“I'm really pleased with the way this project has gone.”
“Yes, but there’s a danger we’re going to get overconfident.”
“You're right. Let’s review objectively what we’ve achieved so
that we build some of the good practices into future
projects.”
“That’s all very well, but we don’t have the time right now.”
“Well, how about putting a date in the diary in a few weeks’
time?”
“That’s easy to say but not so easy in practice. Things change
so rapidly around here.”
As someone once said to me, everything before the “but” is
bull****!
Dealing with this in conversation can be hard work unless
you are another mismatcher who enjoys a good argument.
Look around you at the room you are in. How would you describe
it to someone who has not seen it before? Do you pay attention
to things such as spaciousness, feel, and style? Or do you pay
attention to number of windows, color of furnishings, the details?
Is it a mix of both? The spaciousness, feel, and style are
examples of big chunk thinking, whereas the details are small chunk.
This pattern of thinking can apply to anything. For example,
if you have set a specific goal for yourself you could chunk upto
more global goals or chunk downto milestones, which you could
set along the way. In most work situations the application of big
chunk/small chunk thinking is equally relevant.
Let's suppose you are in a cookery class. You need an
orange for the dish you are preparing. Another member of the
class also needs an orange, but there is only one. Without
flexibility in thinking the usual solution would be to accept the
facts as they appear and cut the orange in two, taking half each.
If, however, you chunk up in relation to your needs in the
situation by asking “What do you need the orange for?” you will
discover broader needs. For example, you might want the
orange for a cake and your colleague may want it for a soufflé.
If you chunk down on the request for the orange by asking
FILTERS ON YOUR WORLD 43