Whether we call it analysis/synthesis or differentiation/integration, we swap iteratively between divergent and convergent thinking while undertaking most governance and management tasks.
While divergent thinking is often associated with informal and creative processes, it plays a crucial role in the formal and structured context of decision-making by directors and managers.
We can’t carry out effective synthesis without first having done analysis.
We can’t effectively integrate without first differentiating all of the parts, elements, or factors.
We can’t make effective choices without first identifying a range of options from which to choose.
We can’t identify solutions without first defining the problem.
The header chart above offers definitions of these twin thinking modes, while the synonym lists below remind us of the various ways we use divergent and convergent thought processes in our work.
Divergent Thinking in the Board Room
Divergent thinking is employed in several ways in board deliberations, including:
- Strategic Planning:
Encourages the generation of multiple strategic options and scenarios
Ensures consideration of a wide range of external and internal factors - Risk Management:
Identifies and explores potential risks and uncertainties
Develops diverse mitigation strategies - Decision-Making:
Enhances the quality of decisions by considering various perspectives and possibilities
Prevents groupthink by fostering an environment where diverse opinions are valued - Innovation and Growth:
Facilitates the exploration of new markets, services, products, and business models
Drives long-term growth and competitive advantage by continuously generating innovative ideas
Diversity of Thought
A related set of concepts called ‘Diversity of Thought‘ has been developed by Lloyd Mander (and others) of Coligo Consulting in NZ. Lloyd argues that:
“Greater diversity of thought enables groups to make better choices when addressing complex problems – by guarding against unchallenged, deficient decision-making (‘groupthink’) and creating capability to generate more innovative and comprehensive options for challenges and opportunities”.
https://diversityofthought.co.nz/
Double diamond thinking
The double-diamond metaphor was first implemented in the context of thinking about the design process. The British Design Council offers the double-diamond as a framework for innovation, and describes it as “fundamental to our work … (enabling) us to support the public, private and third sector organisations we work with to transform the way they develop and deliver their services“.
Since its introduction via Design Thinking, the double-diamond has been applied to various other domains that employ divergent and convergent thinking in some form. The poster-style chart below offers 12 double-diamond models (greatly simplified) to illustrate some of the ways these two cognitive processes may be used.
Benefits of Formal Divergent Thinking
As a prelude to, and in partnership with, convergent thinking and decision-making, there are several benefits in the deliberate use of divergent or exploratory thinking. These include:
- Comprehensive Exploration: By considering a wide range of possibilities, we ensure that no potential solution or explanation is overlooked.
- Innovation: Divergent thinking fosters creativity and innovation, leading to new theories, methodologies, discoveries, and insights.
- Robust Findings: Exploring various methods and perspectives results in more reliable and valid outcomes.
- Interdisciplinary Insights: Integrating different disciplinary approaches can provide richer, more holistic, understandings of complex issues.
Synthesis
Integrating the diverse points made above, we recognise that divergent and convergent thinking are two aspects or stages of one activity. In fact, they are symbiotic.
While one could theoretically complete extensive differentiation as an end in itself, this is likely to be a fruitless exercise. Reaping the real benefit of synthesis, however, can only occur once analysis has been undertaken.
See also:
Differentiation and Integration in Your Deliberations
“The (mind) map is not the territory”
Questioning Frameworks and Options
The 7th and 8th thinking hats