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From a top-down perspective, we use lateral thinking (out-of the-box thinking) for our strategic planning activity (creativity) and parallel thinking for our business planning(do it now mode) processes.
 Lateral Thinking ... Create Chaos to Succeed
This newsletter is devoted to lateral thinking that is commonly referred to as out-of-the-box (OTB) thinking. Coined by Edward de Bono, founder of the Cognitive Institute Trust in Cambridge in 1969, his instruction is sought by leading companies such as IBM, Shell, Unilever and Du Pont.
The case study presented in our Web site, an example of our strategic business planning process, and our newsletter puzzle are pivoted upon his tool, lateral thinking.
Lateral thinking is different from the traditional logical process that Edward de Bono calls vertical thinking. Lateral thinking is most useful in generating new ideas and concepts. This is why it is valuable in generating strategic business plans. It is not Kaizen, the on-going process of incremental improvement, but tied very closely to its ability to assist developing global performance and acceptance.
Lateral thinking must be learned, not taught. It is a process to explore different ways of looking at an issue as opposed to accepting the most promising and proceeding. To be global, one must expansive, view a larger picture.
Lateral thing is chaos as opposed to procedure - vertical thinking - structure. Compare the two as building blocks. Stacked blocks are vertical. Scattered blocks are lateral period. This comparison shows that global planning, like building blocks, is best served with blocks scattered about (chaos) where a pattern may emerge as a more useful vertical structure.
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