The most important mantel discipline - thinking - is the one least taught in schools or in organization. You can improve your thinking by using logic and by adopting proven techniques that will lead to better understanding, ideas, and execution.
PLANING LOGICALLY
Whit down what is likely to happen and the potential ramifications; then you can plan how to deal with each eventuality.
USING YOUR LOGIC
Logic means correct reasoning. Use your logic and you will reach the ideal stage where the compelling force of the facts eliminates all alternatives except one. This cannot happen all the time, because there will be too many unknowns. But the rational manager starts by seeking factual certainty, from which he or she can proceed to firm conclusions. Logic is no less invaluable in uncertain conditions. You can list possible events and logically establish what consequences will follow if they occur. you can then produce sensible plans for coping with each possibility, and also work out the relative likelihoods. Logic also teaches that the best-laid plans may go wrong, so cover this contingency in your thinking.
THINKING LITERALLY
Lateral thinking, as taught by Edward de Bono, uses various techniques to make you challenge received ideas and arrive at new, improved solutions and suggestions. One such technique is provocation, when you put forward outlandish notions to see what practical ideas are stimulated as a result. Another approach is to seek analogies from other fields. If you are told that something is impossible or will never work, redouble your efforts to see if the idea is, in fact, valuable.
BACKING YOUR INTUITION
Hunch or gut feeling sound far less impressive than logic, lateral thinking, and reasoning . But intuitive thought processes are as intellectual as any other. Intuition may take into account factors that your consciousness wants to repress, which is why some indefinable doubt may prevent you from making a decision. Never ignore such massages from the interior. But treat intuitive thoughts as analytically as logical plans. Check the intuition against the facts. You may not always establish a complete case for baking your instincts. Going with it in these circumstances may well be the best course- so long as you can stand the consequence of being wrong.
TACKLING ISSUES LOGICALLY
When you apply reasoning to a situation, the result can be counter-intuitive - that is, not what you would expect. In this case, David's intuition was to cut prices to stimulate sales performances. But his boss wanted to probe deeper. His logical analysis showed that the firm would be far worse off as the result of cutting prices. The sales chief's intuitive proposal was not intelligent.
QUESTION TO ASK YOURSELF
Q Have I gathered all the facts I need to help me arrive at the correct solution?
Q Have I considered all possible alternatives before settling on m decision?
Q Have I gone out of my way to find new methods of tackling this situation?
Q Did I collect contributions from everybody who has an interest in the matter?
Q Have used the best possible thinking process in reaching my conclusion?
Q What do I feel about the matter - am I convinced emotionally as well as intellectually?
Q Have I thought of contingency plans in case my ideas do not work out as intended?
Note :
- Acquire all the information you need before you draw conclusions.
- Do not confuse wild, far-out, impractical ideas with creativity.
- Encourage people thinking sessions to give full rein to their intuition as well as their logic
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