Communicating Change
Like all koans, “The Stone Mind” koan can have many meanings, and is not meant to be completely solved. To me, this koan reminds us to see the moment for what it really is. When occupied in arguable semantics, opportunities can go unnoticed or just slip away. When needless bickering occurs, important projects are often delayed. Being present in the moment gives the situation respectful attention and allows for accurate decisions. In business, fixed procedures are often necessary, but fixed notions are not. I think “The Stone Mind” helps the interpreter understand that the stone does not matter. In fact, by arguing about the stone the monks were removed from the moment, and delayed from building the fire, which was …show more content…
In some groups, the tendency to quickly agree on a universal position can occasionally stifle alternative solutions. Sometimes if the group is divided into two smaller groups where it can debate the advantages and disadvantages of various solutions this planned creative conflict can lead to expanding the discussion. When separated, different leaders will emerge, and the groups may apply alternative problem solving strategies. This methodology can often help develop a leader’s perspective by showing them different solutions to the same scenario, or revealing the exact same decision through two different means. This is also a good way to see how well colleagues are able to work within unfamiliar groups. Overall, this tactic can help test an idea or proposed solution. The nominal group technique is a more structured method where each member privately writes down a list of ideas or proposed solutions. Then each person can announce one thing from their list, or put those forth anonymously to be compiled to a master list. Typically, no clarification needs to be done, as this is an exercise in getting group members to share their ideas without the worry or fear of criticism, which can add useful contradicting …show more content…
The DeBono Process sometimes allows systematic discussion with reduced conflict. Allowing process owners to criticize while they participate in creating efficiencies that will affect their work can often create natural stakeholder buy in. Edward DeBono’s six thinking hats methodology is helpful for fostering conversations about implementing a permanent change that has proven to work. Often this technique is used for brainstorming, but I think it can be applied for engaging the process owners to develop and enhance their own process changes. Zen teaches that true change comes from self-reflection and not imposed doctrine. Using the DeBono method to foster change sometimes involves restricting the group to only thinking in specific ways by giving ideas and analysis in the “mood” of the hat. At first glance, the six hats may seem absurd, or mildly impish, but if each person fulfills their role new ideas from combined knowledge and experience will happen naturally. How a leader chooses to approach change is often how successful that change is implemented and maintained. Here are DeBono’s six
Like all koans, “The Stone Mind” koan can have many meanings, and is not meant to be completely solved. To me, this koan reminds us to see the moment for what it really is. When occupied in arguable semantics, opportunities can go unnoticed or just slip away. When needless bickering occurs, important projects are often delayed. Being present in the moment gives the situation respectful attention and allows for accurate decisions. In business, fixed procedures are often necessary, but fixed notions are not. I think “The Stone Mind” helps the interpreter understand that the stone does not matter. In fact, by arguing about the stone the monks were removed from the moment, and delayed from building the fire, which was …show more content…
In some groups, the tendency to quickly agree on a universal position can occasionally stifle alternative solutions. Sometimes if the group is divided into two smaller groups where it can debate the advantages and disadvantages of various solutions this planned creative conflict can lead to expanding the discussion. When separated, different leaders will emerge, and the groups may apply alternative problem solving strategies. This methodology can often help develop a leader’s perspective by showing them different solutions to the same scenario, or revealing the exact same decision through two different means. This is also a good way to see how well colleagues are able to work within unfamiliar groups. Overall, this tactic can help test an idea or proposed solution. The nominal group technique is a more structured method where each member privately writes down a list of ideas or proposed solutions. Then each person can announce one thing from their list, or put those forth anonymously to be compiled to a master list. Typically, no clarification needs to be done, as this is an exercise in getting group members to share their ideas without the worry or fear of criticism, which can add useful contradicting …show more content…
The DeBono Process sometimes allows systematic discussion with reduced conflict. Allowing process owners to criticize while they participate in creating efficiencies that will affect their work can often create natural stakeholder buy in. Edward DeBono’s six thinking hats methodology is helpful for fostering conversations about implementing a permanent change that has proven to work. Often this technique is used for brainstorming, but I think it can be applied for engaging the process owners to develop and enhance their own process changes. Zen teaches that true change comes from self-reflection and not imposed doctrine. Using the DeBono method to foster change sometimes involves restricting the group to only thinking in specific ways by giving ideas and analysis in the “mood” of the hat. At first glance, the six hats may seem absurd, or mildly impish, but if each person fulfills their role new ideas from combined knowledge and experience will happen naturally. How a leader chooses to approach change is often how successful that change is implemented and maintained. Here are DeBono’s six