By Daniel Patrick Forrester (auth.)
There's an intangible and invisible industry position inside of our lives this present day the place the goods traded are 4 fold: consciousness, distraction, information and which means. The tales and examples inside contemplate exhibit that the simplest judgements, insights, rules and results consequence after we make adequate time to imagine and reflect.
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Extra info for Consider: Harnessing the Power of Reflective Thinking in Your Organization
When reality on the ground did not match with his stated intentions, he would then correct his course. Wheeler explains: "It was how Lincoln used the traffic coming from the other direction-the in-bound reports ... that broke new ground. "10 When Lincoln did write a T-mail it had distinct characteristics. It was succinct and clear. He was deliberate with every word he used. The step of writing them out himself, before their actual transmission, also made the exercise more cerebral. Upon rereading what he had put down on paper, he sometimes would direct a clerk not to send the message.
While there, he didn't hide from the sadness. Rather, he found ways to detach from the pressures of his job, while directly confronting the sometimes disturbing consequences of his decisions. Erin Mast, the director at President Lincoln's Cottage, explained to me that his commute brought Lincoln into contact with wounded soldiers coming back from the front as well as with contrabands-people impacted by his decisions as commander-in-chief, yet unlikely to be seen in the White House. Mast summarized: "For Lincoln coming to the cottage gave him contact with people who experienced the full weight of his 36 CONSIDER decisions.
Problems facing business leaders and organizations are more complex than we've ever faced before. While we enjoy significant technological advances, it is often this same technology that undermines rigorous, thoughtful analysis of today's challenges. Coupled with our culture's bias toward action and exacerbated by constant distraction, it can be nearly impossible for today's leaders to conSistently pose and then answer the right questions while employing sound judgment. How many leaders claim they can speed up judgment?
Consider: Harnessing the Power of Reflective Thinking in Your Organization by Daniel Patrick Forrester (auth.)