no longer know which way to go
we have come to our real journey.
The mind that is not baffled is not employed.
The impeded stream is the one that sings.
Copyright ©1983 by Wendell Berry, from Standing by Words
Let’s start with a quiz. Review the two descriptions below. One is from a global executive competency model1. The other is from the American Kennel Club’s (AKC) breed standard for an Australian Shepherd Dog.
Click on the description if you need to know which is which.
Speaking of the AKC, our family has always loved watching the National Dog Show on Thanksgiving. Even though our grown daughters did not travel home for Thanksgiving this year, we all still watched the dog show. When our daughters were growing up, we had a Welsh Corgi named Milo. We still get very excited during the part of the show when it’s time to judge the herding group. To this day we all root for the Pembroke Corgi.
Sometimes I think those of us who work in leadership development are jealous of the dog show judges. We wish we had a set of agreed upon standards for judging leaders. If only we could clarify and align on an ideal, we would know whom to promote and we would know where to focus our training efforts.
Of course, describing effective leadership is nothing like describing the ideal Australian Shepherd. Leadership is a relationship not a set of characteristics. Like parenting, what counts as good leadership varies with the situation and the nature of the people you care for.
Good leaders are neither bred nor manufactured. Still, we just can’t seem to shake the production mindset when we think about the performance of leaders. We can’t help thinking that the behaviors and output of a leader should be held up against some standard.
From Models to Modes
The pandemic has brought suffering and devastation, it has also shaken loose a lot of foundational assumptions. We can get work done even when we can’t convene in an office. Classrooms aren’t the only place public education can happen. And maybe we’re starting to realize that the leadership our organizations need doesn’t conform to a static model.
Many of our clients are focused on accelerating the readiness of high-potential managers for senior leadership roles. I understand the dilemma. Given the vast number of baby boomers getting ready for retirement, organizations need to prepare promotable replacements for many of their most experienced leaders. Consequently, a select group of middle managers will soon be moving into executive roles having had much less experience than their predecessors.
While I appreciate the challenge of filling key vacancies, I believe it’s time for us to put away our measuring sticks when thinking about developing organizational leadership. If you want to accelerate someone’s readiness for a key leadership role, maybe you should be less concerned about how to speed up development and more concerned about what you mean by readiness.
We rely too much on our leadership competency models. Let’s start to think more systemically about the modes of leadership appropriate to our times, our needs, and our missions. When technology disrupts our markets, we might benefit from a shift to an innovation leadership mode. When unexpected change forces us to work in unfamiliar ways, we might need a shift to an empathetic leadership mode.
We can’t expect leaders to live up to an impossible set of standards. We can, however, redesign our organizations so we can access the leadership mode we need given our circumstances and our goals. What if our leadership modes, rather than our organizational charts determined who becomes more influential and who becomes less influential? Sometimes we need General George Patton, and sometimes we need Rosa Parks.
Our Corgi Milo suffered from serious skin allergies. He was on a variety of medications including monthly allergy shots, which he begrudgingly accepted because he knew it meant a stick of string cheese afterword. Milo was gentle and lethargic. He had a few frisky years when we first rescued him, but for most of his life with us he was never really up for herding anything.
The AKC standard for Pembroke Welsh Corgis ends with a description of the ideal breed temperament, “Outlook bold, but kindly. Never shy or vicious. The judge shall dismiss from the ring any Pembroke Welsh Corgi that is excessively shy2.” Milo never stood a chance at the National Dog Show, but he was the ideal companion when we lived in a raucous, cluttered house full of energetic kids.
Those of us in the United States are now moving from election season to dispute season. Tens of millions of Americans will be distressed, maybe even enraged. And some of them will soon be sitting down to a Thanksgiving meal with you.
The holidays are approaching. A time for friends and family to reunite. Does the idea of reuniting feel quaint and naive? It might be more likely that you are dreading an inevitable interaction with the outspoken lefty or righty at the table. After all, you can only talk about the kids and the weather for so long.
Here’s an early holiday gift from Unstuck Minds. There are two sets of questions below. One set of questions for progressives to ask conservatives. One set of questions for conservatives to ask progressives. The questions are designed to build shared understanding and surface insights.
Before attempting to use the conversation starters, a word of warning. There’s a big difference between an inquisitive, “What were you thinking?” and an exasperated, “What were you thinking?!” A question lives up to its potential when the person asking it learns something from the answer.
Maybe it would help if you imagine you’re a journalist from an alien world. Your species is highly intelligent and confused about reports that Earthlings aren’t getting along with each other. Your job is to explain the disparities in values and world-views among humans by interviewing a few of them. Your job is not to win an argument or score points with snarky retorts.
If you decide to “go there,” proceed with compassion and curiosity. I suggest showing people the list of questions and letting them answer the ones they find interesting.
Questions Progressives Should Ask Conservatives
Questions Conservatives Should Ask Progressives
If the thought of having a discussion about any of the above topics feels daunting and potentially upsetting, stick to comments about the kids and the weather. Perhaps just reading the questions might help us see others as reasonable.
A toast: Here’s to reuniting the states of America!
While scientists frantically work to find a safe, effective vaccine for Covid-19, I’m focused on boosting our immunity to an epidemic of closed-mindedness. I’m not talking about a closed-mindedness born of conviction. I’m talking about a closed-mindedness born of exhaustion. Our brains were not designed to cope with sustained chaos.
Current events have infected us with a malaise. The governing principles of civil society that anchor our identities and our aspirations have come unmoored. When our bedrock assumptions are threatened, we become susceptible to simplistic answers, arrogant leaders, and snake-oil salesmen. We are grateful for any port in a storm.
Some strive to reduce the turmoil and increase predictability, yearning for simpler times. I’m more interested in developing a fitness routine for the way we think. If we can boost our immunity to chaos, we can respond with creativity and compassion rather than paralysis and tribalism.
The current epidemic of closed-mindedness leaves us vulnerable to lies and simplistic platitudes. The most dangerous virus is the one that makes us susceptible to dogmatism and attention-grabbing. Easy answers in difficult times are no answers at all. When our stamina for discernment has been lowered, we accommodate the most easily digestible, the briefest, the loudest, the most outrageous. We become susceptible to messages that light up our limbic system by appealing directly to our emotions. It’s no coincidence that we refer to attention-grabbing media as “viral.”
It seems almost too obvious to say, but for things to improve, something must change. What’s less obvious is that one of the things available to change is how we think. If you’re stuck in freeway traffic, you could improve your situation by having something outside your control change, like a tow truck clearing away a stalled vehicle. You could improve your situations by taking matters into your own hands. You could exit the freeway and pick an alternate route. You could also improve things by changing your attitude about your situation. Instead of thinking of yourself as stuck, you adopt the attitude that you’ve been given a break in your day to catch up on a podcast or audiobook.
Let’s work to prevent the spread of harmful thinking. If you are focused on answering the question, “What should we do?” you are vulnerable to people who pretend to have all the answers. In times of chaos, no one has all the answers. By definition, situations feel chaotic because the usual rules no longer apply.
The chaos, instability and turbulence we’re currently experiencing calls for a particular type of thinking. In truth, our world was becoming more complex and uncertain long before 2020. It’s worth considering whether our lack of stamina for thinking, our attraction to simplistic answers, and our shrinking attention spans are the causes rather than the results of our interlocking crises. Either way, our future may depend on the kind of unfettered thinking characteristic of an unstuck mind rather than the dog-eared playbook of incurious experts.
During a family vacation in 1943 Edwin Land, inventor of the instant camera and co-founder of the Polaroid Corporation took a picture of his three-year-old daughter Jennifer. He explained to Jennifer that she could see the picture after it was developed, which at the time had to be done in a darkroom or processing lab. Jennifer objected asking, “why do we have to wait?” According to Land, Jennifer’s question sparked the notion that camera film could be invented that did not require time-consuming processing. In 1947, Land introduced the instant camera at a meeting of the Optical Society of America. A couple of years later, the camera was available to the public.
The image above is the Japanese Kanji for Shoshin, which means, beginner’s mind. In his book, Zen Mind, Beginner’s Mind, Zen monk and teacher Shunryu Suzuki opens with, “In the beginner’s mind there are many possibilities, but in the expert’s, there are few.” Land’s daughter Jennifer demonstrated a beginner’s mind by asking what some would describe as a naïve question. Land too demonstrated a beginner’s mind by allowing his assumptions to be altered by his daughter’s question. A beginner’s mind can circumvent constraints and expertise because it is not burdened by assumptions about how the world works or what should or should not be done.
To engage with a beginner’s mind is to take a leap of faith. The beginner’s mind is not waiting for an opening to insert a point of view. The beginner’s mind does not seek to absorb someone else’s expertise. The beginner’s mind trusts that what attracts its attention in the moment will illuminate a path forward. Like the mind of an improviser, the beginner’s mind builds on what is offered.
By contrast, the stuck mind is most attentive to its own assumptions and biases. The stuck mind fears uncertainty and indiscriminately eliminates complexity. The stuck mind fears uncertainty because uncertainty introduces the risk of upending the status quo. The stuck mind eliminates complexity because complexity feels overwhelming.
It’s hard to imagine a time of greater uncertainty and complexity than the current moment. The twin viruses of Covid-19 and racism have infected us with a malaise. The governing principles of civil society that anchor our identities and our aspirations have come unmoored. When our bedrock assumptions are threatened, we become susceptible to simplistic answers, arrogant leaders and snake-oil salesmen. We are grateful for any port in a storm. More than ever we need to adopt a beginner’s mind.
Those paralyzed by the uncertainty and complexity of our chaotic times have hunkered down. They wait for the storm to pass. Those approaching our challenging times with a beginner’s mind have begun to notice and get curious about long held assumptions. Some people are asking what would have seemed like naïve questions before the world turned topsy-turvy:
You can practice cultivating a beginner’s mind by giving yourself permission to think, “I don’t know,” when someone asks, “what should we do?” Even if you believe you do know what to do, set your solution aside temporarily and imagine the response of someone who has no expertise or experience to draw on. If you truly had no ideas, you would start with a question. The question would likely be naïve and potentially as potent as Jennifer’s question to her inventor dad.
Here are few all-purpose, beginner’s mind questions to use when someone asks, “what should we do?”
The beginner’s mind sees abundant possibilities because it is not captivated by assumptions the world has left behind. If you’re feeling stuck, here’s my advice…
Don’t know what to do? Don’t know what to do!