Category: Discernment

Six Thinking Hats – A Book Review

6 Thinking Caps

A special way to think

Six Thinking Hats by Edward de Bono was first published many years ago (in the 1980’s). As such it could be considered out of date. However, it remains highly relevant and should be introduced to a new audience.

De Bono believes that there is a problem with the normal approach to dealing with issues. The normal approach is to talk about what you like or do not like about an idea. This leads to people becoming combative and only seeing the issue from their point of view. De Bono sees this argumentative approach as inefficient and unproductive. Like people who are committed to consensus building, he wants people to work together. His way of getting people to work together is to divide up the consideration of an issue into six categories. The 6 ways to look at an issue are called six thinking hats.

The Six Thinking Hats

When you approach an issue that needs a decision what do you need to know? Some people want information, others need to be sure that risks are taken into account, for some people how they feel is a crucial consideration and others look for new options or a positive view in a situation. Each of these is a way of exploring an issue and each has its place.

Based on these different approaches de Bono offers a “hat” for each one. His six hats each have their own colour and when wearing it people look at an issue from a different angle. The hats are:

White: is neutral and objective. Wearing this hat people are focused on facts and figures – data.

Red: carries the idea of passion, emotions.  Wearing the red hat people talk about their feelings, provide an emotional perspective on the situation.

Black: is serious, maybe even negative/sombre. When working with this hat people are encouraged to point out weaknesses and to be cautious and careful.

Yellow: is sunny and positive. Wearers look for the positives and point to where there is hope.

Green: carries the image of abundance and growth. This is the place for creativity and generating new ideas.

Blue: like the sky, it is above everything else. The blue hat is concerned with organizing the process and the use of the other hats.

How to use the hats

This is a fairly simple process but because it is a new thing to many people de Bono spends time unpacking the use of the hats. For example, the black hat is curious and careful and should not be only seen as negative; and the red hat allows emotions to be respected without having to justify them and then to be able to be placed alongside other perspectives.

Basically the leader of a discussion says to the group that now we are all going to put on a particular hat. So if it is our white hats -what information or data do you know or need to know to help us to think about this problem?  Putting on the green hat has everyone bringing their creative thinking to the task and thinking laterally about an issue – it encourages creativity.

The key to using the hats is to sense when a particular perspective on a problem is going to move the discussion along. Here the leader is crucial as they will need to sense the next thing that is necessary to build insight and discernment.

Thinking hats and consensus building

The main similarity between de Bono’s thinking hats and a consensus approach to decision-making is that both want people to work together rather than to argue with each other. De Bono emphasizes that arguing back and forth only entrenches positions and does not guarantee that all the information and options are in front of the group. His approach is to get people to work together by looking at an issue or problem from the same angle at the same time. This builds collaboration, shared understanding and a sense of partnership in finding a solution.

Consensus building also affirms the value that we are all on the same team and has the aim of ensuring that everything that we need to make a good decision is out on the table. The six thinking hats, like consensus processes, respect all points of view and know that we need all of them to make a good decision.

Conclusion

There are many ways in which issues can be explored. The best ones are those that build collaboration, reduce competition and generate the best information and ideas. In this respect, Edward de Bono’s thinking hats make a wonderful addition to the tools that achieve these ends.

 

Community based decision-making process – 4th step: implementation

Implementation is step 4 in a series of steps required for effective community based decision-making. This is the most important step because without implementation you don’t have a decision that is worth anything. The first step 1 is preparation. Step 2 is invitation. Step 3 is deliberation and decision. The final step 4 is to implementation of the decision.

“The Church Guide For Making Decisions Together” expands on this material in pages 96 and 187. You can get your copy at Amazon.

What now? Implementation!

Decisions deserves action or follow through. This final step is so important for a community-based process of making decisions. You have taken the time to prepare people, invite them to participate, discern God’s will through deliberation, and…?  Don’t forget the final step: Implementation! This is why decisions matter – things get done.

Implementation of the decision made by your faith group involves easy but often overlooked things. All are important. All are essential. Confusion and lack of synergy shows up in groups that do this step poorly. Groups that do this step well have discovered that their membership own the decision, and just as importantly, own the process. It becomes natural to them. They discover a strength in accomplishing God’s best hopes.

So, what’s involved in this step? Here is a  list of actions for you to consider once a decision has been made.

Meet with people who are affected by a decision

Not every decision needs a special meeting to relay the results. However there are times when something is significant and needs extra effort.

If a decision is complex, contentious or affects a lot of people then it is pastoral to meet people face to face. Listen to the concerns they have. Answer their questions. Explain again the process that was undertaken, the decision and the implications. Care for one another.

Send a letter

People were invited into the process in the first step. They have been partners with you in the process of discernment. So inform members that a decision has been made on the specific matter about which they have been in prayer. If appropriate convene a meeting rather than try to cover everything in a letter.

Of course websites, newsletters, Facebook groups and other communication tools can also be used to share information. However don’t hide behind a computer screen or a piece of paper.

Other people will tell the story if you don’t. Therefore ensure that people get the right information. Do not let people rely on gossip to know what is happening. If your decision impacts a specific ministry or previous arrangement with groups, be sure to let them know in writing as well.

Request continued prayer and support

Making a decision is only half (maybe less) of the story. Implementation of the decision can take weeks, months or years. Request prayer and other appropriate support for those with responsibility for the implementation of the decision.

Make these requests for support very specific. Share the projected timeline, key people involved, and name those who will be positively or negatively affected by the decision.

Think about what specific things can people do to support the decision throughout the timeline. Then offer concrete tasks for action.

Thank people

Discernment is a team effort. Remember, encourage and thank people for participating in the process. Think of specific people who have carried a heavy load in the decision-making process or will have to in the implementation phase. What special blessing can you offer them?

Have clear lines of accountability

The meeting decided who would do what tasks and by what date. The minutes provide a clear record of the decision. The implementation of the decision must be monitored.

Whether it is a small or large decision the decision-making body should get progress reports. There is a saying that people don’t do what is expected, they do what is inspected.

Do not be naïve. A person will delay and divert attention from a project if s/he doesn’t want something to happen. The community has discerned Christ’s will for them and therefore it is the responsibility of everyone to accept that decision. People are held accountable through regular progress reports.

More positively accountability ensures that the implementation of the decision is happening. When people sense that they are being faithful to what God has called them to do, this can be an energising and encouraging time.

Assess the process

Leaders should be clear about what went well in the process and what can be improved next time. Remember, it takes several attempts at a new way of doing things before people feel comfortable. Stay the course.

Strategies for review include setting time aside at a regular meeting to reflect on the process, or hold a special purpose meeting or design a survey.

Remember when you do your review to include all four steps and the people who were involved. For example

  • Were there any steps in the preparations that were missed or could have been done better?
  • Did the members of the congregation feel invited to participate and know how that was possible?
  • How well did we do in the four phases of the discernment process – community building, information sharing, deliberations and determination? What can we do better next time?
  • How was our communication? Did the implementation go to plan?

Celebrate

In an appropriate way acknowledge that you have done well.

Conclusion

As you can see there are many aspects to implementing a decision. More than just the decision matters in a community based process. The community matters. People affected by a decision matter. When your decision-making process has an eye beyond just the decision it is easier to recognise the many steps involved in implementation.

Decisions that are made actually get put into action when you do this step well. Things change. Your faith community becomes stronger.

Let us know your experience in making decisions. We would welcome your feedback to this series. Post a response. We’d love to hear from you!

Community based decision-making process – 2nd step: invitation

 

Who would throw a party and not send an invitation to guests? Sounds silly, right? Would you believe that many church leaders plan for an important decision and fail to get the right people to the table? Therefore in an effective decision-making process invitation is essential. So give careful thought to who should be present. It takes effort to think this through. However it is well worth it.

This post is part of a series of four that walk you through the steps required for effective community based decision-making. The first step is preparation. Step 2 is invitation. Step 3 is deliberation and decision. The final step 4 is to implement the decision.

“The Church Guide For Making Decisions Together” expands on this material in pages 92, 93 and 185. You can get your copy from Amazon.

Decide who should be present

I know – it sounds obvious, but this step is often overlooked. Who should be on your invitation list? Some meetings have a limited group of people involved in the decision-making. Some decision-making bodies like congregations can be quite large. When holding important meetings make sure to hold them when as many people as possible can participate. The first group of people who need to be present are the people who need to make the decision – plan for maximum involvement.

Decision-makers need good information and good processes. Therefore the second group of people you need at a meeting are resource people. They may be subject experts who offer technical information or other data.

Some discussions are complex and need processes that can maximize participation, exploration of issues, and the drawing out of opinions. Not every Church Board or congregation has experts in meeting processes. So consider – do we need some help in developing the processes for our discussions?

Decision-makers are not the only persons affected by a decision. So it is important to have people who are affected by a decision, present at some stage in the decision-making process. Decisions-makers need to understand the impact of a decision. This is important information for decision-makers. Therefore think about who can help a group understand the impact that their decision will have. Then add them to the invitation list.

When possible, make a list of people who need to participate. This group will include those with authority to decide, people who can assist the knowledge base and processes of the group, and others who help to make the impact of the decision clear to the decision-makers.

Develop a clear communication plan – invitation

Participants need to know what is happening. Encourage people to understand why it is important that they attend. Also they need to know where the meeting will be held and other important details.

A note in the bulletin or minutes is not enough to get the word out. Try some of these ideas: send an open letter to the congregation or organization, make numerous announcements, present involvement as an invitation to something important, and introduce the process leaders to your group and have them explain what will happen.

Practice the Means of Grace

Invite people to be in a spirit of prayer for the meeting. Encourage them to pray and reflect on scripture during this time. Every member of the community of faith is a partner in the process. So respect them and affirm them by providing them with the opportunity to support the process through prayer and other acts of faithfulness.

Conclusion

When you have the right people at the table, the process of making decisions goes better. Take the time to invite people in as many ways as possible. Encourage their participation by providing good information, specific invitations and concrete recommendations for how they can be involved.

Do the ideas in this article match things that you have done? How did that work out?  Let us know your thoughts, experience and questions.

 

 

Liminal spaces – a waiting time

Easter Saturday and Consensus Building

Liminal spaces are essential in life. What can Easter Saturday teach us about how to do discernment? For these ideas, I am indebted to my colleague, Rev Dr John Squires. John wrote a very fine post at Easter called: “A time in-between the times, a space in no space.”

In his reflection, he observed that “Easter Saturday is a liminal space. The word liminal comes from the Latin word līmen, which means “a threshold”. Technically, that is the place that marks off one space from another.” For the first disciples, there was something slow, cautious and anxious about Easter Saturday. For today’s Christians, there is a waiting hopefulness that there is something to celebrate after Easter Saturday. For all, it is a time in between – neither one thing nor the other.

You can’t rush from Good Friday to Easter Sunday – one just has to wait in hope. There are no shortcuts – it takes time and patience.

Consensus building discernment has these times of waiting. Times between what is known and what might be. This is the creative moment where God is doing God’s work while we stand by helpless – except in our patience and hopefulness.

Liminal spaces – waiting for God

I know so many people who resist using consensus discernment because they can’t cope with the uncertainty. Consensus discernment is a process that requires us to let go of what we know and to wait in hope. Built into it is uncertainty!

Instead many people like to stay with what they know – never letting go of their points of view and the importance they give to their experience. Many people cannot let go of their preferred solution. So they stay mired in the present and the future is lost to them.

Others want to rush to the next idea, a great plan, a quick fix that will remove the tension of not knowing what to do. For these people there is no “time between time” and they cannot find “a space in no space.”

However, the way to God’s future so often requires patience and waiting!! Instead of clinging to the past or rushing to our idea of the future, consensus-building invites us to wait. The waiting is not passive or lazy. This waiting is expectant, attentive to the movement of the Holy Spirit and patiently waiting for God to do what we cannot do in our human strength and wisdom. Discernment needs its Easter Saturday experiences.

What to do in the liminal spaces

Like the disciples – be together. Stay connected to the community of discernment and support each other.

Do not pretend that it is easy to wait for discernment to come – because a lot of times it isn’t! Share honestly the experience of loss and grief that comes with the realization that things are being put to death.

Reach out to the God who has brought you to this liminal space of waiting – keep praying and engaging in spiritual disciplines.

Don’t try and come up with a quick fix – there probably isn’t one! In patience imagine all the possibilities and then let God surprise you with the gift of new insight and a future that you could never have made happen.

Conclusion

As John Squires observed: “On this Saturday, the day in between Friday and Sunday, we look back at what was lost … and we yearn for what is yet to be.” Consensus-based discernment is a spiritual practice that can mirror the Easter experience. Yes, there is loss, waiting, anxiety and uncertainty – but ultimately there is new life by the grace and work of God.

 

“Farsighted – How to Make Decisions that Matter the Most”

Farsighted: How to Make Decisions that Matter the Most is written Steven Johnson (Riverhead, 2018). It is a must-read for church leaders who want to help their congregations make better decisions that address our usual cognitive biases and faulty intuitions.

In August, 2010 American Intelligence experts learned that an Osama bin Laden courier entered a fortified compound in the remote Pakistani city of Abbottabad.  They launched an extensive planning process that resulted on the successful May 2011 raid by US Special Forces.  What did they learn?

Johnson reminds us that thesuccess of the mission was not just due to  the soldiers who risked their lives to complete it. It also depended on the planners who had learned from previous mistakes. The key for the planners was to run a 2 phase decision-making process.

Johnson explains in Farsighted that planners first widened their thinking. They did this by defining the situation well and surfacing information. Only then did they begin considering numerous options.  This full appraisal worked because it led to them considering various alternatives. This was because they could play out different scenarios so the mission could be successful. They prepared well for any unforeseen reality.

Years of research and personal experience, have concluded that the human mind has biases. These biases lead us to misunderstand the past, misconstrue the present, and badly foresee the present. Nevertheless, there is hope.

Johnson shares practical tools that can improve our ability to make wise decisions – helping you to be farsighted.  He provides several examples of real life decisions and the deliberations that went into making them. We can learn creative steps to do the same.  This is how we become farsighted. Whatever choices your congregation faces these steps can ensure your success.

When we are faced with complex choices, we tend to frame problems too narrowly.  This results in eliminating creative solutions.  To combat this situation, Johnson outlines a process that draws from a diverse, wider group to generate options.  Most notably, he argues for including people from the ‘fringe’ of your organization and those impacted by the choices. He urges us to let them participate and offer suggestions.  Most groups usually only include their leadership base which results in fewer options that others can support.

Moreover, Johnson reminds us that a diversity of viewpoints is not enough to deal with the problems we face.  We must accumulate more than shared knowledge to consider all the viewpoints.  Most organizations, for example, never consider more than a single option or way forward.  This often leads to a gravitational pull toward how we usually frame a problem. As a result people often miss the nuances and creative discoveries that can result from scenario planning.  The “if this, then that” mentality can help us to deal with situations beyond our control and anticipate how to deal with them wisely.  Scenario planning allows you to play out how various versions of the future  may develop and to handle them well.

Did you know that most groups tend to make a decision only to be blocked later in implementing it when new factors come to light?  When you engage in scenario planning, it allows you to prepare for whatever happens next.  To be sure, this form of analysis can be overdone and paralyze a group from making any decision at all.  Yet this form of planning also allows you to make decisions that can creatively handle any situation well.

Johnson also shares tools like ‘linear value modeling.’ This helps us to make decisions that are congruent with who we are as an organization.  Looking at possible ‘bad outcomes’ helps us decide well.  Also, the skill of ‘generating all the information’ necessary to make a decision allows you to be resilient and to maturely face the consequences of your decisions.  Ultimately, surfacing information and generating options prepares people to trust their intuition and resolve issues well.

Speaking from the heart, the author concludes that we can draw from our shared stories and experience. The result is that we are not doomed to repeat previous mistakes. This proactive approach can create an unlimited sense of opportunity to face the future instead of short-changing our decision making by only doing what worked in the past.

There is also a summary and analysis of the book available here.