3
Ah, so … how do you generate viable, alternative options to consider? A splendid question! And also the main thesis of this book.
4
Of course, he would describe it in much greater depth and with more elegance than I have here. If you're unfamiliar with his work, I highly recommend you explore it.
5
Not to mention a swag of cognitive biases (see chapter 14).
6
You may have already suspected this, but I'm setting up ‘default thinking' to take a fall. Don't get me wrong – it is utterly brilliant for 80 per cent of our work.* If you're looking to replicate existing work more efficiently, to simply tick boxes, be productive, get shit done and progress formulaic processes with predictable outcomes, your ability to recognise patterns, take cognitive shortcuts, leverage past experience and run with default thinking is an absolute asset. But – and it's a big but – if you're looking to venture beyond the default, to truly innovate and pioneer into uncharted territory, you need to 'ware the perils of our default thinking, lest we meet the Inevitable Kraken of Doom.
* Where did I get this figure from? Not research. It just seems ‘about right' – I essentially defaulted to the Praeto principle, which states that (for most events) roughly 80 per cent of the effects come from 20 per cent of the causes. And why did I do this? Because it serves as a good reference point. And that's what default thinking can be, if we can heighten ourselves to see it: a reference point for decision-making. But not the only reference point.
7
Or, at least, they attempt to – but entropy relates to increasing disorder (the higher the entropy, the greater the disorder) and disorder will always win, in the end.
8
Or, in some cases, organisations and their leaders grip onto systems that no longer serve the business model – which is akin to gripping the railings of a sinking ship.
9
Let's just pause and reflect on how bad that segue was.
10
I'm sure I could add some pun using the word ‘graphic', but I'll resist.
11
Remember – default thinking favours the minimisation of angst in return for the greatest short-term gain.
12
I'm not talking here about understanding the standard mix of integrity, innovation, collaboration, safety, diversity, community, and other ‘default' values. Unless, of course, you've actually done the work of translating what these values mean in terms of keystone behaviours.
13
Which is why the hero's journey is so challenging, and why it's incredibly important that leaders invest in culture change to ensure the folk they work with are part of the journey too – it's a lonely journey, otherwise. Pioneering strategy requires pioneering leadership, but it also requires a cultural norm that supports it – even if it's a bimodal culture to begin with (see chapter 16).
14
My intention with this opening chapter was actually to be all jolly-like, pointing out the many merits of default thinking. But I fear my disdain for unquestioned thought might have crept in. Oh well! Stay tuned …
15
Assuming we've had diverse experience. If this isn't the case and we've only had more experience doing the same thing, our default thinking may just be that much more ingrained and harder to challenge or budge – hence the need for diversity in leadership. This also highlights the effect that fresh eyes can have – without having a database of patterns to call upon, less experienced folks can often ask good questions, or see things others cannot. At least, until the point at which they become ‘normalised'.
16
It's much better to focus on cultivating strategic options (the focus of part III) and worthy hypotheses (part IV).
17
The introvert in me tries to avoid talking to many people – so that seems like a big number to me.