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
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Critical Thinking at Work:
- The Fallacy of the False Cause
- Although we sometimes make decisions with incomplete information, we do the best we can, given what
we know. Sometimes, we make wrong decisions not because we have incomplete information, but because
we make mistakes in how we reason about the information we do have.
- The Mind Reading Trap
- When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that
we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can
reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
- When we steer the discussion away from issues to attack the credibility, motives, or character of our
debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical,
and it leads to bad, expensive decisions that we'll probably regret.
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Making Meaning
- When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some
interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are
sometimes goofy or dangerous, here's a look at how we make interpretations.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- 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 a date for this
- 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 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.