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.
seeing the hidden image requires un-focusing rather than focusing
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.
Spotlights versus Lanterns
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.
Four hidden aspects of situations we want to change
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.
SCAN elements are consistently overlooked
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.
SCAN questions that will illuminate what you may be overlooking
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?