The Limits of "Circular Thinking"

It was already 14 years ago.

"Circular Thinking" synthesizes the individual creative thinking methods passed down within advertising agencies, taking as its mother the globally renowned "Four-Stage Theory of Waras" from "How to Create Ideas" and as its father Professor Ikujiro Nonaka's organizational knowledge creation model "SECI".

It consists of:
"Scatter Mode" for considering every possible combination
"Discovery Mode" where new meaning is found
and "Polishing Mode," where concrete strategies are developed based on the discoveries.

By spiraling through these four modes—round and round—creators can develop an "idea-generating mindset."

I still believe it's a meaningful model in terms of organizing the thinking steps individual organizational members should take to drive innovation. On the other hand, I think I've finally begun to grasp the true meaning behind Professor Nonaka's comment when he saw this model back then: "Perhaps this is a model only possible at Dentsu Inc., where individual capabilities are strong." In other words, I've started to understand the "limitations of this spiraling thinking."

That insight is the importance of "dialogue."

To be honest, when I first compiled the "Circular Thinking" model, I was not good at creative work done in large groups. Even when we gathered for brainstorming sessions, we rarely arrived at sharp ideas. I thought it was far better to think things through thoroughly on my own. I believed the individual thought process was the most important thing.

However, the essence of organizational value creation lies in "dialogue." That first-person subjective feeling of "Huh? Something feels off..." transforms through earnest "dialogue" into a second-person empathy of "Oh, I get it!" Only when that sensation is articulated into a "concept" does it become third-person objectivity.

In circular thinking, this aspect of "interaction with others" is weak. While the "refining mode" of translating concepts into concrete plans includes polishing through exchanges with others, the core focus remains the "individual."

Certainly, there are approaches where a "strong individual" leads the organization (in a somewhat authoritarian manner) based on their own ideas. For relatively short-term projects like ad development, this might even be more efficient.

However, what we at Indwelling Creators increasingly sense while immersing ourselves in clients' environments is this: to foster long-term, sustainable innovation, we must cultivate a culture where subjective first-person observations like "Huh? Something feels off..." emerge organically from various parts of the organization. We must elevate the team's creative power to transform these insights into concepts through "dialogue."

I'm now deeply appreciating the importance of "dialogue" in SECI's Socialization phase, and specifically the significance of "dialogue" in the "sensing mode" of gathering material for thought, as described in circular thinking.

That's precisely why I assigned teamwork for the final report at Meiji Gakuin University, where I serve as a part-time lecturer (honestly, individual work would have been less burdensome for the students). I'll share more about that next time.

A senior colleague who lives nearby brought me some "Mitsuseki Serif" from Yuzawa City, Akita Prefecture, saying, "My nephew grew these!" It's a traditional vegetable with a 300-year history, characterized by its long roots that grow more vigorously than the leaves and stems when it gets cold.

That day, its unique aroma and satisfying crunchy texture were delightful. It completely overshadowed the kiritanpo and bone-in chicken, becoming the undisputed "star of the hot pot." The only downside? It's so delicious it makes you forget to "converse" around the pot. Harvest season is almost over, so if you're interested, hurry!

Please, enjoy!

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