At War with the Obvious
Recently I joined my wife and some of her classmates from a graduate therapy program to hear a live, onstage interview with Dr. Orna Guralnik, a psychologist who hosts a show called Couples Therapy.
The evening began with an “aww” when her dog trotted on stage before the large crowd, jumped onto an empty chair, curled up, and lay calmly for the whole interview.
One comment Dr. Guralnik made caught my attention: it was along the lines that a therapist ought to be at war with the obvious. It struck me, and I thought: we could have the same stance at work.
While there are certainly occasions of deep thinking and insight at work, I think most of us would recognize that the high volume of work – including meetings, emails, texts and the like – puts pressure on our attention and undermines our capacity to think deeply.
Which is a shame, because deep thinking and going beyond the obvious is incredibly valuable.
This might start early. While I truly loved business school and its learning, opportunities, and life-long friendships, I was surprised it didn’t have the same intellectual depth and deep thinking as college. (In hindsight, I should have known.)
A recent New Yorker article – “The Battle for Attention” – said this: “Consumers’ span of attention is now believed to be less than eight seconds. That is less than the attention span of a goldfish.” We might do better at work, but how much better?
We all encounter complex and critical situations at work where deep, patient, and nuanced analysis is critical. But do we give those situations their due?
Ironic though it may be, here are some tips to be at war with the obvious:
Pose questions that invite deep thinking. It’s hard to answer rich questions if you never pose them in the first place. Here’s one a current client and I are thinking about: what will it take for our identified future leaders to be ready to inherit the management of the firm? It’s a really important question, and it just hadn’t been posed so directly.
Figure out where you can do your deep and slow thinking. You don’t necessarily have to make new time for deep thinking; you probably already have it in walks, car rides, conversations with trusted thought partners, and other reflective times. Instead of listening to a podcast on your next walk or drive, focus on one big question. Journaling is also a great way to slow down your thinking and dwell on a question.
Involve your team. Instead of meetings with numerous sort-of-important agenda items, try a meeting that focuses on just one rich question. Thinking is also a team sport.
Be comfortable with the uncomfortable. Deep thinking often brings us to uncomfortable places. Deep thinking also brings us to feeling like we’re not being smart and productive. FINE. These are temporary conditions and the price you pay for that pure-gold flash of insight.
Going to war with the obvious might actually be both calming (because you are addressing serious issues) and energizing (because it’s interesting and creates possibility). I hope you do it. Let me know how it goes.