In a world of continuous change what is the one skill that you need more than most?
I would argue the ability to create and adapt to change.
And in an environment which is complex and uncertain you need to be able to think in a flexible, agile way.
I call this being able to Switch your Thinking.
Please note that I am using switch rather than change as i will explain later.
This (I believe) is the ultimate skill you (and your team or clients) need to succeed in this type of environment.
In short, the idea of being able to switch your thinking would seem to be a very good idea.
But.
There is always a but.
It’s actually hard to switch your thinking.
Here’s why:
Our brain creates and uses patterns.
Consider this analogy.
Imagine walking though a forest to try and find a watering hole.
You might struggle to find it initially but after a few attempts you start to form a pathway which can get you to your destination quickly.
Our brain works in a similar way.
Based on past experiences you form a pattern.
These patterns over time through repetition become stronger.
Hence your brain becomes more efficient.
This is a design feature of your brain that works very well.
Imagine trying to work out a new way to get to work every morning. It simply would take too long and require too much energy.
But this advantage has its disadvantage.
Your thinking can become too rigid.
Which in a changing environment is problematic.
So one reason why it’s difficult to switch your thinking is that the brain is working in an efficient rather than a creative, flexible way.
These patterns can form habits.
So your thinking patterns become habitual.
Your assumptions, beliefs and attitudes become your initial, automatic and default ways of solving problems, making decisions or generating idea.
Efficient but not innovative.
Constant rather than changing.
Which brings me to reason number 2 why it’s hard to switch your thinking.
Most of us are taught critical thinking.
This relies on logic, analysis, structure and a linear way of thinking.
Critical Thinking is formal, used in argument and defending a position.
But in a rapidly changing environment, critical thinking (alone) can be slow, predictable and quite structured.
Reason number 3 why it’s so hard to switch your thinking is that it has worked in the past.
Hence it makes perfect sense to use ideas, solutions and opportunities that have worked before.
It means that you can minimise risks and the fear of failure.
But competition, technology, customers and your clients never stand still.
This means you need to be able to change your thinking.
Continuously.
And on demand.
Reason number 4 is a closely related one to the previous point.
Sticking to the usual, default or habitual way of thinking feels safe.
It’s one reason why organisational leaders use management consultants for example.
It’s risk adverse but relies on the expertise of an external agent.
The traditional way of thinking is comfortable, like a well used pair of jeans.
But comfortable, well-used and long-lasting has it’s place but fashions can change.
What was relevant today may not be quite as exciting tomorrow.
Reason Number 5 is the challenge of thinking for yourself.
Here’s the issue.
Most organisational work is done in groups and teams.
This means that all group members are influenced by group norms and team cultures.
Sometimes this makes it hard to switch your thinking.
Then throw in industry conventions (e.g. all law firms are built around young graduates want to become a partner) – its easy to follow others and much harder to think for yourself.
Not to mention that many leaders have professional training via MBA schools for example.
Their thinking is informed by the same models, theories and case studies.
Where does this leave you?
Now that you understand the many factors that make it hard to switch your thinking.
So how do you do it?
The most common strategy is to use tools such as brainstorming for example.
This is a group activity aimed at generating new ideas to problems.
One way to enhance this process is to encourage group members to try and change (i.e. switch) their thinking.
Brainstorming has an uneven past because as I have outlined it’s hard to change ingrained thinking.
There is another strategy which is to rely in mind wandering.
This is a natural brain process which often happens when you are in the shower or an idea emerges when you are out walking for example.
This is a powerful process but it is random and reactive.
This is why I have developed a new process that I call Switch Thinking.
This is a proactive way to switch your thinking based on using a number of Switches.
One of which is switching your perspective.
For example, you can look at a problem from a business perspective.
Switch
Then switch to a customer perspective.
In this case you are switching your thinking and new insights, ideas, solutions and actions often emerge.
And it happens very quickly.
In Summary
There are many reasons why it’s difficult to switch (or change) your thinking.
Factors such as brain patterning, habit, routines, a feeling of comfort and a fear of failure.
You can wait for a sudden insight or a random, chance comment which might lead to a switch in thinking.
Or you can use a more proactive approach which I call switch thinking.
A huge advantage of being able to Switch your Thinking is being able to create and adapt to change.
But also when you change your thinking, it can help you change how you feel and what you do,
And the change in thinking does not have to be big to be effective.
For example,
You can think in a win – lose way.
Switch
You can think in a win – win way which might open up new opportunities to work with your clients, customers. or partners.
We are entering a new era.
In the past we operated in a stable, predictable environment.
And our thinking system built on efficiency was ideally adapted to this environment.
Now with AI for example out future is uncertain, exciting and certainly different.
We all need to find a way to be able to switch our thinking when we need to.