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What is Your COVID-19 Lens? Six Points of View

By Dr. Mary Lippitt, Author Situational Mindsets: Targeting What Matters When It Matters

Our response to the COVID-19 pandemic must be more than a dualistic choice between preventing infection or “opening up” to save the economy. Simple, obvious responses lead to greater failure rather than desired results.

Addressing complex issues requires consideration of multiple factors and contingencies. During the 1918 Spanish Influenza pandemic, early and sustained intervention in cities such as Cleveland ultimately produced a more robust economic recovery when compared with those choosing a limited response. And “opening up” does not mean that operations will resume. During the 1918 Spanish Flu pandemic, Philadelphia shipyard employees refused to return to work even though ship construction was essential to the US effort in World War 1. Today, some meat packing and retail employees have elected to stay home. Opening the doors does not guarantee customers will enter.

This pandemic requires granular analysis, not an oversimplified, short-term binary choice. While it is tempting to “keep things simple,” attractive easy answers are wrong. We face a complex, interdependent and systemic challenge. Hand wringing over polarized options stifles creative insights necessary for dealing with persistent and pervasive threats. We must and can do better.

We can expand our understanding, explore options, and direct our decisions using six situational mindsets or lenses. Dangerous blind spots surface if we overlook one of these perspectives.

The inventing lens stresses creativity the need to develop new treatments, medications and vaccines. It seeks innovation synergies to leverage existing resources and practices.
The catalyzing lens focuses on demand. It targets the needs of first responders and essential workers, while rapidly responding to hot spots. It also focuses on enlisting resources to meet obligations.
The developing point of view targets infrastructure and policies. It seeks to ensure hospital capacity, procure supplies, issue guidelines, and set goals. It also clarifies goals, roles and responsibilities for effective execution.
The performing mindset examines operational factors. It analyzes patient data, deploys testing, and measures efficacy. It also adjusts staffing and resources to address gaps.
The protecting perspective focuses on people, culture, and society. It centers on safety education, providing for basic needs, ensuring compliance, training contact tracers, and recognizing success. It also fosters trust, confidence, and community support.
The challenging mindset identifies emerging needs, tests assumptions, and prepares for future episodes. It also examines the impact of demographic, economic, regulatory, and security challenges.

As Obi-Wan Kenobi told us in Return of the Jedi, “You’re going to find that many of the truths we cling to depend greatly on our own point of view.” When we grapple with all of these aspects, we can pivot from a cavalier ‘either-or’ divisiveness to an informed and respectful search for wise action. Situational awareness unfogs our creative thinking and enables us to successfully explore the problems we must solve. What we see on the surface is not all that there is to see. We must learn to look beyond our basic frames to grasp complex realities, surface different perspectives, and define implementable solutions to meet this challenge.

Dr. Lippitt can be reached at mlippitt@enterprisemgt.com.

Six Situational Mindsets To Putting First Things First

No one would argue that as leaders, we want to immediately tackle the most important issue or opportunity. As Stephen Covey advises, “put first things first.” However, deciding what is most important, and that awareness, cannot be made based on past practice, outdated assumptions, or preconceived options. Circumstances change too quickly to rely on what was valid. We must continually reassess our situation and alternatives. Interestingly, a study of leaders found that 80% of them never consider alternatives or situational mindsets before making a decision, despite changing conditions.

When we drive our cars, we cannot rely exclusively on what we see through our windshield. We also check the side and rear view mirrors. But we also have to check our dashboard for speed and any warning lights. This expanded context ensures our safety. Likewise, leaders banking on a single viewpoint miss opportunities and invite risk. Utilizing multiple sources of current information delivers optimal choices.

Leaders inherently know this, however, many leaders will utilize default decision-making, blindly sticking to tradition; skim over or ignore data that contradicts beliefs; or readily jump on any goal bandwagon, and implement current fads. In a dynamic environment, adopting a “ready, fire” approach is dangerous. “Aiming” or situational awareness must precede the decision to launch as it is the only way to discover the best path forward. Instead of believing we have all the answers, we must commit to asking all the right questions to analyze our circumstances.

So, what is the alternative when deciding what goal to pursue? Leaders must become situationally aware by studying six situational realities.

To collect the information for aiming, questions addressing six situational factors must be investigated. These mindsets depict what has happened, what is happening, and what is likely to happen. The situational mindsets are:

Inventing or measuring how innovative your products, designs, and services compared with what is possible.
Catalyzing or assessing the level of your customer service, market position, and sales effectiveness compared to the competition.
Developing or evaluating system effectiveness, information flow, unit alignment, goal and policy alignment, decision making and autonomy
Performing or studying the quality of deliverables, cycle time, productivity, workflow, safety, and ROI
Protecting or questioning staffing levels, retention of key talent, succession planning, engagement, and cultural agility
Challenging or examining trends, business plan options, validating assumptions, identifying niches and searching for alliances

Inquiring about these situational mindsets provide leaders with the ability to see what is on the wall, around the corner, and within reach. And it is an easy practice to implement. The six mindsets become a checklist to ascertain complex, challenging, ambiguous, or precedent setting circumstances.

In addition to developing a mindset question checklist, we should also:

Allocate time for reflection, analysis, and imagination. The KISS principle (Keep It Simple Stupid) only works when things are stable. Dynamic factors and new realities are rarely simple. H. L. Mencken captured this truth by saying, “There is always an easy solution to every human problem” neat, plausible and wrong.” We must stretch our thinking to secure our future.
Identify our biases and rationalizations. Smart choices mean we must generate new ideas to address the waves of change. As Einstein stated, “We cannot solve our problems with the same level of thinking we used when we created them.”
Recognize the power of asking open-ended questions. As Dr. E. Edwards Deming remarked, “If you do not know how to ask the right question, you discover nothing.” Expand the scope of your questions to detect trends, examine implications, and craft new opportunities.
Accept the fact that the greatest obstacle to our future is not ignorance, but the illusion that we already know all that we need to know. We must dig deeper and wider in a search for new knowledge and insights. It is important to ask: what have we learned what should we start doing, and what should we stop doing. Mark Twain observed, “What gets us into trouble is not what we don’t know. It is what we know for sure that just ain’t so.
Resist peer pressure and the temptation to follow the crowd. Enthusiasm for a new initiative regularly conceals flaws and squashes critical thinking. Ask for what could go wrong, what other options are there, and what potential issues might surface. As journalist Walter Lippman observed, “Where all think alike, no one thinks very much.” We need people to think and speak up.

Take the time to ask the mindset questions to discover what to put first. Let’s make our future truly promising.

Published first at Value Walk: https://www.valuewalk.com/2019/08/six-situational-mindsets-first-things-first/

About Author:

Dr. Mary Lippitt, an award-winning author, consultant, and speaker, founded Enterprise Management Ltd. to help leaders with critical analysis. Her new book, Situational Mindsets: Targeting What Matters When It Matters was published last year with a Foreword from Daivd Covey. She can be reached at mlippitt@enterprisemgt.com or https://www.linkedin.com/in/marylippitt/

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