t

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June 2, 2022

SCORES

Blue Red Green TOTAL
NAN% NAN% NAN% 100%

Which is your driving force?

Blue: Judge what is Right

Red: Describe what is True

Green: Realize what is New

In the French model of mind everyone scores 100%.
It is the distribution of your scores that shows you how you like to steer the energies of your mind.
The higher your score the stronger your preference.
Maximum possible score in any one colour is 60%.

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June 28, 2022

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June 28, 2022

SCORES

Blue Red Green TOTAL
NAN% NAN% NAN% 100%

Which is your driving force?

Blue: Judge what is Right

Red: Describe what is True

Green: Realize what is New

In the EI model of mind everyone scores 100%.
It is the distribution of your scores that shows you how you like to steer the energies of your mind.
The higher your score the stronger your preference.
Maximum possible score in any one colour is 60%.

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June 28, 2022

SCORES
Blue Red Green
Hard 0 % 0 % 0 %
Soft 0 % 0 % 0 %

Significant Scores

This Profile show how much you like each of the 6 kinds of thinking, not necessarily how well you do them

Under 40%: It does not appeal to you, so you avoid or neglect it.

Over 50%: Strong drive to use it – perhaps too often and not appropriately

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Hard Red
Hard Green

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Soft Blue
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Soft Green

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Your Hard BLUE wants everything to be logically sound.

Your Hard RED depend most upon accurate information and specific details.

Your Hard GREEN is resourceful, always inventing new versions of things.

Your soft BLUE is committed to personal values and beliefs.

Your soft RED cares about the impressions used to convey the truth.

Your soft GREEN is fulfilled by a sense of vision and creative imagination.

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This is pie chart text

Blue Red Green TOTAL
NAN% NAN% NAN% 100%

This is mind-frame text

Blue Red Green
Hard 0 % 0 % 0 %
Soft 0 % 0 % 0 %

This is mind-frame histogram

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Hard blue: 0%
Hard red: 0 %
Hard green: 0 %

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Soft blue: 0 %
Soft red: 0 %
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This is basic mind-frame histogram

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Hard red: 0 %
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Jay – video?

You have worked your way through this course. What have you learned from it and what to do now? Here are some thoughts below from Jerry Rhodes, who has created this course and brought it to many thousands of people for over 40 years.

 

A message from Jerry Rhodes

To reach this point is quite an achievement, which is my understated way of saying, “Well done!” It takes mental stamina to address how you think through all the Levels of this course. 

You have been asked to do a lot of self-reflection with exercises and tools that help you carry it forward into action. Doubtless you will have discovered that you seldom seem to recall in real life what you have learned. That’s completely normal. However, the good news is that what you have absorbed really is there, in you, and will emerge, usually at crucial moments, when it really matters. Just make sure you let it emerge before you COMMIT.

Your key take-aways are:

  • you now know that, when you choose to do so, you can stretch your thinking in many more dimensions than you previously recognised
  • you can shift your thinking to meet the needs of any difficult task with greater clarity about where you are and where you need to go 
  • you have the toolkit to help you do that: just the concept of the Colour-Frame opens up a new approach to problem-solving
  • you have a richer hinterland of understanding about how thinking works, so you now know more possibilities are open to you
  • you have greater insight into how other people think and how you can better collaborate with them in the subtleties of thought
  • you can refer back to this course, and your journal, to refresh your memory. You didn’t keep a journal? Well, that’s a pity as you forfeited perhaps your best learning companion, apart from having a real learning companion. Still never too late to return and repeat the course with a journal. 

In summary, you have engaged with some of the deepest philosophical issues concerning free will. You have wrestled with the inner drivers of your thought, which most of the time lie hidden, normally beyond most people’s reach. And most important, you now know about Thinking-Intentions, a concept new to science and the arts. Isn’t it time to tell others? Why not suggest they take this course and join with you in the life-time journey into thinking.

Thank you for reaching this far. There’s always more to learn, as I know only too well. I hope we can stay in touch through our blogs, articles and newsletters.

If you haven’t yet signed up for our newsletter, you can do so here.

Add Form here

All the best, Jerry

 

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VALUE – I go for what I believe in . . .

recognising criteria upon which you will act
e.g. motives, ideals, goals, objectives, code of ethics.

What Value Delivers

This Thunk reflects your deep values and is driven by what matters to you, what you believe in, what you love most. It produces the ethics, goals and criteria you will use for any decision, embodying in your reasons for action your likes and fears and what you own or disown within yourself.

How to use Value

What people value varies enormously because each one is an individual. So naturally Value is the cause of disagreement and conflict. Even if we all share the same values we each give them quite different weights, especially for different situations. It is usual to be very fuzzy about our own values, never mind anyone else’s, until we meet a crisis. Then it is important to be aware of where values are aiming and steering you, and try to be more clear and specific, both of yours and other people’s. Don’t let your values stay as just feelings, emotions or even instincts, without giving them some thought before a crisis hits.

Typical question

What do I mean by ‘good’ in this particular situation?

Where you need Value

Key situations requiring Value appear when decision-making and forming strategy, as you have to form what criteria you deploy and how much importance each is given. Your criteria determine what you want as the outcome, more than what is needed for it to be successful, and your values also accept even what must be done to avoid certain failure. Don’t fall into this trap: “I know it won’t work but this is what I want!”

The only sure point when objective thought should over-ride the subjective and personal, and thus when you deny your values any space, is in
•  find the cause
•  making an invention
•  developing plans.

To access your creativity to the full, you must put a temporary block, at the start, on all values, however much they return when coming to judgment. And keeping values out of it is difficult when communicating, not only for politicians!

Is there anyone you know with a mission, more fervent and determined than most?

 

 

INTERPRET – I assess what things mean . . .

giving sometimes very personal significance to whatever is being considered
e.g. decipher, unravel, translate, explain, relate to, account for.

What Interpret Delivers

This Thunk infers cause-effect relationships between facts, events and conclusions, yet tends to be governed in the end by personal interpretation. It brings an understanding of the meaning of a situation, especially your own ‘reading’ of it.

How to use Interpret

Interpret brings together the many conflicting strands of information to come to a judgment which reconciles the two causalities: the reason why someone wants things to happen and how things happen in the world of reality outside. This is the mental struggle between personal, subjective reasons and objective, logical reasoning. The basic need is to become more aware of how you interpret the chain of cause and effect. To help you, tap into your Red Thunks as well to get information to support your thinking.

Typical question

How can I make sense of all this data?

Where you need Interpret

Most problems require you to unravel all their complexity, else they would not be a problem. And how can you do this without interpreting what you already know and what more you can find out? This Thunk has a role in helping you to explain to others what you see as the most useful relationships and connections in your mind. Problem situations requiring Interpret begin with your awareness of what’s going on, then gathering relevant information and putting two and three together using Interpret to make five (not six).

Seeing the implications, before, during and after a ‘situation of difficulty’ is the role of Interpret.
Tricky – discerning the distinctions between what is subjectively perceived and what can be recognised as objective reality.
And even beyond this.

 

 

PREDICT – I will bet on the future . . .

making assumptions about what might happen
e.g. anticipate, calculate probability, trends, forecasts.

What Predict Delivers

Predict makes estimates of probability and may embody hope, whether consciously or not. If this happens then what to expect? This Thunk can risk you being wrong about the future.

How to use Predict

Predict makes best use of gathering information that can be measured, but goes further to engage with the uncertainty of the future and has to step into ingenuity and imagination to generate possibilities worth predicting. And beyond this, it judges that something will happen, but provides actions to forestall it and nip it in the bud. In case these don’t prevent the danger, it even installs in advance actions to reduce the harm on the project. This kind of forethought ensures you are never at a loss and have all the supplies you need.

Typical question

How far should I bet on this?

Where you need Predict

Situations requiring Predict most obviously include the handling of risk in decision making and planning. There is also a primary role in gathering information and forming a new strategy when the higher level and long-term aims and outcomes are key. When pitching for your proposal, gaining support for your invention or making a sale it is essential to anticipate the objections that might be raised so as almost to welcome them. And to communicate anything technical or specialist so that people can simply understand, you had better expect the difficulties for them and find better ways to explain.

When you look to the future you are making estimates in order to plan how to proceed – it’s a matter of your judgement.
Do you relish it, or avoid it?

 

 

COMMIT – I am the decisive one . . .

getting you to start, to change, to stop
e.g. point of no return, sign on the dotted line, clinch agreement, cast the die.

What Commit Delivers

This Thunk is for making up your mind to act, maintaining your resolve, changing direction or even to stop. All are about being decisive, taking on the cost, cutting the cackle.  It puts the energy behind impulse, taking an oath or signing a document so it achieves a result.

How to use Commit

Commit when you need to be sure what to do or avoid the consequences of lost opportunity. Failure to act may cost more. There is always more information to be had but what is the most relevant that is just sufficient and that is enough to avoid jumping to conclusions? What makes it important and difficult is the conflict between values: what makes it urgent is the prediction of what will happen if you do or don’t commit.

Typical question

How soon can I take the risk and make up my mind?

Where you need Commit

Situations requiring Commit might start with closing a sale or convincing someone to do what you want. It can be agonising when after spending great efforts on a project, you must decide to terminate it at once, but that is one of Commit’s important actions. In the course of some major plan, especially when the information needed is not available or keeps changing, you may have to keep switching direction or setting different targets. With each switch this is also to Commit. This Thunk is particularly critical when assessing anything creative, original or new, where evidence cannot be found, but innovation is needed and a deal must be made.

Do you have a colleague or friend who cannot stand ambiguity, dithering and delay?
In other words, jumps to Commit fast – but perhaps too fast?

 

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COMPARE – I match like against like . . .

placing information or items side by side under similar conditions to find what is similar and what is different between them
e.g. match-up, contrast, relate, use statistics.

What Compare Delivers

This Thunk is about comparing two or more items by putting them side by side to see how (much) they are different. It delivers a fair match, a fit or contrast and a sound measurement.

How to use Compare

Use Compare when you need to know or assess how much one item is bigger or better than others, as when making a choice. Beware what items you compare with one another, in case of false or irrational judgment. For example: concluding mistakenly that house prices are higher in one region than another when it all depends on the context. Politics and statistics are full of such traps when they ignore logic. Begin with the question “Why am I making this comparison?” and then follow up with “in terms of what is this similar, different or more than that?”

Typical question

Is this more or less than that? By how much?

Where you need Compare

Key situations requiring Compare include:
•  deciding on the likelihood of possible causes,
•  evaluating options and criteria in a decision,
•  assessing the risks attached to favoured options,
•  assessing your position when you don’t know where to turn and
•  measuring quality of something hard to quantify.

The role of Compare is really important during any phase of creativity or innovation: think about it!

Who do you know that is never likely to compare apples with pears?

 

 

DISTINGUISH – I home in on the pattern . . .

identifying characteristics which unite one group of items whilst separating them from other comparable items
e.g. finding abstract laws, common factors, boundaries, contrasts.

What Distinguish Delivers

Distinguish identifies some quality shared by certain people, things or events. It shows what distinguishes these from those – the characteristic, pattern or principle – which gives each group their name (or stereotype!)

How to use Distinguish

Distinguish is capable of discerning the pattern of similarity and difference amidst a confusing variety of items. It collaborates with the Thunks Specify and Compare, in order to perform its role of actually naming the quality that unites the items grouped into a category. It is this Thunk that discerns the abstract concepts, in other words it conceptualises. It is therefore able to marshal, manage and control so much different information, and it requires thought of specially high quality.

Typical question

What is special to these, separating them from those?

Where you need Distinguish

Key situations requiring Distinguish
•  start with finding the cause of something that has gone off-course, where it is needed to combine with some change to produce a most likely cause – the change alone does not hack it.
•  another is to reveal the key characteristic of a winning solution or invention, establishing its unique advantage and IP protection – ‘only this product can do that, so buy it!’
•  finally it embodies the essence of anything claiming to be ‘key’ whether literally or as metaphor: the strategy of even a large company depends on realising its core nature, what it really is and what it’s for.

Distinguish is a challenging thinking operation – can you recognise when you need use it?

 

 

TEST – I check out the reasoning . . .

questioning to find any weaknesses in the rationale of an argument or case or conclusions
e.g. audit, scrutiny, cross-examine, seek flaws in evidence, prove.

What Test Delivers

Test safeguards a conclusion from false reasoning or sloppy interpretations, so its severity unexpectedly makes it your friend. As a logical litmus, Test demands and delivers the rationale and proof that is the arbiter between rejection of, or genuine confidence in, an idea or conclusion.

How to use Test

Test offers Quality Assurance of your thinking process in advance of trying out your idea in practice. It determines whether your idea deserves to work because it is so mentally sound. It checks out not only the facts but also the predictions and connections made in their interpretation, as well as the comparisons made and the distinctions found. Even when promoting a saint, you should be glad of a Devil’s Advocate.

Typical question

Where is the flaw making this conclusion unsound?
How can you possibly defend it?

Where you need Test

Key situations requiring Test include:
•  finding the most likely cause, whether this is of something gone wrong or some new solution or invention: how likely is it to work?
•  unforeseen consequences are often missed in decisions or when developing plans because a sound Test procedure is not in place.
•  many arguments would not stand up if Test were applied, so saving much wasted effort in hot air.
•  and everyone needs at times to test the quality of a proposition before buying into it.

Its most taxing role is when faced with something creative, entirely new or original, which seems to violate logic – but it works.

Test can appear to be almost vicious – so there is a skill in deploying it.
Who do you know has that skill?
Or are those who use Test seen as always putting the mockers on taking things forward?

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OBSERVE – I harness all your senses . . .

using man-made instruments as well, to receive and experience what is going on
e.g. see, hear, taste, etc., to notice the warmth or chill of an atmosphere, to pick up the flavour of a report or meeting.

What Observe Delivers

Observe is for giving and gaining experience through all the senses; your living exchange with the world. It provides information in the forms of evidence, enriched sensory perceptions and the results of experiments.

How to use Observe

You were doing this before you were born, for Observe is your primary source or input about the world around you. You may enhance the quality, magnitude or accuracy of any of your senses through instruments. Yet Observe is not pure science, as it may be influenced by your values, predictions and the level you choose to be operating on. But the overriding drive is for reality and Truth.

Typical question

What do I know from doing it or feeling it for myself: seeing, hearing, smelling, tasting?

Where you need Observe

Observe when either sending or receiving information, to find out, share, tell or show to someone else. Observing affects how you experience everything – or fail to – so it is essential for communicators. You can even see imagination as a super-refined version of Observe. Whilst everyone uses this Thunk all the time, there are many skills that some people develop for each sense to a specialised degree, to help them to perform exceptionally well or to become specialist professionals in their field, like musicians, dancers, painters, joiners, blacksmiths, glass blowers, thatchers, osteopaths, physiotherapists, astronomers, gardeners and so on…

Is there any work, when you do it well, that doesn’t require Observe?

 

 

CODE – I choose the form for truth . . .

using and appreciating the appropriate medium for the message
e.g. express meaning through gesture, jargon, slang, music, crying, braille, sign-language, colour-coding, etc.

What Code Delivers

Code is used to choose how you should convey your message to reach the receiver effectively so that s/he fully understands it, enabling a real exchange of understanding. Code helps you give clear communication in an authentic way that suits both you and your receiver, however difficult this might be with a diverse audience.

How to use Code

In tricky circumstances when ‘taking it the wrong way’ can happen all too easily this is just when Code is vital. This Thunk supports mastery of language, but also recognises there are many different forms of language: tone, body gestures, timing, place and situation. Yet thinking only of the other people is not good enough if you are not true to your own self and way of operating. Nor can you stoop to spin, because spin is a subversion of Truth. Some people become leaders just for their skill with Code.

Typical question

How will this message come over to them without misleading in any way?

Where you need Code

Obviously when your impact on other people matters, Code is your close companion. For example:
•  when you consider the varied weights other people will assign to their values and criteria in a decision,
•  for any form of persuasion and influence, especially selling or making a bid or proposal,
•  taking a new idea or invention forward into innovation

When you are alone is Code with you then as well? How do you talk to yourself?

 

 

SET LEVEL – I put you in the right gear . . .

recognising the appropriate level at which to operate
e.g. choosing range of focus, the time horizon, the ratio, determining the scale, qualitative objectives.

What Set Level Delivers

This Thunk sizes up the scope, scale or range of approach to the Task. It determines how much leverage you can handle. It ensures relevance and efficiency, so your thinking is appropriate and feasible.

How to use Set Level

Set your Level when you are aware that everything is part of something larger or more important; that the greater thing has other parts and that the original thing also has its own parts; which means any decision will depend on which level you choose to be the most relevant. What you do if you view things on one level of simplicity might be very different if considered from another level of greater complexity. Use this concept also for ‘kinds of’ and ‘phases of’. Clue: if you cut down a big tree, do you try to haul the trunk out of the garden in one go or first cut into smaller logs, and if into twigs would that make too many journeys? Be really practical!

Typical question

How much should I bite off in one chew, this time?
Who do you know that you can rely on to take the level into account?

Where you need Set Level

Set Level obviously includes forming a strategy, making decisions and developing a plan. It is so easy to make a decision about the wrong thing, which has a drastic effect on the criteria and the options you choose. Here are some other instances:
•  A simple trick to form a creative idea is to change your level of perception exceptionally.
•  In reaching agreement, the solution that overcomes an objection is often to view it on another level.
•  And it is well-known that a proposal might well fall if you engage with a manager who is too low or too high in the organisation.

To win a battle is not to win the war and we might be in the same storm, but not in the same boat!

It is unusual for people to make use of Set Level deliberately – though often they might slip and slide between levels without realising it.
How effective are you with it?

 

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SPECIFY – I nail down all details . . .

sharpening information with explicit accuracy: who, what, where, when and to what extent
e.g. technical specifications, quantitative objectives, D.I.Y. manual, instructions, investigation.

What Specify Delivers

Specify strives for crisp description, orderly and complete. It delivers definition, facts and figures in complete detail and records measurement.

How to use Specify

Specify whenever you need accurate truth as tangible as possible and ideally with numbers. This is a specialist Thunk often used only half-baked, because it does demand focussed attention. Its unusual strength is to describe not only what is the case, but also what might be expected – but actually is just not quite so. Specify draws strongly on Green Thunks for this ‘just not’. You have to imagine it. Conscientious discipline is de rigeur.

Typical question

What more does complete accuracy require?

Where you need Specify

Specify contributes when trying to find the cause for performance going wrong, where complete facts form the bedrock of both diagnosis and its testing. Even qualified doctors often fail here. Less obvious is in clarity of objectives or criteria when making a choice, and sloppiness about unforeseen consequences in decision and developing your plan to assure success. Finally, senior people are notorious for disdaining this Thunk as if only for more junior staff – but they will come a cropper, for ‘the devil is in the detail’.

Do you know anyone you rely on reliably for contributing with Specify?

 

 

CATEGORISE – I make things tidy . . .

sorting and classifying information in order that similar items can be treated together
e.g. indexing, filing, listings, cross-referencing, catalogues, tabulating.

What Categorise Delivers

Categorise lends a hand when you are analysing and then sorting anything that needs to be archived or stored for retrieval, either physically or electronically. It gives you order and efficiency by classification, with lists and records and, of course, statistics.

How to use Categorise

Turn to Categorise when you want to sort things out, or handle a lot of things more easily. Just recognise that different things may be similar enough to belong in the same category, so can be treated as somehow the same. There can also be many categories to select from, so you choose the one that simplifies most effectively. But be aware of ‘lies, damned lies and statistics’!

Typical question

What belongs with what?

Where you need Categorise

When you feel stuck, if you do some ‘sorting’ it helps you to appraise your situation and then determine priorities. Gathering the right kind of information, especially when there are too many useless data to choose from, requires Categorise. Finally, apart from simple efficiency, any attempt to plan demands you marshal facts that belong together so that you see how they relate to one another. Multi-disciplinary approaches ‘Re-Categorise’ old categories, to step over the boundaries of out-of-date silos to produce new and creative insights.

Is there anyone you recognise with a readiness to undertake this logistical work?

 

 

LOOK IN/OUT – I see the wood and the trees . . .

embracing the parts inside and outside the whole equally, for complete information
e.g. general systems theory, gestalt, macro/micro, making up balance sheets, strategic positioning.

What Look in/out Delivers

Look in/out shapes your perspective with the view both from within looking out and from outside looking in. It provides a systems approach, as if a contrapuntal form, off balance, holistic and complete, where everything affects and depends on everything else, as with ecology.

How to use Look in/out

Look In and Out to appreciate the value of context, the so-called ‘figure and ground’, and any complementary influences on your situation. Make use of cybernetics or feedback of any kind: e.g. product or market focus, efficiency or effectiveness, probability or seriousness, cause or effect. You might even turn a problem into an opportunity!

Typical question

What more truth can be found by turning my view of the situation inside out?

Where you need Look in/out

Look in/out is an aid for becoming aware of the different approaches needed for considering your effect on the world outside versus how the outside world will affect you and your project. Which is worse, the danger within or the danger without?

Examples we see around us:
•  To bring home enough food, how far from the nest should the bird fly without exhaustion?
•  When will removing this bottleneck attract too much more traffic?

This is a difficult Thunk, but when well deployed it is powerful in its ability to overturn one’s initial perceptions.

Have you ever seen Look in/out in operation?