Have you already looked into divergent and convergent thinking? You are probably familiar with some training approaches in the area of team building. What is striking about all models is that two personality types almost always appear: the doer and the inventor. It quickly becomes clear that long-term success is not possible without consistent implementers, but also without creative idea generators. So divergent and convergent thinking are both needed.
In theory, team building seems quite simple. You just need to include at least one creative person and one practical person. One provides the inspiration, while the other turns it into a product with energy and hard work. Of course, you know that this is not so easy in reality. Due to differences in divergent and convergent thinking, the two often work at cross-purposes or even against each other because a competitive situation can arise. Everyone knows this and suffers from it:
It is not "thinking along," but "thinking against."
The difference between these two types lies in their contrasting ways of thinking. The implementer uses convergent thinking. The thinker and designer relies on divergent thinking, commonly referred to as "lateral thinking." It is not linear. It is more reminiscent of a vulture circling its wounded prey. Convergent thinking, on the other hand, is linear and takes a straight path to the goal. It is reminiscent of a snake that sneaks up and strikes quickly, never letting go. In short, divergent thinking creates something new, while convergent thinking consolidates what is already known.
Starting from a fixed point, divergent thinking develops in many "illogical" directions. It is the thinking of the artist. The gaze wanders here and there, and associations and chains of associations are formed everywhere. Ideas bubble up, and the potential for innovation is high. Often, the artist gets bogged down. In convergent thinking, the person starts with a whole bouquet of information, the elements of which they bundle and summarize. Linguistically, these two states of aggregation are condensed in the sentence: "Geniuses begin great works, hard workers finish them."
Combining divergent and convergent thinking
A company's ability to combine divergent and convergent thinking can be seen in the uniqueness of its products and their innovation cycles. When a groundbreaking idea becomes a product or service, it takes a while for it to reach its zenith and then be threatened with being overtaken by others. Innovative companies do not wait for this decline. They are always ahead of the market in their thinking and designs, even if their product has not yet reached its greatest market presence.
Levis jeans and Kodak are classic examples of what can happen when important innovations fail to materialize due to a lack of will or ability. Nespresso, Nintendo, and Southwest Airlines, one of the first low-cost airlines, have shown how ideas born of divergence initially triumph over convergent thinking, only to then join forces with it to become lasting, successful innovations. Disruption would not be possible without innovative divergence, while its flashes of inspiration would never reach convincing market maturity without the convergent opposite.
Therefore: Always keep both poles in view.
Encourage respect for both sides of divergent and convergent thinking among all employees. Remember: if a company does not continually reinvent itself, another company will ultimately do so through competition. Leading the way or following behind—it all depends on your innovative strength. Choose your own path. Be wise in this fateful choice! Turn followers into confidants, confidants into employees, and employees into co-thinkers – for the benefit of all.
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