A baptism of fire. I had just moved to the city. It was a new community development project. On a local housing estate, a gang of youths was harassing residents at night. This mostly involved stopping people at knife-point or setting fire to litter stacked against people’s house doors. Here was my mission…if I chose to accept it: to work at night, infiltrate the gang, stop what they were doing and convince them to do something more constructive with their lives. I was 21 years old, wore an earring, combat trousers, white trainers and black leather jacket. They thought I should fit in.
I worked alongside Dan, an experienced detached youth worker. We set out at 10pm each evening, wandered the streets and hoped to find the gang. I wondered what would happen when we did. The youth worker gave me two practical words of advice: ‘1. Always carry money and, 2. Always ensure we are outnumbered.’ I felt puzzled, laughed nervously and replied, ‘Surely you mean 1. Never carry money and, 2. Always ensure we outnumber them? Isn’t that a better way to stay safe?’ This was my first encounter with counterintuitive thinking in youth and community development work.
Dan elaborated: ‘If a gang tells you to hand over your money and you do, they are likely to leave you alone. If you say you have no money, they probably won’t believe you and may well attack you to rob you.’ I responded, ‘Oh – and outnumbered..?’ He replied, ‘If we outnumber them as we approach them, they may feel threatened and attack us. If they outnumber us, they are less likely to feel threatened and more likely to be curious.’ Later that night, we did find the gang huddled under a dim street light. Dan walked casually into their midst, lit a cigarette, smiled…and said, ‘Hi.’
DeBono calls this lateral thinking. It’s a way of approaching a person or situation that involves challenging default perceptions, instincts, logic, decisions and actions and trying out radical alternatives instead. It’s like the judo teacher who instructs, ‘If an aggressive person grabs you by the lapels and pulls you forward, walk towards them rather than instinctively pull back.’ Jesus modelled it to dramatic effect. It can feel mind-bending, universe-warping, paradigm-shifting. It can be hard to do. Yet it can also yield creative and innovative results.
What have been your best counterintuitive moments, insights and ideas?
Conventional wisdom tells us this: if we acquire more resources, we can do more and achieve more. Correspondingly, if we have less, we can do less and achieve less. It’s as if there’s a direct 1-2-1 causal relationship between resource and ability. The language we use in organisations often reinforces this view. We grow and shrink our ‘human resources’ according to the number and size of jobs that need to be done, tasks that need to be performed. It’s a linear logic. And it’s wrong.
Let’s flip this around a bit. A charity plans to run a leadership development programme but loses the funding to do it. It lost the resource so lost the programme, right? No, it explored alternative ideas and found a commercial organisation that was willing to run a high quality programme for it pro bono. It satisfied the charity’s need for a programme and the commercial organisation’s desire to support ethical work in the community. A great outcome for both parties. A win-win solution.
So what made the difference? Was it a shift in resources - or a shift in thinking? Here’s the thing: ‘How else might we do this?’ invites lateral thinking, creative ideas and innovative approaches. It takes us away from acquiring more resources and towards becoming more resource-ful. It moved this charity away from, ‘How can we get more money to support our work?’ towards, ‘Who shares similar passions and interests?’ and, ‘What might be possible to achieve our mutual goals?’
This is, of course, the domain of agile thinking. As environments become increasingly volatile, uncertain, complex and ambiguous (VUCA), we need to think ever more creatively, adaptively and resourcefully. This implies a fundamental paradigm shift away from human resources and towards resource-ful humans. It means shifting our attention beyond solving the immediate issue to developing critical thinking, creative ideation and reflective practice. How do you do it?
Nick is a freelance coach, trainer and OD consultant specialising in reflective practice.