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generative thinking.4 Groupthink theory holds that unless one trustee raises doubts, no trustees raise doubts. In such an environment, trustees often just listen, sometimes carefully, sometimes inattentively as management conducts all of the organization s generative work.The trustees silence equals acceptance, a tacit signal that management, or a board committee, got it right. Meanwhile, the most important question goes unaddressed: Did management, or the trustee committee, get the right it Worse, trustees may even be pleased with the apparent consensus.After all, great minds think alike, right Wrong.Type III governance posits that great minds think differently, and that discussions are enriched by multiple perspectives. (Otherwise, a board with a few like-minded members would suffice.) The most productive Type III deliberations have the flavor of a lively case-based discussion at, say, a law school or business school. Early parts of the conversation concern what is at issue and what is at stake how the group defines and frames the problem(s). As the dialogue continues and potential actions are proposed, the participants welcome, and discussion leaders cultivate, different points of view and constructive criticisms, usually through questions. Who sees the situation differently What are we missing How does the situation look from the vantage point of the constituents most affected by the decision at hand What problems might the proposed solutions create What is the best possible outcome What is the worstcase scenario What is the next question we should discuss No one expects instant agreement; everyone expects to appreciate more deeply the complexities of the situation.

Before you begin, you must know what your strategic horizon is How far out will this vision be Most organizations use three to five years for the horizon Choose a room with comfortable chairs and tables for writing You will need to dim the light slightly in the room by pulling any shades and turning down overhead lights One wall will need a smooth surface or large whiteboard on which you will capture the vision with a giant notepad of the sort typically used for group meetings The visioneering team should be six to eight senior executives with crossfunctional positions and 10 years experience in the industry or more The whole process will take two to three hours Before you begin, remind everyone that the vision is not what we are going to do, but rather what we will be in x years.

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Logic Generation in Dendrites Neural paths in dendrites are natural logic gates without having to rely on soma behavior. Two input paths beginning with segments A and B can be constructed as shown in Figure A5-10. In the rst example, all segments are assumed identical. Segments 5 and 25 are joined to the input of segment 6. First, only segment A is triggered. The result is a propagation that travels to the junction, splits, and travels to both B and Z as shown in Figure A5-11. Z receives a pulse if segments A and B are both triggered (Figure A5-12), giving a form of the OR gate.

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Begin with a warm-up discussion about envisioning the future and BHAGs You may want to use examples from experience or from books such as Built to Last or Good to Great In one instance, a group started with a movie on how nearimpossible visions have become realities The movie included clips from John F Kennedy s speech about putting a man on the moon and clips from Martin Luther King s I Have A Dream speech Guided imagery involves relaxing the group, dimming the light to remove distraction, helping the group move to a state of relaxation, and then guiding the group through an experience using nonjudgmental statements One client s visioneering session took place in the headquarters on an upper floor of a large office building.

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