Characteristics of the Application of Insight Thinking

As we looked across all of the applications of Insight Thinking, these commonalities emerged.

Problems and issues were reshaped.

Initial problems or issues ended up being viewed with greater clarity and coherence. Then, when the new perspective emerged, most of the time the solution was obvious, simple, and easy to implement. In nearly half the cases, problems simply dissolved and therefore did not require further attention or action . The "problem" had simply been how the problem had been viewed. Often people would even forget that they had the problem in the first place. This is likely due to the nature of improving thought - it can be hard to remember how you used to think about something once your thinking on the subject has been "re-wired."

Strategies were better and were formed in 1/5th the time, using fewer resources.

The dramatic reductions in time came from two main sources. First, the key element behind a really good strategy is at least one powerful and applicable insight. Most strategy processes, however, do not purposely aim for insights. They focus on analysis and insight happens by way of serendipity, if at all. By targeting insights specifically, serendipity "happened" more reliably and sooner. The second boost came from using the insights to drive the analysis rather than the other way round. Getting the insight "first" allows the analysis to be focused. It then buttresses the strategy rather than "boils the ocean" in search of it. Of course, the insight itself produces a higher quality strategy, but so does the reflective state of mind the team learns as they develop the strategy. They deepen their understanding of their business and its external environment, which positively impacts the strategy and the ongoing management of the business.

Implementation was easy

Much time in organizations is spent on planning, managing, and monitoring people to get from A to B. This often involves changing complex organizations, systems, and processes, and requires equally complex plans. People get distracted. Things inevitably get off track - most people consider this "normal" - and additional resources are then applied and efforts redoubled. The occurrence of an insight reduced, and in some cases eliminated, the need for ongoing management. People got distracted less, and when they did, got themselves quickly back on course. The transition to "implementation" was almost seamless and often occurred before the strategy was completed. The need for a large mobilization effort was thus reduced since individual actions are obvious once someone has seen or experienced it personally. Exhorting the organization to achieve some enhanced motivational state and buy-in was likewise unnecessary since implementation steps were now obvious.

Teamwork and group effectiveness was enhanced

Groups employing Insight Thinking Methods noticed significant improvement in their meetings. Individuals used airtime more selectively: there were large reductions in off-point comments and repetition. They actively interrupted or even aborted meetings that were off the rails or ineffective, and became smarter about when and how to get the work done by better timing and staging of issues.

Individuals also reported the ability to maintain a presence and a perspective that protected against the habitual "thought storms" that can result in verbal clashes in meetings and in one-on-one conversations. People seemed to get immunized against the aberrant behavior of others. When flare-ups did occur, their duration was short, they didn't spillover to subsequent meetings, and they were usually collectively dismissed as both the result of a temporary lapse of mood and of no consequence. People did not seem to lose their equanimity or spoil the performance of the meeting when one or two members got distressed or were in conflict and those who got upset or annoyed "got off it" and recovered quickly.

One executive team (15+ people) estimated that they would each save, on average, 200 hours of ineffective meeting time per year.

People also demonstrated and reported the ability to discuss tough subjects more easily, even in large, typically difficult meetings and even when only a few participants had awareness of Insight Thinking

Individual performance improved.

•  Heightened confidence: Individuals and groups typically emerged from their projects with more confidence. Once people "got onto" their thoughts and discarded distractions, previously held thoughts and conversations about what "cannot be done" eventually disappeared and were replaced by high spirits and confidence.

•  Elevated mood and spirit: Although it is well known that one person can lower the mood of the group, it is less well recognized that one person can raise the group's mood. People found that even a single person equipped with Insight Thinking often arrested the deterioration of a group's state of mind, with a consequent positive impact on the group's performance. Insight Thinking appears to "Teflon® coat" a group against negative mood and associated low-quality behaviors and decisions.

•  Interpersonal relationships: Many clients reported examples of individual difficulties being softened, especially where two individuals embodied the conflicts within a team. Several subordinates of a group of executives exposed to Insight Thinking reported that their bosses were more open-minded, easier to talk with, less argumentative in conversation, less disruptive in meetings, and more embracing of new ideas of subordinates - i.e., they had "become better and easier people to work for because they are smarter and more thoughtful."

•  Personal life impact: Many participants reported that their understanding of the power of thought and insights naturally deployed to all other aspects of their lives. This led directly to improvement in the quality and richness of the relationships in life (e.g., "my golf game improved," "the traffic isn't so bad in the mornings," "I seem to have a better relationship with my teenage daughter," or "I enjoy my spouse's activities"). Since people take their minds everywhere, their learning of Insight Thinking in business spills into their non-work lives. Likewise, when they practiced elsewhere in life it reinforced their capability in business.

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