There is a rising, future state where society will be wrestling with an unprecedented crisis. That predicament is the ability to think. Since the dawn of the Internet, the number of people who possess the cognitive skill to process information, analyze it, and then propose new ideas or solutions is dwindling. Our world is awash with people too lazy to reflect, too apathetic to consider alternatives and too over programmed to generate better decisions let alone unique answers.
No longer will money be the divide between the haves and have-nots. No longer is Occupy Wall Street the outcome of short termism. The “new capital” and thus the new “One Percent” are those who become open thinkers. Organizations that have not prepared for the crisis will become locked in expensive wars for talent. They are at a serious disadvantage to those who saw what was coming, who take action. If our communities which make up society wish to grow and prosper, like forward-thinking organizations, it must rely on the ingenuity of its membership. Citizen participation and competence must change (and be enhanced) in order to do so.
Stakeholder returns will increasingly be tied to both culture and purpose, validated and then improved by the ability to ideate and shape our progress. My first book, FLAT ARMY (2013), discussed the need for a more open culture in our organizations. My second book, THE PURPOSE EFFECT (2016), outlined the need for three types of purpose: personal, organizational and role. My third book, OPEN TO THINK (Spring, 2018), investigates the standing of both individual and organizational thinking, surfacing an antidote to aid what can only be described as a calamitous current state.
A humanistic society by its very nature is all about the freedom of thought, the ability to assess, and the nurturing of creativity and critical thinking. Individuals and leaders should be striving for an environment where creativity is encouraged, critiquing leads to better decisions while thoughtful action delivers positive and sustainable results. OPEN TO THINK is an appeal for better thinking while introducing supporting mechanisms to assist. To become an open thinker, one must understand the relationship between pause and action, and how it can negatively or positively affect an outcome.
Based on author Dan Pontefract’s first-hand professional experience and observations, academic research, historical stories, organizational and societal data as well as a wide range of interviews with those working in a variety of occupations, OPEN TO THINK proposes a strategy for better thinking.
Are you prepared to become an open thinker?