Practical applications of creating a thinking environment

How Nancy Kline's ten components of a thinking environment can make a direct and measurable impact on operational effectiveness - and profitability! How also, in conversation and within groups, being given time to think can make a massive impact on how efficiently and productively we work. Simple as it is, is the shift from embedded unskilled domination by the few too much of a challenge? In conversation with Rebecca Norton. Go to my website www.andrewgibbons.co.uk for a lot more free downloads on this topic. Summary of content with timings 0.40 Thank you Rebecca for bringing to my attention Nancy Kline’s various, and truly compelling books. 1.45 This today, is about issues around using the lessons from the ‘Time to think’ books and ideas. 2.05 In a thinking environment, people are given, very unusually the space and the time to think. 2.20 Are we ever given time to think without being interrupted or respectful reflection before a response? 2.50 For most of us not interrupting is a very deliberate, conscious process it really doesn’t come naturally. 3.05 This whole difficult, hugely rewarding process is a discipline more than a learned skill. 3.20 In our enthusiasm to agree, and build on what has been said, we disrupt the thinking of others. 3.40 We distract and show our lack of giving space to think non verbally too particularly in facial gestures. 4.10 ‘Time to think’ was published in 1999, it’s been around a while, and is getting a lot of new fans. 5.20 Twenty years ago we weren’t talking about mental health or wellbeing, this may prompt new interest. 5.40 Being supported, listen to, and shown respect will have a positive impact on feelings of wellbeing. 6.45 The first words in ‘Time to think: ‘Everything we do depends for its quality on the thinking we do first’. 6.55 This is a very bold, categorical statement, and I tell you what, it’s a very true statement. 7.10 Being given time to think means we can air concerns, explore options, and make better decisions. 7.30 How many great ideas never get heard, because they get any time or space amidst all the noise? 7.55 Thinking before speaking can be transactional, in conversation, or a pattern of embedded behaviour. 7.55 Am I now thinking of what you just said, or will I say what I was thinking when you were speaking? 8.05 Will I think about what you just said, and maybe jettison what I might have, to build on your words? 8.25 In meetings, speaking the millisecond after someone has finished shows no listening took place. 8.40 It’s very obvious when you haven’t listened to somebody. 9.05 Just because somebody isn’t talking, doesn’t mean there isn’t something going on. 9.20 Judging when to give ‘purposeful silence’ the thinking time needed without distraction, is a skill. 9.50 There aren’t many things in 40 years in the ‘learning business’ that has had this much impact on me. 10.35 This is about respect: What people have on their mind, and say should be shown to be important. 11.05 Our wellbeing is helped when we are given the respectful, interested space to talk things through. 11.50 This is not about therapy sessions, this is for me, about hard-edged business effectiveness. 12.45 Nancy Kline quotes Charles Handy: ‘How can I know what I think until I hear myself speak?’. 13.15 These are very carefully and deliberately selected, words, they are chosen for impact. 13.15 Handy knew that until we slow down fleeting (then lost) thoughts, and articulate them lose all value. 13.45 A skilled coach will often reflect back what a client has just said, often to their surprise. 14.40 I was told decades ago to read out loud what you have written to hear words that identify corrections. 15.15 Let’s not kid ourselves that everything we think has been retained and understood by ourselves. 15.35 When we speak what we think it slows us down processes more effectively, and explicitly articulates. 15.55 If you genuinely get the full contribution of a whole team, just think how powerful that could be. 16.20 Some people think they run participative meetings, typically they don’t, they are dominated by a few. 16.35 We need to invite full, unhurried contributions, listening for real when they are prompted to speak. 16.50 It’s hard to say ‘I know what I think what do you think?’, and it’s hard to listen to conflicting positions. 17.05 Nancy Kline says we should listen with interest, respect, and are you ready for this…fascination! 17.10 When have you ever seen in a workplace true signs of being fascinated by what someone else says? 17.35 This is surely why we employ different people in a team – to get the most from diverse thoughts. 18.10 Let’s review briefly in the time we have now, Nancy Kline’s 10 components of a thinking environment. 18.30 One that sticks out for me is ‘appreciation’, Rebecca then gives example from her teacher training. No more room, go to my website for the rest...