Part 2
Becoming Aware of Different Perspectives
Observing reality involves gaining an awareness of the context and nature of the issues an organization is facing. However, there is also a need for organizations to understand how different groups of people and stakeholders perceive these issues. Trends in social development work have emphasized the use of qualitative research methods and participatory methods of data collection and analysis, giving testimony to the increasing importance attributed to understanding these different perceptions. In addition, the internal perspectives within an organization may differ depending on the diverse interests of different departments, groupings or individuals. The task then is to bring these different external and internal perspectives into the core of organizational understanding.
Opening the opportunity to explore the different viewpoints within an organization, and of its different stakeholder groups, can enable an organization to begin to observe and make sense of its own reality. This may involve taking the time to slow down and allow people to become aware of their own thought processes, or ‘mental models’, but also to explore other perspectives and ways of thinking. Recognizing that we each have our own mental models can help when exploring the way different individual perceptions influence processes of collective reflection within organizations (see text box below).
Mental Models
‘Mental models’ can be described as deeply ingrained assumptions and practices that influence how individuals within any organization or group understand and interact with their environment. According to the organizational learning specialist Peter Senge (1990), such preconceived ideas are shaped by experience, social and cultural background, as well as the organizational context in which these individuals operate. These mental models act as filters for the selection and interpretation of information as it crosses organizational boundaries. Mental models therefore determine the ways in which the individuals within an organization analyses and interpret information and adapt organizational strategies.
The willingness to recognize mental models and flexibility to revise them within an organization can be nurtured by striking the balance between creating space for collective reflection and analysis but also providing clear direction and leadership. This can be a long and gradual process since it is often difficult for individuals or organizations to break out of their ‘mental trap’ or mindset.
Encouraging people to stand back from their habitual ways of perceiving the world and not be constrained by per-determined frameworks can also enhance an awareness of different perspectives. One practical tool that can help to recognize and explore different ways of thinking is the ‘six thinking hats’ methodology developed by Edward de Bono.
Six Thinking Hats14
The Six Thinking Hats methodology was developed to help people practice thinking in different ways. The central tool is a collection of six symbolic hats in different colors that represent different thinking behaviours15. These hats are indicative of both frames of mind and emotional states. Their purpose is to direct thinking processes, not classify types of thinkers. In a group exercise people can be encouraged to wear different hats to help them to explore different types of thinking behavior and recognize that all types of thinking can be equally valid when adapted appropriately to different situations. The six thinking hats are:
However, in becoming aware of different perspectives it is important to recognize that some perspectives may be given precedence over others. For example, people may have little confidence in expressing their views, especially in contexts where critical reflection is perceived as negative and where there are limited opportunities for challenging the status quo. There may also be situations where some perspectives are valued more than others, for example within organizations where urban, university educated staff may not fully value the ideas of rural staff who have a less formal education. Dynamic leadership can provide the space and encouragement for collective processes of observation to evolve and for people to exchange ideas and explore different scenarios. Providing a ‘safe’ environment helps staff gain the confidence to challenge and constructively revise individual and organizational mental models. Critical systems thinking takes this further by taking an approach which inherently raises questions about power relations and analyses the motivations and objectives of the stakeholders involved (see text box below).
Critical Systems Thinking
Critical systems thinking is inspired by the Freirian preoccupation with social transformation and empowerment. The approach draws on the life experiences of different actors and includes relevant stakeholders in a collective process of reflection and negotiation for decision-making16. This process raises issues of power but also an awareness of the biases between alternative perspectives by exploring:
in whose interest knowledge is produced.
who benefits from maintaining or changing existing mental models or systems of belief.
Organizations practicing this type of approach can develop a more conscious understanding of the role they play, and wish to play, in the systems of which they are part. They can also explore how they want to influence their surrounding environment and therefore be in a better position to envisage scenarios for their active engagement in social transformation (for example, having an influence over those relationships that exclude, diminish and disempower some actors in society and reinforce those in a powerful position). This developmental practice helps those actors with less power to consciously get involved in influencing the world and their place in it, rather than simply responding to existing frameworks.17
Observing Reality: Section Summary
This section has highlighted that for organizations to analyses effectively they need to take the time to observe, see themselves as part of a wider system, understand the different perceptions and interactions within that system and have the confidence to start to formulate their own perspectives.
Becoming Aware of Different Perspectives
Observing reality involves gaining an awareness of the context and nature of the issues an organization is facing. However, there is also a need for organizations to understand how different groups of people and stakeholders perceive these issues. Trends in social development work have emphasized the use of qualitative research methods and participatory methods of data collection and analysis, giving testimony to the increasing importance attributed to understanding these different perceptions. In addition, the internal perspectives within an organization may differ depending on the diverse interests of different departments, groupings or individuals. The task then is to bring these different external and internal perspectives into the core of organizational understanding.
Opening the opportunity to explore the different viewpoints within an organization, and of its different stakeholder groups, can enable an organization to begin to observe and make sense of its own reality. This may involve taking the time to slow down and allow people to become aware of their own thought processes, or ‘mental models’, but also to explore other perspectives and ways of thinking. Recognizing that we each have our own mental models can help when exploring the way different individual perceptions influence processes of collective reflection within organizations (see text box below).
Mental Models
‘Mental models’ can be described as deeply ingrained assumptions and practices that influence how individuals within any organization or group understand and interact with their environment. According to the organizational learning specialist Peter Senge (1990), such preconceived ideas are shaped by experience, social and cultural background, as well as the organizational context in which these individuals operate. These mental models act as filters for the selection and interpretation of information as it crosses organizational boundaries. Mental models therefore determine the ways in which the individuals within an organization analyses and interpret information and adapt organizational strategies.
The willingness to recognize mental models and flexibility to revise them within an organization can be nurtured by striking the balance between creating space for collective reflection and analysis but also providing clear direction and leadership. This can be a long and gradual process since it is often difficult for individuals or organizations to break out of their ‘mental trap’ or mindset.
Encouraging people to stand back from their habitual ways of perceiving the world and not be constrained by per-determined frameworks can also enhance an awareness of different perspectives. One practical tool that can help to recognize and explore different ways of thinking is the ‘six thinking hats’ methodology developed by Edward de Bono.
Six Thinking Hats14
The Six Thinking Hats methodology was developed to help people practice thinking in different ways. The central tool is a collection of six symbolic hats in different colors that represent different thinking behaviours15. These hats are indicative of both frames of mind and emotional states. Their purpose is to direct thinking processes, not classify types of thinkers. In a group exercise people can be encouraged to wear different hats to help them to explore different types of thinking behavior and recognize that all types of thinking can be equally valid when adapted appropriately to different situations. The six thinking hats are:
Critical Systems Thinking
Critical systems thinking is inspired by the Freirian preoccupation with social transformation and empowerment. The approach draws on the life experiences of different actors and includes relevant stakeholders in a collective process of reflection and negotiation for decision-making16. This process raises issues of power but also an awareness of the biases between alternative perspectives by exploring:
in whose interest knowledge is produced.
who benefits from maintaining or changing existing mental models or systems of belief.
Organizations practicing this type of approach can develop a more conscious understanding of the role they play, and wish to play, in the systems of which they are part. They can also explore how they want to influence their surrounding environment and therefore be in a better position to envisage scenarios for their active engagement in social transformation (for example, having an influence over those relationships that exclude, diminish and disempower some actors in society and reinforce those in a powerful position). This developmental practice helps those actors with less power to consciously get involved in influencing the world and their place in it, rather than simply responding to existing frameworks.17
Observing Reality: Section Summary
This section has highlighted that for organizations to analyses effectively they need to take the time to observe, see themselves as part of a wider system, understand the different perceptions and interactions within that system and have the confidence to start to formulate their own perspectives.
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