Franchise Money Maker

This article is written and owned by Virginia McBride

IF YOU … like to be in control, enjoy giving orders for
others to execute, must win in all situations, welcome
arguing your point-of-view — STOP reading now, yes,
right now! The learning experience I am presenting in the
T-Power articles will demand considerable, maybe even
painful, changes in your behavior. This experience shifts
you from confrontational and adversarial thinking into
broad exploratory thought to achieve desired results.

For these T-Power articles, I will be drawing on my many
years of personal experience with using the work of Edward
de Bono.[If you want to understand his positions on your
own, read two books for starters: (1) Lateral Thinking
(1973) and (2) Six Thinking Hats (1985).] I will take you
through small steps that lead to healthy, objective, and
constructive thinking. In so doing, you move from confusion
to clarity. Clarity of thought generates better decisions.

STARTING POINT — Imagine that you are standing on top
of an umbrella where the spokes join the handle. From this
perspective you can see numerous direction-spokes. Now,
choose one from among the many. Choose an issue, problem,
need, opportunity, challenge, idea, suggestion, … Choose
one item that will engage you and your brain over an
extended period. Choose one that gets your energy juices
going. Choose one that requires your designing a way
forward to the future.

Next, write your choice on something, somewhere, that you
will encounter frequently. Keep the choice simply stated so
that you remember your thinking-focus. Post-It Notes on the
edge of a computer monitor work well. Taped to a personal
work light’s hood. On the back of a handset. In a key ring
tag. In a luggage tag on your briefcase. Find a place for
your choice. Just be certain that your place-of-choice is
one you encounter regularly and frequently. Think of your
choice as a brain-readiness-tester. You are always checking
to see if the brain is ready to do some serious, focused
thinking.

WHAT DO I KNOW? — One of the three tiers of
“informational thinking” is “knowing.” This tier is the
strongest and is, therefore, considered first-class
information. To help you with this information assessment,
I suggest that you get some index cards — different
colors might speed the process. On one color write down the
questions that begin with “What do I know?” or “What do I
know about my choice?” or “What do I need to know?” As your
informational thinking evolves, you are looking for
information that is factual and verifiable. No room for
argument, equivocation, or dissent should exist in your
mind.

Some examples might be: What data do I already have
collected that relates to the choice? Who do I know that
has expertise related to the choice? What is the mission
statement for the choice? Who are the customers involved in
the choice? What planning has already been developed that
relates to the choice? What value statements have been
created? Each question focuses on a knowledge area. As the
focusing-questions continue to emerge, you will gradually
identify the informational gaps that need to be filled.

WHAT DO I BELIEVE? — Belief is the second-tier of
“informational thinking” — a bit less powerful, less
convincing than first-tier facts. Beliefs are more subject
to argument and are, therefore, less verifiable. Now, take
a different color of card. On these cards, write all of the
things you believe about your choice. Most of these
examples will have to do with your own experience. They are
things you believe but you have no facts, other than your
own experience, to verify them as “knowns.” They are, after
all, subject to questioning by others who have had
different experiences.

WHAT STORIES HAVE I HEARD? — Stories or anecdotes are
the third-tier of “informational thinking” —
considerably less convincing than first-tier facts or
second-tier personal-experience beliefs. These stories
belong on a card of a different color from facts and
beliefs. Stories generally arise from someone else’s
experience — a conference speaker, an article that
you read, a meeting you attended, a recognized expert on a
particular topic. Identify any pertinent information. Who
told the story? When? What was the situation surrounding
the story? Stories offer certain possibilities for
gathering additional information. However, at this stage,
verifying the factual nature of any of the stories may
require considerable time and data collection.

RECOGNIZING THE TEMPTATIONS — All of us who have
walked the earth into adulthood accumulated a bag of
tricks. I have my “tummy test” that tells me something is
wrong — a feeling. I have my own experience which
provides me with benchmarks. I have my trusty “women’s
intuition.” And oh my, yes, I have opinions that challenge
all sorts of behaviors.

None of these tricks belongs in “informational thinking.”
They all interfere with the objectivity of facts. They will
promote argument. You must adhere to the discipline of
“informational thinking.” Just the facts, ma’am. This
thinking is the most neutral of all the thinking de Bono
identifies. For this thinking, because of its neutrality,
de Bono assigns White Hat status. As the White Hat sits
more and more comfortably on your head, share your learning
and understanding with others.

—————————————————-
Virginia L. McBride, The Haven Maven
Founder, EPROW Images
Creator, “IT’S ALL ABOUT THE THINKING”
Virginia builds personalized “thinking environments” to
strengthen innovative thought. Working with EPROW Images,
clients identify all facts, beliefs and stories related to
their focus. This documenting clarifies thinking.
To qualify for a free 30-minute consultation, submit a
“pitch” through EPROW’s PAPPY program =>
http://www.eprowimages.com

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