Thinking out of the box sounds good in principle yet can be difficult to do in practice. What if, say, you are the box, or you don’t know you’re in a box, or you can’t see the box? What if others you’re working with are in boxes, or don’t know they’re in boxes, or want to put you in a box, or don’t like your box? I was asked once to coach and mentor an HR colleague who needed to learn to think outside of the box. I asked for clarification. It turns out they meant that she lacked, yet needed, strategic thinking and systems thinking for her role. She looked at me blankly. She couldn’t see what she couldn’t see.
I wondered how to enable her to make a shift to conceptual (‘strategic’, ‘systemic’) from practical; to abstract ideas from concrete examples that she could work with and learn from. She described herself as a detail person, trained to spot the critical points in the micro, e.g. salary spreadsheets so that reports were accurate and errors were avoided. I decided, therefore, to start with an example in the micro and to work out from there to a wider macro. This, I hoped, would gradually bring wider systemic and strategic issues and perspectives into view and highlight the links between them.
I invited her to bring an example from her work. She chose an email from a client in her business partner role. It raised a query about how to deal with a performance issue in his team. She had been about to respond to the email with advice on performance management policies and procedures. I invited her to draw a small box on a large, blank sheet of paper and to draw the person inside the box who was to be performance managed. I then invited her to draw a larger box outside of that box and to draw anyone or anything in that box that could be influencing the person’s performance.
As she considered this, various issues and key people came to mind. She wrote them in the box. I asked, ‘What might these different stakeholders hope you will take into account in addressing this?’ She jotted down those thoughts too. I then invited her to draw an even larger box around that one…and repeated the process until we had reached external stakeholders, opportunities and risks and future horizons. At each stage, she was able to consider significant questions and intervention options. It brought a wider picture into view so that she could see it. How do you deal with boxes?
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