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Three Sides of the Coin
In certain types of research there’s a risk that, instead of exploring a range of possibilities, the researchers have already made up their minds about the answer and are just looking for facts to back up their own opinions. However, true insight needs to take as many factors into account as possible. But how can an Insight team maintain real objectivity when they might already have their own strongly formed ideas on a particular issue?
Edward de Bono in ‘De Bono’s Thinking Course’ suggests using a simple but powerful thinking tool, called PMI (to signify Plus points, Minus points and Interesting points). This is designed to ensure that any topic is thoroughly explored. It helps to focus the mind on all the different aspects of an issue, instead of allowing you to just jump to a conclusion about the merits of a particular idea or approach.
As easy as 1,2,3…
It’s a very simple method:
- Firstly, you spend time looking at the positive aspects of the issue. This is very different from assessing the various elements to see whether they are positive or negative, which involves making judgements. In de Bono’s method, you actually look for positive points first. It’s a subtle but important difference.
- You then deliberately focus on the potential drawbacks. In both of these first two steps, you need to list as many different points as you can. This will help to ensure that you have fully explored the topic, so that you can then reach a more well-informed decision.
- Finally, you need to look at the interesting aspects of the issue – those which are neither positive or negative. Edward de Bono explains that this enables you to explore ideas that are outside the ‘judgement framework’ and may help you to expand the issue, or take it in other directions.
The most difficult part of this exercise is finding the discipline to deliberately look at the ‘other side of the coin’ from where your own natural prejudices lie. You need to find as many positive and negative aspects of the subject that you can.
Put it into practice
Using PMI can often completely alter the decisions made about the relative merits of a specific idea, tool or method. The key is to practise it regularly. Set up a few simple questions and get your team to carry out a PMI on them. You could even get them to give their opinions before the PMI, and then see if these change afterwards. The questions can be simple – for example, “Should young children be given a treat after a meal?” – or more complex: “Should the government continue to bail out banks in the face of a continuing economic crisis?”
Once you get into the habit of carrying out a PMI, you’ll find that it soon becomes an invaluable weapon in your insight armoury.
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