Free Expression and the Rights of Lateral thinkers

A lateral thinker is a sovereign individual who has acquired skills and who consciously values the rights and responsibilities of independent thinkers. The School of Thinking supports free expression and the universal rights of lateral thinkers. Here are ten lateral thinkers rights which are supported by the School of Thinking.

A Universal Declaration of the

Rights of Lateral Thinkers

1. As lateral thinkers, we have the right to use thinking in a quiet and confident manner, simply for its own sake, because our unique thoughts and thinking are the cognitive property and product of our own proprietary brain and are intrinsically valuable as our own unique Intellectual Property (IP).

2. As lateral thinkers, we have the right to have pride of virtuosity in our lateral thinking skills because lateral thinking is not natural thinking but is an acquired skill. Logical thinking is natural thinking.

3. As lateral thinkers, we have the right to use that skill and to consider a “lateral thinking reaction” rather than a reaction based on emotion or past experience alone. The thinking might make use of experience and emotion, but these would be part of the lateral thinking instead of controlling it.

4. A lateral thinker has the right to free expression and the right to escape from current views of situations and to search for much better views of situations because we can and because it pleases us to do so.

5. A lateral thinker has the universal right to be wrong.

6. A lateral thinker does not have to defend a point of view at all costs. There is the responsibility to see other points of view and the right to design a much better decision.

7. A lateral thinker has the responsibility to acquire wisdom or to seek it out wherever it may be found. Wisdom is quite distinct from the sort of cleverness that is taught in school. Cleverness may be useful for dealing with set puzzles or defending local truths but wisdom is required for designing a better future.

8. A lateral thinker has the right to get on with his or her own work and to get along with other thinkers and if things go wrong a lateral thinker has the responsibility to think things through and to fix them without creating a fuss.

9. A lateral thinker has the right to spell out the factors involved in a situation and also the reasons behind a decision.

10. Above all, a lateral thinker has the right and responsibility to be asked to think about something, to focus thinking in a deliberate manner upon any subject. Lateral thinking can be used as a tool by the thinker at will. The use of this tool can be enjoyable whatever the outcome. This applied thinking can also be practical—the sort of thinking that is required to create value and get things done.

– Adapted from the Learn-To-Think Coursebook and Instructors Manual © 1982 Michael Hewitt-Gleeson and Edward de Bono, Capra New USA.

MOONSHOT THINKING: And she Invented Software Itself

Wired-logo-largeMargaret Hamilton wasn’t supposed to invent the modern concept of software and land men on the moon. It was 1960, not a time when women were encouraged to seek out high-powered technical work. Hamilton, a 24-year-old with an undergrad degree in mathematics, had gotten a job as a programmer at MIT, and the plan was for her to support her husband through his three-year stint at Harvard Law. After that, it would be her turn–she wanted a graduate degree in math.

But the Apollo space program came along. And Hamilton stayed in the lab to lead an epic feat of engineering that would help change the future of what was humanly–and digitally–possible.

Click to read the original article in WIRED …


Van Gogh on fear of mistakes and ‘having a go’ …

‘Self-Portrait as a painter’ by Vincent van Gogh

In a letter to his younger brother Theo on October 2, 1884, Vincent Van Gogh wrote about the fear of mistakes:

If one wants to be active, one mustn’t be afraid to do something wrong sometimes, not afraid to lapse into some mistakes. To be good — many people think that they’ll achieve it by doing no harm — and that’s a lie… That leads to stagnation, to mediocrity. Just slap something on it when you see a blank canvas staring at you with a sort of imbecility.

You don’t know how paralyzing it is, that stare from a blank canvas that says to the painter you can’t do anything. The canvas has an idiotic stare, and mesmerizes some painters so that they turn into idiots themselves.

Many painters are afraid of the blank canvas, but the blank canvas IS AFRAID of the truly passionate painter who dares — and who has once broken the spell of “you can’t.”

Life itself likewise always turns towards one an infinitely meaningless, discouraging, dispiriting blank side on which there is nothing, any more than on a blank canvas.

But however meaningless and vain, however dead life appears, the man of faith, of energy, of warmth, and who knows something, doesn’t let himself be fobbed off like that. He steps in and does something, and hangs on to that, in short, breaks, “violates”…

Speed of Thought and the problem of mistake-phobia, fear and aggression.

Speed of thought is how long it takes you to change your mind.

Speed of thought is how long it takes you to escape from your current viewpoint.

Speed of thought is how long it takes you to stop defending your current viewpoint.

Speed of thought is how long it takes you to switch to a much better viewpoint.

The biggest roadbump to speed of thought is your fear of being wrong.

The most common cause of cognitive inertia is mistake-phobia, the morbid fear of making a mistake. Excessive use of logic makes us fearful thinkers.

Logic is a natural thinking style for humans because it is driven by the strong emotion of fear. The fear of mistakes.

Western education has put too great an emphasis on logic, the kind of binary thinking focused on judgement of right/wrong or good/bad or black/white.

At the level of human2human relationships, many causes of daily conflict often are exacerbated by binary I-am-right-and-you-are-wrong logic-style thinking.

Our obsession with logic is bad philosophy.

Our over-use of logic has made us very slow thinkers. Very fearful thinkers. Very aggressive thinkers.

The most wicked problem in the world …

What is the most wicked problem in the world?

It’s a wicked problem that’s a hundred times bigger than the problem of global warming and many orders of magnitude greater than the problems of global health, water or population. It’s also the greatest opportunity on earth!

The problem is: human thinking.

A wicked problem is one which cannot be solved using human logic, our current and dominant way of thinking.

The rapid acceleration of global climate change, the unprecedented scale of the nuclear threat and the rising hegemony of artificial intelligence are all examples of wicked problems that cannot be solved with human logic.

At the level of human2human relationships, many causes of daily conflict are not solved but even exacerbated by binary I-am-right-and-you-are-wrong logic-style thinking.

Logic is natural to the human brain’s limbic system because it is driven by the emotion of fear. In particular, the fear of ‘mistakes’ and the fear of ‘surprise’.

In contrast, lateral thinking is not natural to the human brain. It is counter-intuitive. It requires re-wiring. Rather like driving a car, It must be acquired as a skill with at least ten hours of deliberate practise and repetition over time.

Since artificial intelligence can now do logic much faster than human intelligence, lateral thinking is a skill that we should be teaching our children … because they are going to need it!

In this recent DEAKIN University Talk Dr Michael Hewitt-Gleeson draws attention to “the greatest problem on Earth”.


What is the Doctrine of American Salesmanship?

The American Theory of Selling states that the salesperson closes the sale.

The American doctrine of selling or salesmanship says that ‘the salesperson‘ NOT ‘the customer‘ closes the sale.

This old-fashioned strategy of selling has caused many grievous problems in the marketplace. It is not only counter-productive for shareholders but also is a flawed strategy as it is unscientific because there is no evidence to support the theory.

Because it has a religious door-to-door, bible-selling provenance it is called the American Theory. I have called it oldsell. The bottom line is: oldsell sucks!


“……And finally I’d like to thank my 5 brothers, 4 sisters, 3 uncles, 2 aunts, 23 nephews and nieces and 37 cousins.”

Currently, big banks in Australia are being criticised for their oldsell tactics with their salesperson ‘closing-the-sale’ manipulation training and a range of oldsell deceptions including grave-stoning and false advice.

There is even a Royal Commission into the oldsell culture, something that would never happen in America!

FACT: Bank leadership has spent millions of Australian dollars on importing the American Doctrine into Australia in the form of sales training, compensation and motivation programs, meetings and Amway-style evangelical, sales conventions.

Customers hate oldsell. Families, friends and strangers hate being the target of oldsell importuning and dodgy bullying tactics.

Yet, oldsell has been around for quite a while. It was first written about in the 1920s. Oldsell is a recognised part of the culture by the word-of-mouth spreading of salesman’s jokes and reflected in the arts with the tragedy of Willy Loman’s neurosis in Miller’s Death of a Salesman and in Broadway plays like Glengarry Glen Ross, TV binge-worthies like Billions and widely-acclaimed movies like Tin Men, Wolf of Wall Street and Sorentino’s epic Loro.

But my favourite is this classic scene in Woody Allen‘s movie Take The Money and Run where the ultimate punishment in prison is to be put in solitary confinement … with an insurance salesman …

Of course, everyone in the movie audience gets the joke. In 2016, I played this clip to an audience of senior insurance managers at a sales conference in Japan and they all laughed, too. So, I challenged them, “Why are you laughing! This is YOUR profession you are laughing at!”

There was an uncomfortable silence.

This Yankee carpet-bagger strategy has proven very costly to shareholders because it is difficult to recruit, to teach, to manage and to retain salespeople using this strategy. In America 80% of salespeople get only 20% of sales using this method. Most salespeople fail and leave the profession. This is very costly to shareholders and gives the sales profession a very poor reputation.

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The American method is also costly to shareholders because it is difficult to gain and retain satisfied and loyal customers using this pre-social media method. Why? Because customers do not like this strategy and they tell their friends by word-of-mouth and so brands and reputations become damaged at great expense to the shareholders.

For example, recently the CEO of a major Australian bank had to apologise to the Parliament of Australia for how badly its sales culture has been mistreating Australian customers. Mr Ian Narev, CEO of the CBA apologised by saying,

I have said before how sorry I am for the pain that we have caused them. I say so again today. Our goal is to uncover any cases where the customer has not had the right experience and to put it right. We understand we need to be fair and seen to be fair. We have done wrong by some customers in that business (Comminsure) and our other businesses.

Yet, at AUD$12million annual compensation for his efforts Mr Narev was the highest paid bank boss in Australia.

American salesmanship is about winners and losers. It’s a zero sum game. Although many Australian businesses have imported American sales training “close-the-sale” methods into their culture there is plenty of evidence to show that Australian customers prefer win/win to win/lose strategies.

In Australia, customers widely reject the ploys and tricks and games that salespeople play using the American method of “closing the sale”.

What it is further off-putting is that books on the American method have a strong evangelistic subtext (convert the sinner/close the sale) written by American preachers such as Zig Ziglar, Norman Vincent Peale and others and the method is often taught at revival-style, rah-rah meetings.

Most notorious are those accused of being pyramid-like schemes such as Amway and Herbalife. Oldsell, in America, has even been voted into the White House!

However, Australian customers have made their preferences clear. In dozens of Gallup Polls and many other polls conducted annually (since 1980) customers have rated American-style sales practitioners at the bottom of all the various professions in terms of professional and ethical practices.

I have called this American Theory of Selling “OLDSELL” and have written at length both about the theory and practise of selling in a range of books over the last 30 years (eg NewSell (1984) and WOMBAT SELLING: how to sell by word of mouth (2006).

While many CEOs have indeed switched to newsell many, many more are still stuck with oldsell. Their customers are still punishing them for it by word-of-mouth and defection to competitive brands.

Image of Professions 2017 – (note bottom four lowest ratings)

Image of Professions 2017


How can you tell if a sales culture is dominated by OLDSELL?

One straightforward way you can discern the kind of sales culture that exists in a business is by recording the question habitually asked by the sales manager of the salesperson.

If, whenever a salesperson returns from a customer visit, the sales manager always asks, “Did you get the deal?” or “Did you close the sale?” etc then the focus of the salesperson is cued on the deal rather than on the customer … aka OLDSELL!

There is an alternative strategy that works ten times better than oldsell. Here the sales manager always asks, “Did you serve the customer?” or “Did you escape from uncheck?”

It is called NEWSELL.


Oldsell references:

Close That Sale!: The 24 Best Sales Closing Techniques Ever Discovered

The Secrets of Closing the Sale

The Sales Bible

Close the Deal

Tom Hopkins 16 Power Closes

Trump: The Art of the Deal

Newsell references:

The NewSell Switch (2015)

WOMBAT SELLING: how to sell by word of mouth (2006) 

The X10 Memeplex: multiply your business by 10! (2000)  

SELL: the lateral thinkers’ guide to selling and leadership (1993) 

NewSell Australia (1990) 

How To Sell Without Working (1990) 

NewSell America (1984)