Do you share my perspective on perspectives (or are you at least a little bit curious about it)? Are you keen to develop as a ‘perspective manager’?

If so, read on. (If not, please let me know – I am interested in your viewpoint.)

So, a curiosity about missing perspectives is at the heart of business success – in avoiding group think, reducing the risk of premature formulation about a plan of action and in helping communications that connects with the interests of the target audience. Fundamentally this helps achieve better decisions and more likely action.

However, curiosity is not necessarily the natural order in our organisations – see this observation on the NHS, and this piece arguing for a change . Many of us tend to advocate for ideas and ways forward that are close to our heart, and possibly not fully thought through. Advocacy (not inquiry) dominates our business life.

Uncertainty and awareness of the limitations in our understanding are seen as signs of weakness, witness the case of poor old Donald, whose google name check gets right to the well known ‘unknowns’ many times on page 1, despite his other claims to fame (or infamy).

Spending time in the early parts of the decision making diamond is important – clarifying questions, exploring opinions…. The art of good judgement in getting a good balance between divergence and convergence is a (possibly THE) key skill for a leader.

A few things are necessary in trying to improve this situation of low perception about different perspectives:

Firstly there needs to be some safety to explore difference of perspective – this will lead to conflict, which we know is frequently feared in organisations. Of course, a team or leader may not be trustworthy enough for the risk of honesty! Tread and handle with care…and lead the way whenever you can (valuing the challenge, the whistle-blower, the critic).

Secondly, it is important to keep moving and not get stuck over analysing difference perceptions – taking decisions, reviewing action, thinking of the next step, acting again – see this recent blog on cycles.

Thirdly, when you are certain, think like a scientist – identify your assumptions and look for evidence to disprove them! Hard work, but valuable. Popper  would be proud. Actually, so would the artist – who is keen to play with your (and maybe their) perspective of life or an object.

How can you apply this? Take responsibility to give it a go the next time you can. Maybe apply the ideas this week to
1) An ongoing project that needs a rethink – what are none of us seeing? Is the activity addressing the need?
2) A person who irritates you – what is the interaction teaching you, about you?
3) A team meeting – how can you make it is safe space for productive conflict? Holding back on judgement, asking the hard questions?
4) A strategic conversation – what assumptions need to be identified, tested and jettisoned?
5) An important change – think, how is it likely to be received? What is the wisdom in any likely resistance?
6) A negotiation meeting – can you judge the wants, needs and likely veto points for those you will meet?

All the best in your journey as a perspective manager.

Tags: Perspectives