informal coalitions

The significance of humour – pattern switching and lateral thinking

In a number of his books, Edward de Bono argues that humour is the most significant behaviour of the human mind. This is because humour, like lateral thinking, is a pattern-switching process. It works by causing what de Bono would call an "insight switchover" from a familiar pattern to a new, unexpected one. It is this moment of surprise and realization that triggers the laughter (and the new insights).

As I'll suggest in a later post, this pattern-switching characteristic of humour also has important implications for organizational dynamics. However, for now, I'll stick with its significnce in relation to the way in which new ideas are created and novelty emerges. 

So how does humour work?

The emergence of trust in organizational relationships

I recently came across a LinkedIn Group discussion on the ‘dimensions’ of organizational culture. Started by Robert Wimple, this homed-in on trust as the essential component for a sustainable culture. It drew on an interesting blogpost on his site, The Trust Ambassador.

Trust is regularly cited in this way as a critical factor in effective organizational performance. It frequently appears on lists of ‘corporate values’. And “creating an environment of trust” is often stated as a primary leadership task. But what do we mean by “trust”? Is it achievable in organizations? And, if so, how can managers bring it about?