Some of you may recall a previous blog post I did on Blindspots (â€œUnderstanding Blindspotsâ€). Â A quick refresher about that concept before I take another crack about that topicâ€”we have areas of ignoranceâ€”things we donâ€™t know but usually we’re itâ€™s a weakness or deficiency. Â For instance, I know nothing about horse riding or dressage–I’m aware that is an area of ignorance for me. Â Then we have blindspotsâ€”areas we not only donâ€™t know about but we donâ€™t know that we donâ€™t know. Â In other words, blindspots are particularly dangerous because unlike an area of ignorance (where we might tread lightly or avoid because we know itâ€™s a weakness or weâ€™re cautious), blindspots typically involve overconfidence. Â Individuals can have blindspots and organizations can as wellâ€”in fact, most examples of military or intelligence failures involve blindspots. كيف تربح المال من الالعاب
I wanted to revisit this topic because Iâ€™ve been working with two recent clients on their strategy, plans and high-level goals. Â One client is in the US intelligence community and another is in the private sector (plus plays in the national security space). Â A key part of both pieces of work has involved identifying the collective blindspots within each organization. Â While Iâ€™ve done work like this plenty of times before in my career, itâ€™s always fascinating to see what emerges as a blindspot within the client organization.
Both clients have bought into the value of identifying what their blindspots are. Â Only one of the two though has really committed to any action to then deal with those blindspots (other than going â€œyepâ€”thatâ€™s spot on!â€ and then ignoring it). Â At least by publicizing it and talking about it, we have a chance of mitigating a little bit of the blindspotâ€”just turning it into an area of ignoranceâ€”perhaps!
How do you spot blindspots? Â There are a number of techniques. Â One is too look at what doesnâ€™t get talked about in the organization or what isnâ€™t funded. كيف تلعب بينجو Â While thatâ€™s not a full-proof way of identifying a blindspot (sometimes something doesnâ€™t get talked about because it isnâ€™t important!), Â itâ€™s a good starting point. Â Another is to look what blindspots the organization had in the past and then test to see if those conditions have changed. Â A third approach is to identify critical assumptions the organization or leadership is making. Â Assumptions arenâ€™t badâ€”we have to make them all the time. Â But most people make assumptions and arenâ€™t aware weâ€™re doing so. لعبة الروليت في العراق Â Itâ€™s either unconscious or we consider them to be â€œfacts.â€ Â A fourth approach is to identify the mental models that the leaders and organization share (mental models and assessing them is a topic for another blog post!). Â Degree of confidence on particular issues is also a clue as to potential blindspotsâ€”issues that an organization has had success with in the past and is confident that â€œwe have this nailedâ€ often forecast a cockiness and a failure to look for disconfirming information. Finally, organizational culture (if there is a strong, cohesive, dominant culture within the organizationâ€”and usually there isnâ€™t, usually itâ€™s a series of subcultures) can be a clue about blindspots.