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thomas andrew cuthbert's blog thoughts skip to content home enquiries ← older posts applying critical and lateral thinking appropriately posted on june 6, 2015 by andrewcuthbert no matter what the situation or job position an individual will at times be faced with insurmountable problems. based on how we think we will let these problems bother us to a greater or lesser degree. for the doing person, who manipulates the outcome directly it is essential a problem is overcome, we don’t want such a person to give up until task is achieved. while for the manager/ leader, who achieves aims through manipulating other personnel it is vital that they “kill it quickly,” and think laterally to avoid problems and redeploy resources so that they effectively by pass the bottlenecks. generally as we go up the management hierarchy, critical thinking diminishes in terms of its day to day value. after all it would defy logic that a senior manager would be able to solve a problem through critical analysis any more effectively than a dedicated member of the technical staff who had understood and worked on a problem directly for years. the manager usually reverts to lateral thinking to solve the problem. essentially they can get round the problem in the way that critical analysis constrains others from doing. in regards to lateral thinking we identify the key aim and link that with the key outcome and essentially bypass the problem. in order to function normally we need both trains of thought, however as we industrialise labour so the balance of these mechanisms are changed. essentially a manager in more and more senior positions should be able to think more and more laterally, while articulating their suggestions to their staff through a series of explanations delivered at a critical level. a technical hands on person needs to be more and more critical in their thinking, no one wants the person building the product, not to build it… sometimes simply seeing the problem through a new lens brings new vision and understanding. image source: kirby (2004:17) reference kirby, d. a. (2004). entrepreneurship education: can business schools meet the challenge?. education+ training, 46(8/9), 510-519. posted in uncategorized | leave a comment the wilds of the business world… posted on january 31, 2015 by andrewcuthbert let’s take the opposing view to anthropomorphism and through metaphor and other constructs describe business as it could be understood within an ecological sense. to do this takes a real separation from reality, to derive useful value from the sentiment probably takes experience in the business world itself, and to define the eco system in a few short paragraphs requires restriction of the frame through which we view this comparative. firstly i’m going to drop a bombshell not all businesses are the same. they look the same from an employee perspective, of course the average day of the employee shares certain processes whether in a huge corporate or a micro business, however to the average blood cell or muscle cell in the average creature the world would be expected to look pretty similar as well. the brain cells of the business the neurons so to speak, being its founders and executive team, these individuals see the world through a restricted worldview, based on the species they are from. as the business grows so does the nervous system and as a result many different viewpoints are formed within the business, influenced both by hierarchy, strategy and role. essentially managers will fulfil certain tasks, and feedback via a neural net to the brain which then will make decisions based on the experience and strategy of the brain cells. of course we get many types of brain cells, and unlike in the animal kingdom these brain cells can both be easily transplanted and can transmogrify, through a self-determined or animal determined process. this is the case of all cells in the business world, and essentially cells can transform and transplant from animal to animal. essentially for the purposes of our model our sperm cells in this business world aren’t spermatozoa but spore-like, new life is brought into existence more through a process of expectant almost “spontaneous generation,” than through mating. each cell has its own memory, its own thoughts and experience and unlike our own somatic cells the business cell can change quickly with time, dependant on the health and the components and characterisation of the cell to begin with. the cell here can be characterised based on its constituent components. it may have a rapidly mutating genetic code with very short half-life, and as such mutate rapidly and as a result fill many role types in its life time. by similar consideration the cell may have significant vesicles of a variety of types or a complex genetic structure. the presence of particular vesicles may direct a cell towards likely tasks. a complex genetic structure may result in a cell filling a specific technical or management role. while a particular configuration of the cohesiveness of the cell may bind it to certain other cell types more easily or less easily and result in a cell becoming a journeyman or alternatively peripatetic by form. although the business person/ the neuron does not see it themselves the sector, the customer, the business size and the business purpose all shape them into becoming the brain of a very specific type of animal, and directs them to fill a very specific type of function. we could argue in smaller animals the brain cell is less specialised while in larger companies it is more specialised. this simple point of view enables us to consider why indeed it can be difficult for those who run startup companies to adapt to run larger companies and in fact for those who run larger companies to adapt to run smaller ones. as a result of the body conditioning the cells becomes conditioned to consider certain businesses “food,” certain businesses potential “mates.” each part of the body may also have differing viewpoints, hence why the business acts as a very complex internal environment. a number of core systems act as hormones and tend to regulate the thoughts of the business into cohesion. the command lines for our cells are job roles, motivations/ salaries, and cultural norms which change how the individual cell interacts. if we want the cells responsible for gathering food to gather more we may change a commission structure, while if we want a management team to focus we may issue shares / ownership in order to motivate. here we introduce the investor cells, again these cells can transmogrify and often originate from other cell roles but these animal groups tend to be smaller than businesses and highly specialised. these cells are programmed to understand business/ systems dynamics. essentially they invest their efforts and resources into different types of third party animals in order to grow more “resources,” money as the staple here is used to enable the investor cell to have a wider influence than it otherwise could as a small group of cells. the investor cell again is programmed like any other, like many symbionts it will target certain types of host. certain investors like low risk opportunities, these organisms tend to prefer “elephants,” and large game. they invest all their resources in larger more complex organisms that they believe will produce more resource on which to feed. other investor cells focus on smaller higher risk organisms and focus on hosts such as mice and even on the grass itself. risk can as with the other cells often depend on the experience of the symbiont. ultimately the word “business,” here defines the environment, in fact the whole taxonomic structure of my point of view. businesses have certain attributes that help define the taxon that the business is part of. unlike the animal world, some if not all business animals that exist cant differentiate between business species types without some non-visual aids. c

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