Improving Mental Acuity for Business Benefits2017-08-16T15:40:37.000Z 2017-08-16T15:40:37.000Z Thinking acuity correlates more with the obstacles and changes of the environment you have to deal with. How to improve it?
In particular, the most important thing here is your capability to respond to the reshaping situations and terms of the game. And your most powerful tool how to build the effective management model of your staff is the way how you think, which is, by the way, one of those problems that make many CEO’s having true headache. These days many of them admit that they continuously meet the lack of skills, most of which concern thinking, specifically: lack of flexibility, ability to solve problems, cutting-edge thinking, and being creative. Still, as a leader, you have a chance to take a step forward and to upgrade your thinking acuity by following the following procedures.
Find the strongest side of your thinking.
In order to follow this simple strategy, you have to learn more about how you think and to determine which of your thinking segments is developed the best. In this case, the Whole Brain Model of Hermann International can be useful for you. The groundwork consists of just four types of thinking: analytical, practical, relational, and experimental.
Analytical thinking is when a person focuses on analysis, numeric assessment, objective perception. Practical thinking is attributable to the persons whose thinking order is strict and well-organized, practically-based, aiming to get a result. Relational thinking is more about active involvement in the collective reflective process, the ability to connect reasons, and sequences with a strong attachment to the group. Thinking experimentally is an innovative side of your brain process that helps to invent new things, finding totally new solutions, thinking out-of-box.
There is no living human who possesses only one type of thinking. Everyone combines all four of these segments, where some of them are developed more and another one functionless. Still, the ability to combine them in different proportions, to an active one of them instead of another depending on the tasks you’re performing right now is the extent of your personal mental acuity strength or weakness against the changeable and challenging environment that never stops.
Considering this theory, it’s up to you to decide which thinking is most of yours and which you have to work harder on. If you are logical, you make your decisions based on facts and numbers; then, analytical thinking is your strong side. If you are goal-oriented and it is easy for you to manage the resources and potentials you have at this post in this time effectively, then you are more about practical thinking. Again, if diving into team reflection helps to achieve better results, and it is important for you to exchange thoughts with someone else than you, a relational thinker. When viewing a bigger picture and you are open to something new, experimental thinking is what you are doing the best.
Do not close your eyes to your weak thinking spot.
It is critically important to know your strong thinking aspect as it is a default way how your brain reacts to the environment, though it is a cause of you having definite habits and behavioral patterns. And indeed, knowing your strong side can lead to positive results as it is the best you can do. But the thing is the environment, challenges, tasks are not remaining where they are all the time but persistently moving. And if you want to be able to respond to all these changes accordingly, it’s time to start working on your weaker spots of thinking in order to broaden it and to intensify your mental acuity. Working hard on these weak spots and training yourself thinking in a more diverse way will definitely help you to bring more success from any situation you face with.
As a matter of fact, just a few people on Earth possess an equal balance of all four types of thinking. Most of the people have gaps in this or that thinking domain, and if the leader wants to improve thinking agility, he should deal with these gaps by learning them more and training these abilities intensively.
Just think about it. For the last time when you made the decision on the project just based on the analysis and forecast of the statistical figures only, don’t feel you could find a better solution if you’d let yourself and your team move aside from your perfectly calculated plan and bring something totally new with asking yourself “Why not?” Or when some time ago, when you made a focus on group brainstorming and open discussions when making another strategic move of your business, which occurred to so compromise and unpractical, wasn’t it worth to rely more on that what you really have, meaning actual resources, actual time and funds? Do you see how crucial it is to know your weak spots in thinking? The diversity provides more opportunities.
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Adapt your thinking to the new obstacles.
Your thinking is diverse, and those four components are presented evenly. And you shouldn’t worry about that because the world is diverse too and what is more, it changes every second of our life. But when you know your strong and weak sides of thinking, you are able to mix them in a way that will match the situation properly.
When you feel a need to verify all resources, people, funds, the time you have to achieve the task, and you need to determine your goal. Clearly, you are welcome to focus on a practical approach more. And it takes more time than you expect, don’t try to make it faster. Time should not prevail over quality. Similarly, when you discover that the project preparation requires more communication with staff, and you need to hear more opinions, do not hesitate to get involved in the relational reflection. Just benefit from it as much you can.
The presence of more than one thinking the approach will often make you confused as it may occur that at the same time when you won't be practical, someone else considers relational approach too, and there is no sense avoiding such kind of alternative because this is natural. Just let the alternative thinking models work together. Any single approach should replace the other, but there should be a room where all alternatives can be alloyed. The key to achieving that is communication. Talk to your staff when you have one opinion, and they have got another. Suggest yours and hear theirs. The truth is always somewhere in the middle.
When training the alternative thinking domains, always keep in mind that exercise shouldn’t be performed in the intense, stressful atmosphere. When the task is urgent, and the requirements are strict, you’d rather use your strong side of reflection, which is the most natural to you, it is default and automatic which means it won’t fail. That’s why it is worth to carry out the trials with alternative thinking when the pressure is low. One more thing you should remember switching between different thinking styles is not about better or worse one; this is more about to have a broader range of tools to react to the changes in the environment.
As the last thing that has to be kept in mind is you should consider your team as a group of thinkers, which of them has their own strengths and weaknesses. In order to benefit from strong sides and to improve the weak spots, you should work on diversifying thinking domains and the development of thinking acuity a part of your business strategy. It can be done as a course of seminars, discussions, pieces of training, and other events that will deliver the most important thoughts to everyone and to make significant progress in broadening thinking capabilities.