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    Thinking with the Eye's Mind: Decision Making and Planning in a Time of Disruption
    Thinking with the Eye's Mind: Decision Making and Planning in a Time of Disruption
    Thinking with the Eye's Mind: Decision Making and Planning in a Time of Disruption
    Ebook144 pages1 hour

    Thinking with the Eye's Mind: Decision Making and Planning in a Time of Disruption

    By David Herman

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    About this ebook

    Thinking with The Eye's Mind demonstrates how to successfully review and develop ideas and plans that have yet to fulfil their original promise. It does so by way of a 14-chapter text and two free online applications designed for business and personal planning.

    After reading this book you'll come to realize that there is no excuse for letting your best ideas and plans fall by the wayside for lack of an easily employable testing procedure. Not until they have been tested in a special visually-oriented project-planning system called the Universal Template (U-Template™).

    Once you learn how to let your eyes do the work they're intended to do, you'll never abandon a worthwhile idea again.

    LanguageEnglish
    PublisherScotia Place Publishing
    Release dateJun 20, 2018
    ISBN9780473434144
    Thinking with the Eye's Mind: Decision Making and Planning in a Time of Disruption

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      Book preview

      Thinking with the Eye's Mind - David Herman

      Introduction

      New Ideas and the Transformation of Reality

      There are those that say that ideas are a dime a dozen. Well, I’m not so sure about the old adage, especially if it’s supposed to include the kind of ideas that flower into projects designed to make the world a better place. However, even a promising idea can harbor problematic subordinate elements, major issues weighty enough to sink any program it might set in motion. Should this prove to be the case, the wannabe bright idea might not be worth a h**l of a lot, certainly not worth the time and effort it might take to develop it—warts and all—into a successful project. In fact, as it happens with many Hollywood properties-in-development, a work in progress might require more time and energy spent on post- production adjustment than the resources spent getting it off the ground in the first place.

      Now let me put this to you again, this time in the negative and in the form of two questions:

      Were you ever struck with what seemed at the time to be a terrific idea, so impressive at first glance that you decided that it just had to be too good to be true and that if it excited you so much there must be something wrong with it somewhere? So better forget the whole thing before it falls flat on its face and takes you with it.

      Or—have you ever abandoned a promising idea-cum-project on more sensible grounds, namely, for want of a trustworthy pre-production assessment procedure? This would be entirely understandable. So many decision-support tools are based on statistical concepts and methods well beyond our ken, so abstruse that they normally require the assistance of a paid consultant to translate their procedures and outcomes into plain language.

      In either of these two scenarios, you may have finally scuttled the idea only to discover later on, when someone else ran with the idea, that you’d missed out on a good thing.

      Well you needn’t let this happen to you again. Not if you’re willing to do a little homework and dare to be your own consultant. This book will show you, chapter-by-chapter, that there is no excuse for abandoning an idea that shows even a modicum of promise. There’s no reason not to size up the idea yourself and, depending on what you find, either work it out to its conclusion as-is, try to rectify it, or, if there doesn’t seem to be any other choice, yes, let it go. However, and here’s the big but, what you must do, and do before anything else, is get to the crux of your idea so that you can truly feel its beating heart and see what makes it tick.

      Of course, conducting an in-depth analysis objectively is by no means an easy job. The human mind is simply not equipped to do this sort of thing coolly and without prejudice as, in all likelihood, early in our primate history, maintaining objectivity was not at all conducive to physical survival. To be dispassionate was to be disinterested, and to be disinterested was to be inattentive and disregardful of the world (read: jungle) all around us. But ever since, as objectivity is no longer a handicap, we’ve been developing helpful mediating devices to keep us at a proper distance from serious harm, such as electronic decision-support systems, the Universal Template (U-Template) for instance, a planning tool that plays to the strengths of our most discriminating cerebral mechanism, the eye’s mind (not to be confused with the mind’s eye, it’s not the same thing. Not at all the same.) Parenthetically, one often thinks of perception as a low-level activity whose sole task is to supply the thinking part of the brain with raw material, during which time our perceptions are translated, edited, and made sensible, i.e. first you see it then you think about it. But psychologists now tend to believe that perception and cognition are highly intertwined and that to a greater extent than one might imagine, perception is cognition. And, as you’ll soon observe, much of what we refer to as thinking is more often than not a largely visio-spatial recognition process (which I’ll refer to from here on in as

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