Tag: Strategic Thinking

Dear Strategy Consultants: Stop Annoying Your Clients with Irrelevant Questions

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My dissertation explored the questions organizations ask when setting strategy. I wanted to develop an approach to strategic thinking that produced better insights and more options. Ironically, while I scrutinized the influence of leaders’ mental models on the strategy questions they ask, I failed to notice the mental model driving my own research. Why should there be a generic approach to strategic thinking?

Not every chess player analyzes the board the same way. Doctors don’t recommend a one-size-fits-all strategy for an individual’s health. As I age, I want to continue running for exercise, but I’m also happy to take “run a marathon” off the table.

Organizations want to thrive and grow, but they don’t all share the same appetite for growth. Organizations are also constrained by their situations and choices, but not to the same degree. Strategy questions should match the logic of how a given organization actually makes choices. To help me continue running as I age, my doctor shouldn’t focus on shaving time off my pace, she should help me think about stretching.

Contrasting what an organization wants to do with what an organization won’t consider doing creates a simple, powerful, and customized approach to planning.

Appetite for Growth versus Degrees of Freedom

Understanding how an organization’s appetite for growth intersects with its degrees of freedom creates four distinct strategy settings. I’ve labeled each quadrant with a persona that captures the motivations and constraints shaping that organization’s strategic logic.

The Surfer: High degrees of freedom and low appetite for growth

Surfers value agility, mission, and meaningful work over aggressive growth. They read the environment carefully, pursue opportunities that align with their purpose, and adapt quickly without getting locked into rigid structures. Like a chef-run restaurant with a seasonal menu or a nonprofit that shifts programs as community needs evolve, Surfer organizations maintain a high degree of freedom so they can do the work they believe in. Their strategy is sensing, choosing, responding, and releasing—not scaling.

Strategy question for Surfers:

What useful lessons have you harvested about the work that lights you up?

The Watchmaker: Low degrees of freedom and low appetite for growth

Watchmakers value reliability, precision, and consistency. They prioritize longevity and mastery over growth. Some Watchmaker organizations are constrained by regulation and risk, think hospitals or nuclear plants. Others are constrained by self-imposed ideals like heritage and craftsmanship, luxury brands or artisan workshops. Rather than catching the next wave, Watchmakers want to perfect what is already in motion. Reliability comes from doing fewer things exceptionally well.

Strategy question for Watchmakers:

How will you ensure that the next generation of stakeholders continues to experience the ideal value of your offering?

The Industrialist: Low degrees of freedom and high appetite for growth

Industrialists value volume, standardization, and leverage. They prefer optimizing what already exists to inventing what doesn’t. They scale by acquiring undervalued assets and extracting hidden value. Private equity firms and conglomerates are classic Industrialists. Sometimes their constraints come from regulation, other times they impose constraints through strict acquisition and divestiture criteria. Industrialist organizations create power through accumulation, not invention.

Strategy question for Industrialists:

How will you sense and respond to emerging environmental trends that could alter the calculus of your growth strategy?

The Inventor: High degrees of freedom and high appetite for growth

Inventors value innovation and discovery. Because they combine creativity with the resources to scale big ideas, Inventor organizations don’t spend time trying to predict the future, they cultivate it. Inventors take risks with prototypes and minimally viable products. They release solutions quickly, learn from users, and iterate. Thomas Edison personifies the Inventor mindset, Henry Ford personifies the Industrialist.

Strategy question for Inventors:

What unarticulated human needs are hiding behind the world’s status-quo assumptions about constraints?

The sooner we stop insisting that every organization needs the same strategy process, the sooner strategy will feel less like ritual and more like relevance. When leaders understand their authentic strategic posture, they give themselves permission to work in ways that feel natural, energizing, and aligned. Strategy becomes less about chasing someone else’s version of success and more about manifesting the conditions under which the organization, and the people in it, will flourish.

How Leaders Turn Thinking Into Action: Lessons From Five Years of Data

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Organizations develop unique patterns in how they navigate complexity and uncertainty. After five years of assessing how leaders approach challenging situations, we’ve discovered that different organizational cultures rely on markedly different information sources to make decisions – insights that challenge our traditional one-size-fits-all approach to leadership development.

I don’t think anyone would be surprised to learn that a group of leaders in a government auditing function would process information differently than a group of technology company sales leaders. Why then, do we offer both groups the same advice about aligning stakeholders, influencing senior leaders, and managing change?

The SCAN Framework

To help leaders identify hidden influences and unseen barriers in complex environments, we developed the SCAN framework. This tool assesses four critical data sources that inform leadership thinking: Structures (organizational systems and norms), Context (environmental factors), Assumptions (underlying beliefs), and Needs (stakeholder motivations and desires). SCAN scores allow us to visualize how different leaders prioritize these information sources when moving from thinking to action.

Our analysis reveals that functional groups and organizations develop distinct thinking-to-action cultures – consistent patterns in how they process information when setting direction, making decisions, or solving problems under uncertainty.

Three Distinct Thinking-to-Action Cultures

The bar graph compares three different groups of leaders from three different organizations and functions. Bar heights represent percentile scores for each dimension of the SCAN framework. The black dashed line represents the average score for each dimension based on total database responses from groups working in the same functions and organizations (n=1528).

Leading Change

Let’s consider what the SCAN profiles in the above graph suggest about how each group of leaders might design a large-scale change effort and the pitfalls they might encounter during implementation.

Government Audit Managers

These leaders demonstrate a strong focus on existing systems and norms, scoring notably higher than average in the Structures dimension. Their systematic approach brings stability and consistency, but also creates specific challenges in change management. They tend to overlook environmental factors outside their direct control (low Context) and rarely question established systems (low Assumptions).

When leading change initiatives, these leaders excel at working within established frameworks but need to strengthen their ability to:

  • Connect change efforts to broader strategic objectives
  • Respond to shifting external factors
  • Challenge procedures that no longer serve their purpose

Technology Company Sales Leaders

These leaders excel at reading market signals and external trends, with significantly higher Context scores than average. This market sensitivity creates agility but can lead to implementation challenges. Their attention to market dynamics often comes at the expense of understanding internal systems and processes (low Structures), while established organizational beliefs remain largely unexamined (low Assumptions).

Their change initiatives benefit from strong market alignment but require additional focus on:

  • Analyzing how new priorities interact with existing systems
  • Building sustainable processes amid market volatility
  • Balancing quick responses with structural considerations

Software Engineering Leaders

This group stands out for their strategic and innovative mindset, showing exceptionally high scores in both Context and Assumptions. They readily embrace new trends and willingly challenge status quo operations. However, their significantly lower Needs scores suggest that they do not seek inspiration for innovation by attending to the desires and motivations of people.

Their change leadership strengths lie in driving innovation, but success requires:

  • Balancing innovation with operational stability
  • Maintaining quality standards while pursuing new ideas
  • Increasing focus on stakeholder impact and adoption

Implications for influencing, aligning, and deciding

Identifying distinct thinking-to-action patterns help us support rather than overwhelm decision makers when they deal with multiple complex, uncertain, and high-stakes situations. We can start by supplying information that’s easy to digest given a leadership team’s SCAN preferences. Next, we can make information from overlooked sources easier to digest so that leaders don’t run the risk of missing something important.

Understanding your organization’s thinking-to-action culture provides a foundation for more effective leadership development and organizational change. It allows you to leverage your cultural strengths while systematically addressing potential blind spots.

Cognitive Slack: Creating Mental Reserves for Getting Unstuck

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How do you help leaders and organizations adapt their thinking strategies to the challenges of a volatile business environment? Thinking tools and skills need to match the complexity of the problems we hope to solve. However, helping people develop their thinking skills by giving them something challenging to think about is a bit like teaching kids to swim by throwing them in the deep end of a pool.

At our core, we help people get unstuck. We focus on situations where individuals, groups, or organizations attempt to make changes, yet despite their best efforts, things remain the same. Through our work, we’ve discovered that hidden influences often play a major role in maintaining the status quo. By helping people notice what they’re missing, transformation becomes possible.

Learning to Float

Speaking of swimming, Lisa’s two boys learned to swim using the SwimRight method, pioneered by four-time Olympic gold medalist Lenny Krayzelburg. This method teaches the swim-float-swim technique, emphasizing confidence and safety as foundations for learning. Children first master floating on their backs, allowing them to rotate between swimming and resting while practicing strokes. This balance between effort and rest proves crucial for building both skill and confidence.

Recently, while discussing our approach to helping clients embrace uncertainty, Lisa suggested balancing “float” emphasis with “swim” emphasis according to what our clients need. At present, many of our clients face extraordinary change fatigue—it’s as if they’re treading water while watching the shoreline recede. In such moments, they need a life preserver more than lessons on developing stamina.

Here’s the challenge: When you’re already overwhelmed by complexity and uncertainty, you lack the mental bandwidth to consider—let alone adopt—new ways of thinking. As we noted in a previous post, early influences can grip our minds with uninvited ideas. For many, the prospect of loosening these habitual thought patterns feels like yet another problem to solve. Instinctively, we reach for familiar solutions—often the very approaches keeping us stuck.

Have you ever tried to improve your productivity with a new time management tool that you didn’t have time to learn how to use?

Have you ever tried to improve your productivity with a new time management tool that you didn’t have time to learn how to use?

Understanding Cognitive Slack

Our friend and colleague Linda Dunkel’s work with Credit Human, a San Antonio-based credit union, offers an illuminating parallel. Rather than focusing on the abstract concept of financial health, Credit Human emphasizes “financial slack”—maintaining a financial reserve that helps people stay ahead of expenses and feel prepared for the unexpected. Like having the confidence you’ll stay afloat when exhausted, financial slack provides crucial breathing room.

This concept translates powerfully to mental capacity. Just as financial stress creates a vicious cycle of difficult choices, cognitive stress limits our ability to form insights, build relationships, and identify creative options. When mentally overwhelmed, we tend to avoid challenging tasks and hard conversations, often seeking refuge in easy distractions.

This recognition led us to develop the concept of “cognitive slack”—a strategic mental reserve that helps us manage attention and access hidden influences when facing uncertainty and complexity.

Signs You Need Cognitive Slack

Common situations where cognitive stress compromises creativity and compassion include:

Work-Related Challenges:

– Finding your contributions regularly dismissed or ignored

– Struggling to complete tasks requiring deep concentration

– Focusing so intently on your agenda that you miss others’ input

Personal Stressors:

– Managing intrusive thoughts and emotions that affect work performance

– Processing information in a non-native language

– Grappling with problems that seem too complex to solve

Communication Barriers:

– Jumping to offer solutions instead of truly listening

– Redirecting conversations back to your priorities

– Avoiding difficult but necessary discussions

Creating Space: The Power of Mental Floating

Neuroscience reveals why our best ideas often emerge during breaks—whether in the shower, while exercising, or during other moments of mental rest. These periods activate our brain’s default mode network, essentially allowing our minds to float between periods of focused effort.

To build more cognitive slack into your day:

– Schedule regular “floating” breaks between intense work sessions

– Create deliberate transitions between meetings or tasks

– Allow time for unstructured thinking and reflection

Just as swimmers alternate between strokes and floating to build endurance, incorporating strategic mental breaks can help us navigate complexity with greater resilience and insight.

Sometimes the most productive thing you can do is float.

Unclench Your Brain; Hold Thoughts Lightly

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In her 2021 bestseller, Peak Mind, professor of psychology, Amishi Jha recounts an epiphany she had about the powerful ways our worldviews grip and constrain our thinking. Dr. Jha and her family had been attending a birthday celebration for her mother. It was a milestone birthday and her mother’s house was packed with friends and relatives, many of them Indian men and women in their sixties and seventies. Dr. Jha and her sister took charge of serving food and drinks. Here’s how Dr. Jha describes what happened next.

When the time came to serve the cake, I was at a loss – my daughter was nowhere to be found, and my sister was busy cutting and plating the cake while I ran frantically back and forth with two plates, trying to get to all the guests. Finally, I felt a hand on my arm. My husband, Michael, was standing there with our son and my nephew

Can we help you?

Husband, son, and nephew jumped in and efficiently distributed the plates. Everyone enjoyed cake, problem solved.

Later, Dr. Jha reflected on the experience. Why hadn’t she asked her husband for help? Why was her first thought, “where is my daughter?” Shockingly, she realized that she had fallen under the spell of a deeply ingrained worldview: Men don’t serve food in Indian households!

As a woman, a scientist, and a psychology professor, Dr. Jha is acutely aware of the casual, implicit biases that regularly harm women. For example, it’s not unusual for her to receive emails addressed to “Sir.”

After her mother’s birthday party, she wanted to shout, “But I’m not sexist!” The reality, she came to realize is that “…if sexism exists in the world, it exists in my lived experience of the world.”

What Would it Take for you to Change your Mind?

Mental models are internal representations of external reality. They are the stories we tell ourselves to help us make sense of the world. Mental models help us process information, reason, make decisions, and make predictions. The key word in the definition is, “representation.” Alfred Korzybski, a Polish-American philosopher and mathematician pointed out that mental models are representations of reality in the same way that a map is a representation of a territory.

Mental models are useful precisely because they simplify reality. Like maps, mental models leave out a lot of detail. Also, like maps, unless a mental model is updated, new realities can make our rigidly held models less useful.

We can hold maps at arm’s length. It’s much harder to put daylight between ourselves and our mental models. Consequently, we confuse our models with reality, we accept our certainties as truth. What’s worse, because the mental model dictates how we process information, it can change the brain’s ability to notice information that’s not part of the model. Dr. Jha literally didn’t notice her husband, son, and nephew when she scanned her mother’s house looking for someone to help serve cake.

Noticing Stale Assumptions

Developmental psychologist, Robert Kegan writes about the transformational changes people experience throughout their lives. His subject-object theory of development differentiates between our internal assumptions about the way the world works (subject) and aspects of the world we can examine independently (object).

Kegan often asks, “Do you have the idea, or does the idea have you?” If you have the idea, you can examine it objectively. If the idea has you, you are unconsciously gripped by the idea.

Before her epiphany, Dr. Jha was unwittingly gripped by the idea that men don’t serve food in Indian households. After her epiphany, the idea no longer controlled what Dr. Jha could notice and think about her situation. She became cognizant of the relationship between an old story and its impact on her behavior. She can hold the thought lightly and decide how it will inform her worldview going forward.

Jay’s Story

I clearly remember how disoriented I felt after pitching my book to Steve Piersanti, founder of Berrett-Koehler Publishers. He pointed out that most people don’t read non-fiction books, they don’t even buy them. Bestselling non-fiction books are purchased in bulk and handed out during corporate events, conference key-note presentations, or as part of training programs. He didn’t care about my writing chops or my research. He wanted to know if I had a platform and a following. A lot of deeply held assumptions and a few fantasies about being an author lost their hold on me that day.
Lisa’s Story

Like many people, I was drawn into a professional role because it suited my personality and skills. I didn’t plan to work in sales leadership and account management, I discovered a knack for it. As I experienced success, I started thinking of myself as a sales professional. Unconsciously, I adopted a mental model that many of my coaching clients share: What I do is who I am.   Since co-founding Unstuck Minds, I’ve given myself permission to reinvent my role. I’ve learned to loosen my grip on how I see myself. I recently pursued an ICF coaching certification. Now I have a portfolio of capabilities to contribute.  

Loosening the Grip of Stale Assumptions

Stale assumptions don’t just grip people. Many businesses suffer from calcified assumptions about what customers want. It’s easy to imagine the proclamations below animating strategy meetings at three, once dominant companies:

  • The experience of scanning the shelves of a physical store is an irreplaceable part of what customers love about Blockbuster.
  • Quality, consistency, and value make Kodak film the best choice for all photographers and cameras.
  • Business professionals are obsessed with the Blackberry keyboard.

Noticing and potentially revising a mental model isn’t easy. Unstuck Minds has developed tools and thought exercises to help you pull back the curtain on influential thoughts. Here are two of our favorites:

Brainstorm terrible Ideas

Imagine you work for a retail clothing company that prides itself on personalized customer service. In a meeting someone suggests closing all the stores and selling your apparel through a third-party, online e-commerce site. It would be easy to picture people angrily reacting to the idea because it violates a core assumption about the company’s business model. Now that the assumption is out in the open, you can challenge it or recommit to it. Read our story about using “terrible ideas” to help a client identify assumptions and worldviews.

  • What blasphemous yet plausible idea would elicit a gasp or an eye roll in your organization?
  • What does the reaction say about your organization’s assumptions?

Consult future you

When facing decisions that will play out over time, we assume that the person who makes the decision (Present-Me) will think and feel the same way as the person who will live with the decision (Future-Me). It’s easier to recognize the fallacy when we retrospectively evaluate past decisions. When we look back on consequential choices we made in the past, it feels obvious that our current selves, faced with the same decision, might consider different criteria or make a different choice. Here’s a trivial example that might be relatable. It’s the middle of the afternoon and someone has brought a tray of rich, decadent cookies into the breakroom from a meeting that just ended. Present-You knows what it wants. How will ‘10-Minutes-From-Now-You’ feel about the decision to mindlessly devour the cookie?

In a lot of ways, a life gripped by our mental models is a bit like living in a dream-like state. We don’t question the strange logic of our dreams. The first moments of waking up feel disorienting.

If you no longer believe that a jolly bearded resident of the North Pole delivers gifts to deserving children on Christmas, you understand the experience of revising a mental model. And yes, letting go of a cherished mental model might be accompanied by a sense of loss. On the plus side, when you hold thoughts, assumptions, and conclusions lightly, you create space for surprising ideas to present themselves for your consideration.

Jha, Amishi P. Peak Mind: Find Your Focus, Own Your Attention, Invest 12 Minutes a Day. New York: HarperOne, 2021.

Notice What You Want to be True

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My sister Judi and I often argue about the purpose of higher education. She believes that college is for developing marketable skills. I believe college is for developing thinking skills. She sees college as a path toward employment. I see college as a path toward human flourishing. Judi majored in journalism and ran her own communications and public relations firm. I majored in philosophy and went into the restaurant business.

In 2022, the MIT Open Learning Website posted a story about a recently published white paper called “The Workforce Relevance of a Liberal Arts Education.” Given my beliefs about higher education, I was primed to uncritically accept its findings. Based solely on the title, I sent a ‘told-you-so’ link to Judi before I’d even read it.

When I clicked through to the white paper, I noticed that a series of roundtable discussions with senior campus leaders informed the paper’s point of view. At the end of the paper, the authors listed the roundtable participants. Of the eleven institutions represented, nine of them identified as liberal arts colleges.

Granted, a white paper takes a position and advocates for it. The report did not claim to be a research paper. Still, I could easily see myself using the report as evidence for a belief I want to be true.

Judi and I would probably characterize our views on higher education as polarized. In truth, if we ever bothered to explore each other’s perspectives, I’m confident we’d discover broad areas of agreement. But what fun would that be? We get a strange satisfaction from adopting our roles as combatants. Our relationship is not at risk over the disagreement.

A more consequential polarization grips our society. We are all primed to uncritically accept our tribe’s claims. We’ll happily buy whatever our side is selling while simultaneously parsing every sneer and soundbite coming from the other side.

Signs point to a particularly nasty US presidential campaign between now and November. We’re about to be thrown into the deep end of a pool of lies and disinformation. To prevent yourself from drowning, notice what you want to be true.

Noticing what you want to be true requires humility and honesty. Do you care more about truth than you do about power, winning, and looking good? Perhaps you believe that your preferred ends justify dishonest means. You don’t need your claims to be true as long as they’re popular. Of course, one wonders what kind of future you have in mind if honesty can be so easily cast aside on the path to achieving it.

There don’t appear to be any consequences for public figures who tell lies. It’s all upside. It’s possible to gain an advantage over your opponents by lying about them, and no harm will come to your standing as an authority. And, since political campaigns are high-stakes competitions, we can expect to hear a lot of lies between now and November. Notice what you want to be true.

Warning! Mental Quicksand Ahead

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We help people adopt an unstuck mindset. An unstuck mindset is a healthy mode of operating when things become overwhelming. It’s an orientation to complexity and uncertainty that invites breakthrough insights and novel options. We’re like mental and emotional fitness coaches conditioning people to thrive in a world that feels out of control.

But what if you’re stuck and you don’t realize it?

We find ourselves in mental quicksand when conditions have changed, but our approach remains the same. Instead of rethinking when we don’t get the outcomes we want, we use our tried-and-true strategies even more diligently. Like struggling to escape quicksand, the more effort we apply, the more stuck we become.

If any of the thoughts below feel familiar, you may already be caught in mental quicksand.

I’m right. They’re wrong.

Being right or being wrong makes sense when dealing with math problems, documented facts, or testable predictions. Thinking that there’s a right or wrong answer to a complex issue is just a trick your brain is playing on you. Brains like simplicity because simplicity conserves energy. With a bit more mental and emotional stamina, our brains can learn to tolerate nuance and creativity.

If you find yourself framing an issue as a choice between mutually exclusive alternatives, pause and ask yourself: How do we achieve the best of both?

I’m one purchase away from happiness.

You know that feeling of anticipation when you’ve splurged on a purchase that hasn’t been delivered yet? Or maybe you’ve decided to take up a new health regimen or hobby that you imagine will improve your life. If the new item or practice has become vital and transformative, congratulations!

More often, the item you coveted is now just another bland possession. The new practice has become a half-hearted routine or something you’ve abandoned. You’re back to scanning catalogues and considering the hot new life hack.

If you find yourself eager to bring something new into your life, pause and ask yourself: What need am I expecting this thing to meet?

I don’t know what came over me.

We are often surprised by our reactions. When triggered, an emotional energy can escape that makes us unrecognizable to ourselves. That out-of-proportion response is useful information. We may need the help of a therapist or coach to identify the source. Attempts to rein in our extreme reactions or write them off as the result of a temporary malady just gets us more stuck.

When you’re surprised by your own over-the-top reaction, pause and ask yourself: What does this reaction say about my unfulfilled aspirations or aspects of my life I have yet to make peace with?

Why am I getting the opposite of what I want?

A strange thing happens when we try too hard. Sometimes we put so much effort into achieving a goal, we create conditions for the opposite of our goal to take root. Let’s say Devon is eager to feel included. He adopts a strategy of helping whenever there’s a conflict or issue. He expends a lot of energy inserting himself into situations to fix problems. Devon’s efforts to be of service end up complicating matters. Over time he develops a reputation for being meddlesome and disruptive. Eventually people start avoiding, rather than including Devon.

If you feel a sense of dissatisfaction with your situation because of the extreme gap between what you want and what you’re getting, pause and ask yourself: How might I challenge the assumptions responsible for my choices?

How did we end up with the same strategy if we agree that our world has changed?

If you’re part of an organization that periodically reassesses their strategic priorities, you may have noticed that this year’s strategy could be summed up as, “Do what we’ve been doing… better.” Of course, there’s nothing wrong with staying the course if things are working and you know how to navigate “the course.” But why would you stick with a familiar strategy if the environment in which your organization operates starts to feel unfamiliar.

Whatever process you use for setting direction and prioritizing resource investments, pause and ask yourself: What opportunities or disruptions are emerging that deserve our attention?

The Case for Reinventing the Wheel

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It’s probably just my reflex when told not to do something.

Whenever I hear the advice, “don’t reinvent the wheel,” I think, “why not?” I presume the subtext is: don’t waste resources solving a problem that’s already been solved. If nothing else, solving a problem as if it weren’t already solved is educational. In fact, the simple act of re-imagining solutions can raise useful questions about the effectiveness of the status quo.

“Reinventing Wheels” Reveals Hidden Assumptions

In 1997, I was part of a cross-functional “change team” at Pizza Hut. We had been asked by Mike Rawlings, the CEO at the time, to identify ideas for reducing overhead costs by 10% (in a previous blog post, I’ve described the change team experience in more detail). We came back to Mike and his executive team with recommendations that would cut expenses by 30%, a recommendation that Yum! Brands later adopted with savings they projected would amount to $300 million by 2019.

I didn’t recognize it at the time, but I see now that the change team had adopted a “reinvent the wheel” approach to our challenge. Rather than look for inefficiencies in the existing structure, we started by asking, “what do restaurant general managers need to satisfy their customers?” If a savvy restaurant manager acting like an owner wouldn’t require the support, it raised the question: why does this function exist? The ensuing discussion revealed a set of operating assumptions that had become invisible.

The SCAN Framework

The SCAN framework (Structures, Context, Assumptions, and Needs) is designed to reveal hidden influences that may be keeping us stuck. When we introduce the SCAN framework to our clients, people struggle the most with the ‘Assumptions’ dimension. Once we define our terms, it’s easy for people to grasp the differences among underlying structures, surrounding context, and human needs. Assumptions, on the other hand, are hard to recognize because noticing what governs the way you notice feels unfathomable.

A thought experiment like reinventing the wheel provides an indirect look at assumptions that might be worth challenging. Instead of trying to name your assumptions, reinventing the wheel invites you to justify the status quo.

Maybe you have a sinking feeling that something fundamental about your business or organization needs to change. Perhaps you don’t trust the typical problem-solving approach your leadership team would take if you raised the issue.

Before calling in the consultants, reinvent your wheel by starting with the questions below.

Reinvention Questions

  • What does your organization offer that people will continue to benefit from in the future?
  • Who are the people that benefit from what your organization will continue to offer?
  • What has changed about them since the time you set up the current systems and distribution channels designed to meet their needs?
  • What has changed about the competitive landscape? How else can they get their needs met?

You don’t have to literally reinvent your business. It’s enough to expose hidden assumptions so you can make informed choices about what to keep and what to change. Sometimes, when it comes to getting unstuck, even if “it aint broke,” break it. Then, reinvent how you fix it.

Jay G. Cone is the author of The Surprising Power of Not Knowing What to Do; Discovering Creativity and Compassion in a Time of Chaos. He is the co-founder of Unstuck Minds.

Move over Homo Sapiens, There’s a More Evolved Sheriff in Town

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During a phone conversation last week, my business partner Lisa and I joked that we may be headed for the next evolutionary stage beyond homo sapiens. We noted that even the most adept humans seem ill-equipped to deal with today’s chaotic world. Oh, and it seems unlikely that things will become calmer and more predictable in the future. The conversation lingered with me.

We call our company Unstuck Minds. We believe that people who operate with an unstuck mind bring more creativity and compassion to the world. Creative thinking generates novel ideas and fresh insights. Compassion builds and sustains connections that help people feel seen, heard, and valued.

Homo sapiens literally, the wise human, succeeds as a species in part because we have large complex brains, language, and highly developed social skills. Now we’re starting to experience the downsides of what were once advanced adaptations. Those big brains are susceptible to mental health issues and cognitive bias. Our language skills allow us to spread harmful belief systems. Individuals and groups have begun to use our social intelligence to exploit and marginalize others.

Are the current challenges and complexities faced by humanity acting as evolutionary pressures that could drive natural selection towards the emergence of a new human subspecies better adapted to cope with an increasingly uncertain and complex world?

People are exhausted and overwhelmed. Are the current challenges and complexities faced by humanity acting as evolutionary pressures that could drive natural selection towards the emergence of a new human subspecies better adapted to cope with an increasingly uncertain and complex world? Might humans with unstuck minds be better suited to thrive in the future?

Welcome Homo Mens Soluta

Homo mens soluta, literally human with a freed or unstuck mind, might be where we’re headed as a species. The list below describes a thought experiment about the adaptations required to thrive in a future of increasing complexity and uncertainty.

We will Build Generous Connections with Others

In a complex world, collective intelligence and collaboration will be more advantageous than individual efforts. Homo mens soluta will move beyond the impulse to view relationships between individuals and groups as transactional. In the future, we will provide support and resources freely and without an expectation of receiving something in return.

We will Hold our Conclusions Lightly

Rather than fixating on definitive answers, homo mens soluta will thrive in ambiguous situations. We will feel comfortable with incomplete information and be adept at making decisions based on probabilities and calculated risks. We will form working hypotheses rather than certainties and easily let go of conclusions in the face of new evidence.

We will Notice our Mental Quicksand

A heightened awareness and understanding of our thought processes, biases, and decision-making heuristics will enable homo mens soluta to self-regulate and self-correct. This metacognitive ability will lead to more effective learning, problem-solving, and adaptation.

We will Form Generative Questions

Given easy access to vast amounts of information, the capacity to discern meaningful patterns, correlations, and insights from seemingly unrelated data streams will be advantageous. Homo mens soluta will ask generative questions to take advantage of the available information. The skill of asking better questions will be more adaptive to a future in which answers are abundant, but not equally useful.

We will Develop Attention Agility

The ability to rapidly adapt thought processes to accommodate changing circumstances and new information will become critical. Homo mens soluta will possess heightened neuroplasticity, allowing our neural pathways to reorganize and form new connections more efficiently.

If you want to make sure your genes get passed on to your descendants, or if you’re simply interested in building the mental stamina to deal with our chaotic world, consider developing an unstuck mind.

Jay G. Cone is the author of The Surprising Power of Not Knowing What to Do; Discovering Creativity and Compassion in a Time of Chaos. He is the co-founder of Unstuck Minds.

Are you Facing the Unfamiliar, the Unexplored, or the Unknown?

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Not all experiences of feeling lost call for the same remedy.

You may be facing an unfamiliar situation. Perhaps you’ve been assigned a complicated task you’ve never handled before. In such cases, people can instruct you. There are clear steps you can follow. Your sense of being temporarily lost stems from not knowing how to get started. Once you’re shown the roadmap, you feel reassured, and you can make progress.

Alternatively, you may be venturing into unexplored territory. Consider, for example, leading a complex organizational transformation. Here, there is no predefined roadmap. Advisors and consultants may offer relevant experience, but each change effort in every organization is unique. While there are recommended frameworks and methods, you’re likely to encounter unexpected obstacles.

Then, there’s facing the unknown. You may feel disoriented by your inability to make sense of what’s happening. You may be unable to predict the consequences of familiar actions. For example, you might be considering a new business line or expanding into a new geography. Or perhaps an unforeseen situation has disrupted your organization or your life, leaving you adrift. When facing the unknown, current conditions are unrecognizable and what once felt like a priority suddenly loses its importance.

In each case, you could describe yourself as lost. If you need a strategy to get unstuck, it’s not useful to focus on how lost you are. It’s better to focus on how you are lost.

When facing the unfamiliar, you need a roadmap and clear directions. To navigate unexplored territory, you need skills, tools, and a flexible plan. When dealing with the unknown, managing your attention becomes crucial, because you don’t know what to look for or how to interpret what you find.

When dealing with the unknown, managing your attention becomes crucial, because you don’t know what to look for or how to interpret what you find.

Facing the Unknown means getting comfortable with uncertainty

In previous posts we’ve defined the ability to manage your attention when facing complex and uncertain situations as “attention agility.” We have also described the SCAN framework (Structures, Context, Assumptions, and Needs) as a tool for developing attention agility. SCAN directs your attention towards a variety of information sources, countering habitual thinking tendencies that dictate what gets noticed and what gets overlooked. When facing the unknown, SCAN helps you ask better questions.

Before you can apply clear thinking to help you navigate your way through the unknown, you’ll want to come to terms with feeling disoriented. Humans tend to avoid uncertainty. When stuck or lost, we’re attracted to definitive answers and confident sounding advice. We settle for any port in a storm. When the unknown becomes our new normal, the storm doesn’t pass. We can end up settling for the wrong port.

To make sure you don’t respond to an unknown situation with strategies designed for the unfamiliar and unexplored, build your attention agility by taking a moment to reflect on a few questions:

  • What if I chose to pause before taking action? Is immediate action required or am I simply reacting to the discomfort I feel?
  • What’s novel about this situation? Am I jumping to conclusions about the nature of the situation? Am I looking for ways to frame the situation as an example of something I’m familiar with?
  • Who could provide a reasonable perspective that I’m currently disregarding? Are my advisors open to learning or are they set in their ways?
  • What low-risk experiment could help me learn my way forward?

Jay G. Cone is the author of The Surprising Power of Not Knowing What to Do; Discovering Creativity and Compassion in a Time of Chaos. He is the co-founder of Unstuck Minds.

Feeling Stuck? Try Brainstorming Terrible Ideas

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We recently led a series of breakout sessions at an annual conference. The conference was put on by a fast-growing bakery franchise. In attendance were bakery owners and corporate support staff. During the breakout sessions we taught the bakery owners how to use the SCAN Framework (Structures, Context, Assumptions, and Needs) to tackle challenging problems.

Most people using SCAN have an intuitive grasp of the structures, the context, and the needs influencing their situation. Assumptions are harder to access. Shared beliefs and mindsets form our operating systems, but like a computer’s operating system, most of us don’t know what it’s doing or how it works until something goes wrong or it’s time for a big change.

The company’s bakeries are known for their unique, high-quality, hand-crafted cakes. They think about the purpose of their business as bringing joy. They promote their cakes as the centerpiece of celebrations. They have a cult-like following of people who rave about experiencing their first bite of cake.

To help the bakery owners become more aware of their assumptions, I asked them to react to a terrible idea. I suggested that they box up their most popular recipes in cake-mix form and put them on grocery store shelves next to the Betty Crocker cake mixes. Lucky for me, I prepared them to be offended by the idea. When I asked them to explain what makes the idea terrible, we started to hear more about their assumptions:

  • People count on us for a consistent, fresh-baked product.
  • Our guests love the variety of choices we offer.
  • Only high-quality ingredients prepared by hand and using our methods will produce the cake. You can’t do it at home.
  • Visiting our bakeries is a joyful experience and essential to our brand.

The purpose of the exercise is not to abandon assumptions. The purpose is to become more aware of our assumptions. When you’re aware of your assumptions, you can have more productive discussions about controversial ideas. Controversial ideas are provocative precisely because they challenge our assumptions. Adopting a provocative idea often means letting go of something predictable and comforting.

Anticipate Change-Resistance

In our experience, organizations don’t suffer from a lack good ideas. In organizational settings, good ideas face two common obstacles. First, the best ideas may never get in front of the people with the authority to enact them. Secondly, new ideas rarely survive their first encounter with the status quo. Assumptions and mindsets protect the status quo.

Becoming aware of shared organizational assumptions will help you anticipate the change-management implications of adopting a provocative idea. For example, to support the growth of the bakery company, there will inevitably be pressure to streamline operations. At some point, an idea to increase efficiency will bump up against the assumption: Only high-quality ingredients prepared by hand and using our methods will produce the cake.

How to use a Terrible Idea to Uncover Hidden Assumptions

Let’s say you feel stuck. The ideas you have look great on paper and you’ve been given the green light to implement them. And yet, you repeatedly experience setbacks as you try to turn your ideas into meaningful change.

  1. Set aside the good ideas and bring together a team.
  2. invite them to brainstorm terrible ideas. Ideas that are guaranteed to produce a visceral, negative reaction from your stakeholders. By the way, your team will find it liberating and fun to produce a list of dangerous ideas.
  3. Rank the ideas to find the best of the worst. When prioritizing the list of ideas, the most useful, terrible ideas will be the ones that are plausible, but feel unsettling. For example, imagine recommending to the senior team of Disney’s Theme Parks that they open a Disney casino in Las Vegas. Useful terrible ideas will take the organization in a new direction, not just offer a bad change to an existing way of doing business. For example, suggesting that McDonald’s become a wireless network operator is a more useful terrible idea than suggesting that McDonald’s serve their food on fine China.
  4. Finally, facilitate a discussion about why the most terrible ideas evoke an emotional reaction.

Once you clarify the hidden assumptions that seem to create a gravitational field that holds things in place, you’ll have a better understanding of why your new ideas won’t take. You may also uncover some ancient assumptions that are somehow still in play, but no longer feel relevant.

Jay G. Cone is the author of The Surprising Power of Not Knowing What to Do; Discovering Creativity and Compassion in a Time of Chaos. He is the co-founder of Unstuck Minds.