(2015 by Penguin Random House)
Great minds don't think alike but they can learn to think together.
Thinking in collaboration with sharing coined mind-share mentality by US-IKEA CEO Göran Carstedt.
Materials have been used in Peter Senge's leadership seminars in Org Learning Centre at MIT Sloane School of Business.
Strategy 1 - Mind Patterns: thinking about thinking
Recognizing how our own mind works (how you process and respond to information) and how the minds of others work
Strategy 2 - Thinking Talents: the me of we
Uncover thinking talents - ways of thinking that energies your brain (talents and blind spots) and being a partner with others talents
Strategy 3 -Inquiry: Bridging the differences
Understanding own mode of inquiry (way your frame questions and consider possibilities) and others modes of inquiry
Strategy 4 -Mind Share: Creating a collaborative future
Shifting your own and others mindsets to create alignment in the team.
Aiming collective attention, intention and imagination.
Also relate this back to Alia Crum's work?
TOOLSBecoming aware of habitual thinking (and the way your body indicates you are doing it) helps you move into more non-habitual thinking and make breakthroughs.
Qualities (check in against) of mid-share within a team. (page 14)
RESPECT:How much admiration and sense of each others values exists between you?
ALIVENESS: How much 'zest', vitality and energy is there between you?
UNDERSTANDING: How secure do you feel in communicating ideas, needs and fears and enthusiasm between yourselves?
GROWTH: How much do you grow each others capacity for exploring new possibilities and ideas.
Self collaboration/effectiveness with others check- in (page 17)
1. The ease with which I contribute to ideas in meetings.
2. The frequency with which I share my talents and resources with other team members.
3. The frequency with which other members offer their talents and resources to me and one another
4. From my perspective, the opportunity for a minority opinion in team meetings to be considered and accepted
5. The frequency with which I think cross functionally
6. The options fir different participation styles I create in meetings - visual auditory kinaesthetic etc.
7. My knowledge of which talents and resources each person brings to the team and how to leverage them fully
8. Mt effectiveness with challenging clients/customers/coworkers
9. My ability to get people to act together
10. My ability to get people to think effectively together.
Blind spots reveal where collaboration is necessary to create excellence (page 128). Blind spot denial can be rooted in belief (1) that should be competent at everything and belief (2) should be able to think through and solve any issue independently. "Skilled Mediocrity".