The Little Blue Reasoning Book - Brandon Royal [5]
Our natural dispositions with respect to how we see the world come with their inherent strengths and weaknesses. Such dispositions, often referred to as mindsets, can help us in understanding how others around us are motivated.
To understand the importance of mindsets, ponder why it might be difficult, apart from obvious time constraints, to be a movie actor, director, and producer — all at the same time. The answer lies in competing skills and personalities. An actor needs to be dynamic and spontaneous, a director needs to be systematic and creative, and a producer needs to be persuasive, commercial, and administrative.
The chart below summarizes the four mindsets of the Realist, Idealist, Analyst, and Synthesist.
Realist: Describes a person whose primary goal is “getting the job done” (results-oriented).
Idealist: Describes a person whose primary goal is “finding the ‘right’ answer” (process-oriented).
Analyst: Describes a person whose primary goal is “obtaining a thorough evaluation” (analytically oriented).
Synthesist: Describes a person whose primary goal is “achieving a composite view” (holistically oriented).
Exhibit 1.1 below may be used to further contrast the four classic mindsets in terms of practicality and emotion. In short, Realists and Analysts are deemed more practical than Idealists or Synthesists (this is fairly empirical). Also, Realists and Idealists are deemed to be more emotional than are Analysts or Synthesists. Realists and Idealists tend to deal more with people in moving their goals forward. Realists know where they are going and need to enlist people’s help, while Idealists seek to marshal support in determining the proper course of action. On the other hand, Analysts and Synthesists favor the intellectual more than the emotional. The Analyst deals with details — the pieces of the puzzle at hand — while the Synthesist tries to draw themes from the information presented; thus, there is less need for emotional attachment.
Exhibit 1.1 – The Four Classic Mindsets
Exhibit 1.2 presents a stereotypical list of traits for individuals working across different fields. Naturally, a “good” thinker must not be unduly influenced by such stereotypes.
Exhibit 1.2 – Perceptions of the Professions
Chapter 2
Creative Thinking
Our task, regarding creativity,
is to help children climb their own
mountains, as high as possible. No one
can do more than that.
—Loris Malaguzzi
OVERVIEW
Loosely speaking, there are two types of thinking — analytical and creative. Analytical thinking is the focus of chapters 3, 4, and 5. Because so much emphasis is placed on traditional, analytical problem-solving techniques, this chapter “reverses the order” and precedes with non-traditional, creative techniques for use in analyzing and solving problems.
Lateral thinking, an offshoot of creative thinking, is discussed first. The problems titled Stroke, Pattern, and Nine Dots are examples of puzzles that highlight the power of programmed responses. As a follow-up, we explore differences between convergent thinking and divergent thinking and the strengths and weaknesses of both abilities. The primary goal is to broaden the mind and develop an all-around thinking process.
Because fresh ideas are the bloodline of creativity, a discussion of how to generate ideas includes sections on brainstorming as well as “idea growers” and “idea killers.” In terms of problem-solving ability, the technique of reframing problems to determine whether the problem is really the problem is an extremely valuable tool.
In placing creativity back within the context of the individual, the Prisoner’s Dilemma game, a mixed-motive game, lends insights into the benefits of competition versus cooperation.
LATERAL THINKING
Tip #3: Creative thinking is “backdoor” thinking.
Creative thinking is often used synonymously