Making my way around the pond at dawn, this morning is a bit different from most. The pond is mirror smooth; the sky completely clear. Dawn turns into brilliant sunrise just before I pass a place where my shadow falls on a low bank to my West. I suddenly notice that I have not one shadow, but two. One is familiar, the kind you always see on a sunny day. But the second is strange — it's faint, and higher than the first.
Eventually I realize that the sun casts the first shadow. The sun's reflection in the pond's mirror casts the second one. Such a simple thing, but I've never noticed it before.
I wonder: what else in Life have I never noticed? What goes unnoticed can become seriously important at the least convenient times. Here are four questions that might make the unnoticed more noticeable.
- What is here that I don't notice?
- In the rush to get from wherever we are to where we're supposed to be next, noticing what's here right now often escapes us. We focus more on where we're headed than where we are.
- Take in your surroundings with all your senses. What's here right now?
- What do I think is here that isn't really here?
- Expectations can distort observations. We see things that aren't there. For example, it took me six months to notice that the postal service had removed a corner mailbox in my neighborhood.
- What assumptions are you making about your corner of the world? Have you tested them lately?
- What isn't here, whose absence I don't notice?
- When we When we focus only on what's here,
we can fail to notice what isn't herefocus only on what's here, we can fail to notice what isn't here. For example, in a regular meeting where people engage in annoying sidebar conversation, the absence of sidebars might indicate something important.
- Noticing the absence of something requires imagining what can be, or remembering what has been, in spite of what is. Noticing what can be, but has never been, can lead to astounding innovations.
- What do I notice mistakenly in place of something that is actually here?
- Mistakes, misinterpretations, biases, and wishes can lead to noticing falsely one thing that isn't here in place of something else that actually is. When we experience fear and suspicion as a result of prejudice or superstition, we mistakenly notice what is not, instead of what is.
- Haste can cause errors like these. Bigotry can too. How many other sources can you find?
How many simple things don't we notice? Noticing my second shadow took a special situation. But if you think about it, almost every situation is special in some way. I'm beginning to believe that in every situation, there is much that I never noticed before. Top Next Issue
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More articles on Critical Thinking at Work:
- Begging the Question
- Begging the question is a common, usually undetected, rhetorical fallacy. It leads to unsupported conclusions
and painful places we just can't live with. What can we do when it happens?
- Most of us follow paths through our careers, or through life. We get nervous when we're off the path.
We feel better when we're doing what everyone else is doing. But is that sensible?
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
- Wishful Interpretation: I
- Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations
or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive
biases. They are one way we lead each other to accept or decide things that rationality cannot support.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.