What is fresh thinking?
What to do when old thinking just doesn't crack it anymore.
It's not uncommon for those in charge of corporations to regularly stand up and loudly proclaim that what's really needed is 'fresh thinking'.
Lack of growth? What's missing must be 'fresh thinking'.
Toxic culture? Yes, obviously 'fresh thinking' is the solution.
Profitability not quite there yet? Yes, you guessed it...Utopia lies on the other side of a new approach to thinking.
What exactly then is 'fresh thinking'?
Well, presumably the call emanates from a realisation that the dominant thinking approach, within the organisation, has become increasingly irrelevant and less effective. Thinking has become the barrier, the enemy within that needs redress.
What gets thought about and how things are thought about are therefore not delivering the results desired by those in charge of declaring success.
Recalibrating and improving thinking patterns related to these two domains could yield better outcomes, but not without also addressing the reasons why an improved conscious approach to thinking is important. Appreciating the practical / commerical value that thinking plays within the competitive domain is critical if attempting to improve it is taken seriously.
And then there's the question of when this thinking asset gets deployed; intentionally improving the cadence of thinking practice within the flow of operational execution with the intention of enhancing results. Thinking as a lever, if it is to be effective, must be used intentionally at regular intervals.
What's clear from all of this is that 'fresh thinking' doesn't happen just because somebody calls for it. Hoping that your management team somehow unlock a new style of thinking all by themselves just because you called for it that one time - is most certainly wishful thinking. Achieving an improvement in thinking takes a lot of design and a commitment to the practice of it.
Fresh thinking itself, requires fresh thinking.