Black Box Thinking

Black Box Thinking

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Black Box Thinking
Learn more words

THE BLUE TREE

Personal
Productivity

CEF B1

CEFR B2

Upper
Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Then listen to the model answers and think how you could improve yours.

TRANSCRIPT

I see mistakes and failures as opportunities to learn and improve. Instead of feeling bad about them, I try to analyze what went wrong and how I can do better next time. For example, if I make a mistake at work, I ask myself: Was it a problem with my skills, my preparation, or my mindset? This way, I can make changes and avoid repeating the same mistake. I believe that failure is only final if we stop trying.

How can our approach to mistakes and failures affect the way we operate on a personal and professional level?
TRANSCRIPT

Our approach to mistakes and failures shapes how we grow both personally and professionally. If we see failure as something shameful, we might avoid risks, stop improving, or even repeat the same errors. But if we treat mistakes as learning opportunities, we become more adaptable and resilient. For example, in a professional setting, admitting a mistake and fixing it quickly can build trust with colleagues. On a personal level, learning from failures helps us develop confidence and problem-solving skills. In the end, how we handle mistakes determines how much we progress.

Can you remember a time when you learn from your mistake and it really helped you in your work or in private life?
TRANSCRIPT

Yes, I remember a time when I misunderstood an important email from my manager and made the wrong decision on a project. At first, I felt frustrated, but instead of blaming bad communication, I admitted my mistake and asked for clarification. My manager appreciated my honesty, and we fixed the issue quickly. After that, I started double-checking key details and asking questions before acting. This small change helped me avoid similar mistakes in the future and made me more confident in my work. It showed me that learning from mistakes can actually make us better.

part one

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 0:13 How much safer is flying today than in the past?
  • ⌚ 0:33 How many people die of medical errors in the USA?
  • ⌚ 0:49 What’s the key difference between aviation and medical staff as regards their approach to mistakes?
  • ⌚ 0:59 What do doctors fall pray to?
  • ⌚ 1:19 What kind of rationalisation do doctors come up with when there is an error?
  • ⌚ 1:23 What is the mistake some doctors do when they approach mistakes?

part two

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the second part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 1:46 How did the aviation industry destigmatised mistakes?
  • ⌚ 2:15 What examples illustrate this approach?
  • ⌚ 2:38 How does the aviation industry encourage pilots to reveal their mistakes?
  • ⌚ 3:09 Why does Nathan feel confident flying, even after the recent accident?

part three

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the third part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 3:30 What is the first Mistakes Reframe? 
  • ⌚ 3:56 How can we adjust our environment or leverage technology?
  • ⌚ 4:10 What kind of systems should we set up?
  • ⌚ 4:38 How can creating daily starts and end rituals help?
  • ⌚ What are the advantages of seeing mistakes as system errors?

part four

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the fourth part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 4:54 What’s the second Mistake Reframe?
  • ⌚ 4:59 What’s the trap of considering a mistake as a freak event?
  • ⌚ 5:22 What should we assume instead?

part five

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the fifth part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 5:26 What’s the third Mistakes Reframe?
  • ⌚ 5:52 How does the example of a restaurant help us see mistakes as opportunities for growth?
  • ⌚ 6:03 How do many successful people approach mistakes and near misses?

part six

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the last part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 6:19 What is the last Mistakes Reframe?
  • ⌚ 6:57 What pattern did David Beckham remember about in 1998 championship?
  • ⌚ 7:14 What is Micheal Jordan’s quote about?
  • ⌚ 7:28 What do many people think mistakes do to our confidence and are they right?
  • ⌚ 7:39 What is the final piece of advice Nathan gives us as regards mistakes?

POLL

Mistakes and failures are not signs of weakness but opportunities for growth. Black Box Thinking teaches us that learning from errors—like in aviation—can lead to continuous improvement in both our personal and professional lives. Instead of ignoring or hiding mistakes, we should analyze them, refine our approach, and create systems that help us improve.

Cast your vote in the poll that revises some of the points from this lesson.

Which mindset leads to the most growth?
What is one key lesson from Black Box Thinking?
How can organizations benefit from an open approach to failure?
What is the biggest challenge in learning from mistakes?
Do you think a “Black Box” approach could help you improve in your personal or professional life?
0 votes

×
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DISCUSSION

REFLECTING ON THE MEETING

Here’s a dialogue between Alita and Pete as they drive back to the office, reflecting on their failed client meeting using insights from Black Box Thinking:

Read (role-play) their dialogues.

Alita: Well… that didn’t go as planned. The client wasn’t convinced at all.

Pete: Yeah, I could tell. They kept asking tough questions, and we didn’t have strong answers. I hate to say it, but we lost their trust.

Alita: I know. But let’s think about this the way we learned in the training. Instead of blaming the client or making excuses, we should treat this as a system failure, not a personal one.

Pete: Right, the idea that mistakes aren’t about individual failure but about improving the process. So, what went wrong in our system?

Alita: For one, we weren’t fully prepared for their objections. We assumed they’d be excited about our proposal, but we didn’t think through the risks they’d see.

Pete: Yeah, and we didn’t ask enough questions before jumping into the pitch. We could have spent more time understanding their concerns instead of just presenting our solution.

Alita: Exactly. And remember what the author said? Failures should be analyzed, not ignored. If we treat this as a one-off, we won’t improve. But if we take a “Black Box” approach, we can figure out what needs to change for next time.

Pete: Good point. So, what can we do differently next time?

Alita: First, we need a better system for preparing meetings. Maybe we should list all possible objections in advance and come up with strong responses.

Pete: And instead of assuming we know what the client needs, we should start by asking more questions and listening before we pitch.

Alita: That would help a lot. And we could do a quick debrief after every meeting—just like they do in aviation—to spot mistakes and make adjustments.

Pete: I like that. It turns failure into a learning tool instead of something to be ashamed of.

Alita: Exactly. Failure is only wasted if we don’t learn from it.

Pete: Okay, let’s write this down when we get back. And next time, we’ll be ready.

OVER TO YOU

Discuss the questions below. Refer to the information from the lesson and your own experience.

BulletCan you think of a time when you learned something important from a mistake? What happened?
BulletWhy do some people find it difficult to admit mistakes? How can we make it easier?
BulletWhat do you think is a better approach—hiding mistakes or sharing them? Why?
BulletIn what ways can businesses or schools create a “Black Box” approach to learning from failure?
BulletHow do you usually react when something goes wrong at work or in your personal life? Do you think you could change your approach?

lesson glossary

COMMENTS

Share your views and experience here.

Leverage Points – How to get unstuck in work and life – Dan Heath

Leverage Points – How to get unstuck in work and life – Dan Heath

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Leverage Points – How to get unstuck in work and life – Dan Heath
Learn more words

THE BLUE TREE

Personal
Productivity

CEF B1

CEFR C1

Advanced

Practise speaking by describing this image

warm up

Answer the questions below. Then listen to the model answers and think how you could improve yours.

Think about something in your work or life that you would like to work better or more smoothly. What is it?
TRANSCRIPT

I’d like my mornings to be smoother. Even when I wake up early, I often feel rushed. One leverage point could be preparing the night before—choosing my clothes, packing my bag, and planning breakfast. Another is avoiding my phone in the morning, which helps me stay focused. I’ve noticed that on the days I follow these steps, my mornings feel calmer. If I make these habits consistent, I think I can start each day with less stress.

Is there was one thing you could improve about your work flow, what would it be? How would this improvement affect your results at work?
TRANSCRIPT

If I could improve one thing about my workflow, it would be reducing distractions. I often start a task, but then emails, messages, or sudden requests pull me away. A simple leverage point could be setting focused work periods—turning off notifications and blocking time for deep work. If I did this consistently, I’d finish tasks faster and with better quality. It would also reduce the stress of constantly switching between tasks.

What is the biggest constraint hindering the performance of your team, department or a company?
TRANSCRIPT

The biggest constraint in our team is the constant change of strategy. Just when we start making progress on one approach, leadership shifts direction, and we have to start over. This creates confusion, slows us down, and makes it hard to build momentum. A key leverage point would be committing to a strategy for a set period before evaluating results. If we had more stability, we could focus on execution rather than always adjusting to new plans.

part one

BRIGHT SPOTS: FINDING WHAT WORKS

When we face challenges, we often focus on what’s wrong. But what if the best way to improve is to study what’s already working? This idea, known as Bright Spots, means identifying successful moments and learning from them. Instead of fixing problems from scratch, we can replicate and expand what’s already effective.

In the following dialogue, Alita and Pete discuss how focusing on Bright Spots can help a team improve performance. Read and think about how this approach could apply to your own work or life.

Alita: Hey Pete, have you had a chance to listen to that podcast with Dan Heath about getting unstuck?

Pete: Yeah, Alita, I did! It was really interesting, especially the part about focusing on bright spots. It got me thinking about our team’s challenges.

Alita: Me too! The idea of studying what’s already working, instead of just dwelling on problems, seems so much more productive.

Pete: Exactly! I mean, think about the last project we had. We spent ages dissecting what went wrong. What if we’d spent that time figuring out what aspects did go well and how we could replicate them?

Alita: That’s what Dan Heath and his brother Chip were saying. Find out what makes your most satisfied employees happy. Try to replicate it for everyone.

Pete: It’s like that example in the podcast about families. Instead of always focusing on the bickering, try to understand when the kids are getting along and what’s causing that positive behaviour.

Alita: Right. Spot the good moments. It’s not about ignoring the problems, but shifting the focus.

Pete: I tried this at home the other day. My son is a very messy kid and he never puts away his toys. Instead of yelling at him, I asked myself, When does this not happen?

Alita: And what did you figure out?

Pete: Well, he likes to put away his cars into his car-shaped toy organizer. So I figured, if he likes parking his cars there, maybe he would like to “park” his other toys in similar containers. So I bought him a spaceship-shaped container for his action figures, and a treasure chest for his pirate toys. Now he likes tidying up.

Alita: That’s a great story. It’s like that therapist, John J. Murphy, in the podcast, who focused on the mornings when the mother wasn’t yelling at her daughter.

Pete: Precisely! They looked for solutions, instead of dwelling on the problems. It’s a small shift, but it can make a big difference.

Alita: So, how could we apply this ‘bright spots’ idea to our team?

Pete: I was thinking about Sarah. She always seems to hit her deadlines and her clients seem happy. Maybe we could shadow her for a day, see what her work habits are, and then share those insights with the rest of the team.

Alita: That’s a great idea! Instead of assuming we know why she’s successful, we actually go and see the work, as Dan Heath would say.

Pete: Exactly! And maybe we could also do a quick survey, asking everyone what aspects of their work they genuinely enjoy and feel they excel at.

Alita: And then we look for common threads, things we can amplify across the team. It’s about creating a positive feedback loop, instead of constantly firefighting.

Pete: I agree. Let’s propose this to the team lead. Focusing on bright spots could be a real game-changer for us.

Alita: Definitely. It’s about designing a system for success, instead of accepting that things are just “the way they are”.

COMPREHENSION

Answer these questions about Bright Spots.

BulletWhy is focusing on bright spots more effective than just analyzing problems?
BulletHow did Pete use the bright spots approach to help his son clean up his toys?
BulletHow can identifying bright spots improve teamwork and workplace performance?

part two

CONSIDER THE GOAL OF A GOAL

Sometimes, we get so focused on achieving a specific target that we forget why we set it in the first place. This concept, “the goal of the goal,” helps us step back and ask: What are we really trying to accomplish?

Chasing numbers—like higher sales, more followers, or perfect ratings—can lead us to lose sight of the bigger purpose. Instead of blindly following metrics, we should ensure they align with real success.

In the next dialogue, Kat and Sven explore how asking the right questions can help teams avoid “goal lock” and make more meaningful progress.

Kat: Morning, Sven! Did you manage to listen to more of that podcast with Dan Heath?

Sven: I did, Kat! I was really struck by the section on “consider the goal of the goal.” It feels incredibly relevant to some of the issues we’ve been having with our marketing campaigns.

Kat: Absolutely! It’s so easy to get fixated on metrics and targets without really thinking about the bigger picture, isn’t it?

Sven: Precisely! We focus on the immediate goal and we miss what we are really trying to achieve. Think about our social media strategy. We’re constantly pushing for more followers and higher engagement rates.

Kat: Yes, the goal is to get more followers. But are those metrics actually translating into increased sales or brand loyalty? Are we really getting anything from it?

Sven: That’s exactly my point! We need to ask ourselves, “What’s the goal of the goal?” In this case, the real goal isn’t just to amass followers, but to build a community of engaged customers who ultimately purchase our products.

Kat: So, how do we shift our focus?

Sven: Well, instead of solely chasing follower counts, we could prioritise creating higher-quality content that resonates more deeply with our target audience. Content that offers value, sparks conversations, and builds trust.

Kat: That makes sense. It’s about quality over quantity. Like the example in the podcast about customer surveys at the car dealership.

Sven: Exactly! The dealership was so focused on getting perfect scores on the surveys that they forgot about the real goal: ensuring customer satisfaction and building long-term relationships1.

Kat: It reminds me of Father Richard Rohr’s question from the podcast: “What are we really doing when we are doing what we are doing?”

Sven: Very insightful! I think we can use that in a lot of situations. Think of our new “Wellness Initiative”. The purpose is fellowship, but are we truly enriching people’s lives or are we just “talking about dumb stuff with this dumb program”?

Kat: So how do you think that applies to our work?

Sven: We could also re-evaluate our performance metrics. Instead of just tracking website traffic, we could focus on metrics that indicate genuine customer engagement, such as time spent on site, number of repeat visits, and conversion rates.

Kat: And perhaps solicit more qualitative feedback from our customers through surveys or focus groups to really understand their needs and preferences.

Sven: Precisely! It’s about using the data to inform our strategy, not to dictate it. The numbers should be a tool, not the master.

Kat: I also think that it is important that we are open to changing our initial goal.

Sven: Yes, being aware of “goal lock”. Maybe our original plan is not the best one and we can achieve our aim in a better way.

Kat: Okay, shall we propose this shift in perspective to the marketing director?

Sven: Absolutely. By focusing on the “goal of the goal,” we can create more meaningful campaigns that drive real results, rather than just chasing vanity metrics.

COMPREHENSION

Answer these questions about Bright Spots.

BulletWhy is it important to consider the “goal of the goal” instead of just focusing on the initial target?
BulletWhat example from the dialogue shows how a company lost sight of its real objective by focusing too much on a specific metric?
BulletHow can asking “What are we really trying to achieve?” help prevent ineffective strategies?

part three

GO AND SEE THE WORK

Many decisions in organizations are made based on reports, assumptions, or second-hand information. But to truly understand a problem, you need to see it firsthand. This idea, “Go and See the Work,” encourages leaders to step away from their desks and observe what’s really happening.

By doing this, they can uncover hidden inefficiencies, spot opportunities for improvement, and make better decisions. Instead of relying on distant metrics, they gain real insight into the challenges and successes of their team.

In the next dialogue, Liam and Aisha discuss how this approach can help solve workplace issues and create lasting improvements.

Liam: Aisha, have you had a chance to think about how we can apply some of those ideas from the Dan Heath podcast? I was particularly interested in the “go and see the work” part.

Aisha: Yes, Liam, that resonated with me too. It’s about getting a real understanding of what’s actually happening, instead of relying on reports and second-hand information.

Liam: Exactly! It’s so easy to be distant from the actual work product. I mean, think about the new software implementation. We’ve been getting updates from the project manager, but have we actually seen how it’s affecting people on the ground?

Aisha: No, we haven’t. We’re managing by reports and memos, instead of seeing reality. We’re hearing about deadlines being met, but not about the struggles people might be facing to meet them.

Liam: It reminds me of the corrugated box factory story in the podcast. The owner discovered a wasteful practice just by walking the factory floor and observing what was happening.

Aisha: It’s like the factory owner was embarassed by what he found.

Liam: Right. The podcast mentioned if you aren’t embarrassed by what you find when you go and see the work, you probably aren’t looking closely enough.

Aisha: So, how do we apply this “go and see the work” principle to our situation?

Liam: Well, we could spend a day shadowing some of the team members who are using the new software. See how it’s impacting their workflow, what challenges they’re encountering, and what workarounds they’ve developed.

Aisha: That’s a great idea! It’s like the vice principal who shadowed a ninth-grader to understand their experience of the school day. You can’t really know what’s going on until you immerse yourself in their world.

Liam: And it’s not just about looking for problems. It’s also about identifying potential bright spots. Maybe some team members have found innovative ways to use the software that we can share with others.

Aisha: True. Find out what makes your most satisfied employees happy. Try to replicate it for everyone.

Liam: We might think, how could we not know what’s going on with the software, but that’s not fair. The stuff that gets to our desk is plenty to fill up our day.

Aisha: It takes an unnatural act to make that possible.

Liam: Exactly! Also, I think it’s important that we approach this with a sense of humility and curiosity. It’s not about judging or criticising, but about understanding and learning.

Aisha: Agreed. And it’s important to ask the people on the front lines if we want to know how to fix the problem.

Liam: So, should we propose this to the team lead? Suggest that we dedicate some time to “go and see the work” and get a better understanding of the challenges and opportunities with the new software?

Aisha: Absolutely. It could be a real eye-opener and help us identify leverage points for improvement. It’s far more effective than just sitting in our office and looking at spreadsheets.

COMPREHENSION

Answer these questions about “Go and See the Work” levarage.

BulletWhy is it not enough to rely on reports and second-hand information when solving workplace problems?
BulletWhat example from the dialogue shows how observing work firsthand can reveal hidden inefficiencies?
BulletHow can the “Go and See the Work” approach improve decision-making in a company?

part four

Constraints: Identifying What Holds You Back

Every system has a constraint—something that limits performance or slows progress. Instead of trying to fix everything at once, a smarter approach is to identify the biggest bottleneck and focus on removing it. When you solve the key constraint, everything else can improve.

Great problem-solvers don’t fight constraints; they work with them. By understanding what truly limits progress, they can make small, targeted changes that lead to big results.

In the next dialogue, Chloe and Ben discuss how recognizing and managing constraints can help teams work more efficiently.

Chloe: Ben, I was wondering if we could talk about how to apply more of the ideas from that Dan Heath podcast. The section about constraints really caught my attention.

Ben: Hi Chloe. Yes, I remember that part. It’s about identifying the bottlenecks that are holding us back. It made me think about our project timelines.

Chloe: Exactly! Constraints are the things that are limiting factors. We’re constantly missing deadlines, and I suspect there’s a key constraint we’re not addressing.

Ben: So, where do we start?

Chloe: Well, the podcast used Chick-fil-A’s drive-thru as a brilliant example. They’re masters at managing constraints. They identified the menu board as a constraint and eliminated it by having employees take orders on iPads in the parking lot.

Ben: That’s a great example of thinking outside the box. So, what’s our menu board? What’s the most obvious constraint in our project process?

Chloe: I think it’s the approval process. Projects often get stuck waiting for sign-off from various stakeholders.

Ben: Yes, that’s a huge bottleneck. Things can sit in someone’s inbox for days, even weeks. So how do we eliminate that constraint? Do we get rid of approvals altogether?

Chloe: Not necessarily eliminate, but rethink the process. Maybe we can implement a system where approvals are automated for certain types of tasks or projects.

Ben: Or perhaps we could delegate approval authority to team leads for smaller decisions, freeing up senior management to focus on the bigger picture.

Chloe: Exactly. It’s about streamlining the process and removing the bottleneck. But the podcast also mentioned that when you eliminate one constraint, another one pops up.

Ben: True. So, if we speed up the approval process, what’s the next likely bottleneck?

Chloe: Probably resource allocation. If projects get approved faster, we might not have enough people or equipment to handle the increased workload.

Ben: Okay, so we need to anticipate that and have a plan in place to address it. Maybe we can cross-train team members so they can handle different tasks, or invest in additional equipment.

Chloe: It’s important to remember that you always have a constraint. The idea is to identify it and eliminate it. Then find the next one.

Ben: It’s a continuous process of improvement. Like in the podcast, Tony Fernandez had a very disciplined approach to fast food flow. He chased one constraint at a time.

Chloe: Exactly! And the goal is to improve our system by eliminating the number one thing holding us back.

Ben: Should we propose a “constraint identification” meeting to the project team? We can brainstorm potential bottlenecks and come up with solutions to address them.

Chloe: Definitely. By focusing on constraints, we can unlock significant improvements in our project timelines and overall efficiency. It’s about finding that leverage point where a little bit of effort yields disproportionate returns.

COMPREHENSION

Answer these questions about “Constraints” levarage.

BulletWhat is a constraint, and why is it important to identify the biggest one first?
BulletHow did Chick-fil-A use constraint management to improve its drive-thru service?
BulletWhy does solving one constraint often lead to another appearing, and how should teams handle this?

part five

Restacking Resources: Using What You Have More Effectively

Improvement isn’t always about doing more—it’s about rearranging what you already have. Instead of simply adding new tasks, successful teams shift their focus and redistribute time, energy, and resources to what truly matters.

By letting go of less important activities, they create space for what drives real progress. The key is not to add but to replace.

In the next dialogue, Alice and James explore how restacking resources can boost efficiency without overwhelming the team.

Alice: James, I’ve been thinking about how we can apply the “restacking resources” idea from that podcast to improve our team’s performance.

James: Alice! That’s interesting. As I recall, restacking resources is about how to find fuel to push on the leverage point. Can you explain that a bit more?

Alice: Of course. Restacking resources is a way to find some fuel and it means that change is not about and, it’s instead of. Instead of adding one more thing to our employees, we have to replace a task.

James: Right, it’s about reconfiguring what we already have, rather than just adding more to everyone’s plate. So, how do we identify what to “restack?”

Alice: Well, the podcast mentioned that a lot of times, especially in organisations, when people start talking about change, it’s like one more thing to add to the pile. It’s like we’re going to do everything we did yesterday and this new thing that the boss is excited about.

James: So how can we apply this to our team?

Alice: Maybe we can re-evaluate our current projects and identify tasks that are no longer a priority or that could be delegated or automated.

James: That makes sense. If something has become a priority, we want to push toward that new priority, we’ve got to give somewhere else.

Alice: Exactly. We need to “steal from the over-coddled and give to the under-coddled”. Take resources from less important tasks and allocate them to the areas where they’ll have the biggest impact.

James: Okay, so practically, we should identify the people who are more and less precious to us. It’s those people who are most precious to us that deserve more of our time and energy.

Alice: And wouldn’t it be smarter to kind of steal from the over-coddled people to give more availability to the people we care most about?“.

James: Do you think it would be helpful to hold a team meeting to brainstorm these ideas?

Alice: Yes. That way everyone can propose what they think their priorities are and what tasks can be deprioritised.

James: Good plan. Hopefully we can boost the team’s productivity and not add stress by applying the restacking resources idea.

COMPREHENSION

Answer these questions about “Restacking Resources” levarage.

BulletWhy is restacking resources more effective than simply adding new tasks?
BulletWhat does the phrase “change is not about ‘and,’ it’s ‘instead of’” mean in the context of improving efficiency?
BulletHow can shifting resources from low-priority tasks to high-impact areas benefit a team or organization?

part six

Bursts: Working Smarter, Not Just Harder

Big projects often drag on because work is scattered over long periods. Instead of making slow, incremental progress, a more effective approach is to concentrate effort into short, intense bursts of focused work.

By dedicating uninterrupted time to a single priority, teams can build momentum, see quick results, and stay motivated. This method isn’t about working more—it’s about working with greater intensity for a short time to unlock real progress.

In the next dialogue, Rowan and Harper discuss how using bursts can help teams get unstuck and achieve faster, more meaningful results.

Rowan: Harper, I’ve been looking into more of Dan Heath’s ideas and I’m intrigued by this concept of “bursts”.

Harper: Hey Rowan! Right, I remember that. Bursts are focused outputs of energy, right?

Rowan: Precisely. The podcast mentioned that a burst is a focused output of energy, different from the standard way of working hard. How do you think that applies to our team?

Harper: Well, I guess it’s about working denser, not necessarily harder. The podcast suggested that if you can work on some new priority for 30 focused hours on that priority in one week, that’s probably going to be the equivalent of 100 hours that you scattered and fragmented across six months.

Rowan: Exactly. It’s better to push hard in a concentrated way, in a collaborative way all at once, maybe leaving other things on the wayside, to focus on the new priority.

Harper: So, instead of spreading our efforts thinly across multiple projects, we concentrate on one key area for a short, intense period?

Rowan: Exactly! Think about that website redesign we’ve been putting off. Instead of squeezing in a few hours each week, what if we dedicated a week to it?

Harper: A whole week? That would mean putting other tasks on hold.

Rowan: Yes, but the idea is to create momentum and see real progress. The podcast even referenced the psychological impact; you actually start seeing some progress.

Harper: I see what you mean. It’s like pushing up a stuck window; the initial effort is the hardest, but once it starts moving, it becomes easier.

Rowan: Exactly! It creates a flywheel of motivation. Plus, Scrum uses sprints, which is basically a burst.

Harper: So what would a “burst” look like in practice for the website redesign?

Rowan: We’d start with planning, schedule an intense amount of activity, and clear our calendars, get in the same room to work on the same problem. We would need to:

  • Define clear goals: What do we want to achieve during the week?
  • Schedule dedicated time: Block out the entire week for focused work.
  • Collaborate intensely: Work together in the same space to solve problems quickly.
  • Limit distractions: Minimise meetings and other interruptions.

Harper: Okay, that sounds intense, but also potentially very effective. It’s an antidote to how mind-numbing it can be to get something changed because you’re working through meetings and then to align calendars. So a burst helps to counter this?

Rowan: Yes, that’s right. A burst is the antidote.

Harper: Do you think it would be worth trying a “burst” approach for the website redesign?

Rowan: Absolutely. It could be a game-changer. If we can clear our calendars and get in the same room to work on the same problem, boy does it pay off down the road.

Harper: Okay, I’m convinced. Let’s propose it to the team lead and see if we can make it happen. It’s about doing the work, not just talking about it.

COMPREHENSION

Answer these questions about “Burst” levarage.

BulletHow does working in short, intense bursts differ from spreading work over a long period?
BulletWhy can bursts of focused work lead to better motivation and quicker results?
BulletWhat steps can a team take to implement the burst method effectively?

POLL

Cast your vote in the poll below.

Which of these leverage points do you find the most effective in your circumstances?
1 vote

×

Check out this mind map based on the podcast by artofmanliness (1053) where Brad talks to Dan about these levelrage points. 

The original podcast is here.

lesson glossary

COMMENTS

Share your views and experience here.

Idioms with brain and mind and left-right brain dominance

Idioms with brain and mind and left-right brain dominance

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Idioms with brain and mind and left-right brain dominance
Learn more words

THE BLUE TREE

Learn Words

CEF B1

CEFR B2

Upper
Intermediate

Practise English by describing this image

warm up

Answer the questions below. Listen to same people answering these questions. Report back or read the transcript to practise speaking.

Think of something that has recently blown your mind. What was it? Why was it so special?
TRANSCRIPT

“Recently, I watched a documentary about how scientists are using AI to decode ancient, unreadable manuscripts. It completely blew my mind! The idea that technology can uncover lost knowledge from centuries ago feels almost magical. It was so special because it reminded me of how much potential we have to connect with the past in ways we never thought possible. It also made me think about how tools like AI can help preserve history for future generations.”

Cast your mind back to your childhood memories. What comes back as the fondest memory?
TRANSCRIPT

“When I cast my mind back to my childhood, the fondest memory that comes to mind is building treehouses with my dad in the backyard. We spent entire weekends hammering nails, sawing planks, and figuring out how to make the treehouse as sturdy as possible. It was such a simple thing, but it felt like a grand adventure. What makes it so special is how it taught me teamwork and problem-solving, even at a young age, and it’s a memory filled with laughter and a sense of accomplishment.”

Men are believed not to like picking other people’s brains. How do you feel about asking others for help or advice?
TRANSCRIPT

“I actually don’t mind picking other people’s brains when I really need help or advice. I think it’s a sign of strength to admit when you don’t have all the answers. For me, it’s about learning from others who have different experiences or perspectives. Sometimes, it feels a bit awkward at first, but I remind myself that most people are happy to share their knowledge if you ask respectfully. Plus, it’s a great way to build relationships and show that you value someone’s expertise.”

part one

KEY LANGUAGE

There are many expressions and idioms with ‘brain’ and ‘mind’. 

Study these flashcards and make notes about the items which are new to you. 

WAS IT ‘BRAIN’ OR ‘MIND’?

Check how well you remember these expressions. 

Play this Multidecker game.

TALKING POINT

Discuss these questions. Share your opinions and experiences.

Use the idioms with ‘brain’ or ‘mind’. 

BulletWho’s the brain behind your most recent group project or activity?
BulletHave you ever been beating your brain out trying to solve a problem at work or school?
BulletDo you enjoy some brain candy like light reading or fun shows to relax after a busy day?
BulletWhat helps you get your brain in gear when you’re struggling to focus?
BulletDo you know someone who’s a real brain box in their field?
BulletWho in your family or friends is the most feather-brained, always forgetting things?
BulletIs there anything you currently have on your brain that’s hard to stop thinking about?
BulletWhen was the last time you picked someone’s brain for advice or ideas?
BulletAre you usually of one mind with your teammates or family when making decisions?

part two

LEFT OR RIGHT BRAIN

Apparently, our brains are organised into left and right parts. Each part is responsible for different functions.

Read this article and do the tasks that follow.

Unlocking the Power of Left and Right Brain Dominance
in Workplace Communication

Imagine your workplace as an orchestra. The left-brain thinkers are the precision-driven violinists, meticulously reading every note on the sheet, while the right-brain thinkers are the creative improvisers, adding flair and emotion to the melody. To create harmony, both must play in sync. So, how do we ensure this happens, especially in the vibrant, culturally diverse setting of a multinational corporation?

The Left Brain: The Engineer of Communication

The left brain loves structure. It thrives on logic, planning, and details. This is the side of the brain that ensures your financial reports are accurate to the last decimal and your project timelines are perfectly aligned. In communication, left-brain dominance shows up as:
Data-driven dialogue: Think about those meetings where every decision hinges on facts, figures, and charts. Left-brain communicators excel here, presenting their case with bullet points and logical flow.
Clear protocols: Ever wonder why some colleagues insist on following processes step by step? That’s their left brain ensuring nothing is missed.
But here’s the thing: too much focus on structure can sometimes make communication feel cold or robotic. Have you ever sat through a presentation that was technically perfect but left you feeling disconnected? That’s where the right brain steps in.

The Right Brain: The Artist of Connection

The right brain’s world is one of creativity, emotion, and intuition. It’s the part of the brain that sees the big picture and uses metaphors to turn dry data into compelling stories. Right-brain communication shines in:
Building connections: Imagine a manager who not only explains the company’s goals but also paints a vision of how your work contributes to a greater purpose. Isn’t that inspiring?
Innovative problem-solving: When faced with a challenge, right-brain thinkers often come up with unconventional solutions—the kind that make you say, “Why didn’t I think of that?”
However, being overly right-brained can lead to ideas that are brilliant but lack practical grounding. That’s why balance is key.

Finding Harmony in a Multinational Workplace

In a corporation with team members from around the world, communication styles can vary widely. Some cultures lean toward left-brain logic, while others embrace right-brain expressiveness. How do we bridge these differences?

1. Start with Awareness

Which side of the brain do you naturally rely on? Are you the data-focused analyst or the visionary storyteller? Recognizing your own style is the first step to improving communication.

2. Adapt Your Style

If you’re presenting to left-brain thinkers, focus on facts and structure. For right-brain audiences, weave a narrative that resonates emotionally. Ask yourself: “Am I speaking their language?”

3. Foster Collaboration

Great teams are like yin and yang. Pairing a detail-oriented left-brainer with a big-picture right-brainer can lead to exceptional outcomes. Have you ever noticed how the most effective brainstorming sessions combine both structured analysis and creative leaps?

A Challenge for You

The next time you’re in a meeting, observe your colleagues. Can you spot the left-brain communicator who’s obsessed with numbers? Or the right-brain teammate who’s always pitching bold ideas? Better yet, how can you bring out the best in both?

The Symphony of Communication

Ultimately, effective communication in a multinational corporation requires a blend of left-brain precision and right-brain creativity. It’s not about choosing one over the other but about finding the right balance to create a symphony of understanding, collaboration, and innovation.

So, what’s your role in this orchestra? Are you the violinist who ensures every note is perfect, or the improviser who breathes life into the melody? Or perhaps, like the best leaders, you’re the conductor, harmonizing both sides for a performance that leaves everyone inspired.

COMPREHENSION

Answer these questions. Use the information from the article.

Bullet1. How does left-brain dominance manifest in workplace communication, and what are its strengths?
Bullet2. In what ways does right-brain communication enhance workplace interactions, and what are its potential limitations?
Bullet3. According to the article, how can recognising your natural thinking style help improve communication?
Bullet4. What strategies does the article suggest for adapting your communication style to different audiences?
Bullet5. How can collaboration between left-brain and right-brain thinkers lead to better outcomes?
Bullet6. What does the article mean by creating a “symphony of communication” in a multinational corporation?
Bullet7. What are some examples of how cultural differences can influence communication styles in the workplace?

WHICH ONE IS IT: LEFT OR RIGHT?

Play this Multidecker game. Decide if the information on the card belongs to left or right brain.

PODCAST

Listen to a podcast about left-right brain dominance. The conversation focuses on how it may be applied to communication in an international corporation and is based on the material from this lesson.

part three

Create your own unique profile of left-right brain dominance. 

Download the Excel file below. Fill in the VALUE column with numbers 1-10 representing how strong each function is in your case. As you complete the form, you will see a great chart showing your brain dominance profile.

COMMENTS

What do you think about this idea of left-right brain dominance? 

Which of the idioms do you like the most?

Share your views and opinions below.

Why we work so much

Why we work so much

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Learn more words

THE BLUE TREE

Man & Society

CEF B1

CEFR B2

Upper
Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Listen to same people answering these questions. Report back or read the transcript to practise speaking.

Why do we work so hard, in your opinion? Is it really serving us well to work so much?
TRANSCRIPT

“I think we work so hard because society tells us that success comes from working long hours. Many people believe that if they stop pushing themselves, they will fall behind. Of course, hard work can bring success, but I’m not sure if it really serves us well to work so much. Many people are exhausted and don’t have time for their families or hobbies. I think balance is important. Working hard is good, but we should also enjoy life.”

How would your life be different if you didn’t have to work so much every day?
TRANSCRIPT

“If I didn’t have to work so much every day, my life would be completely different. First of all, I’d have more time for things I actually enjoy—traveling, reading, and spending time with friends. I’d also focus more on my health, maybe start exercising regularly instead of just sitting at a desk all day. But honestly, I think I’d still want to do something meaningful. Even if I didn’t need to work for money, I’d probably find a way to stay productive, maybe by volunteering or learning new skills. I just wouldn’t want to feel trapped in a never-ending work cycle.”

Some people argue that we should find our calling. Do you believe you have already found yours?
TRANSCRIPT

“I think finding a calling is not as simple as people make it sound. Some people know from a young age what they want to do, but for most of us, it’s a journey. I wouldn’t say I’ve completely found mine yet, but I’m getting closer. I enjoy my work, and it gives me a sense of purpose, but I also believe that a calling isn’t just about a job. It’s about the impact we make and the way we grow. Maybe our calling changes over time, and that’s okay. Right now, I’m focusing on learning and seeing where life takes me.”

part one

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 0:11 What had Andres done four years before he made this video?
  • ⌚ 0:15 How did he feel about this step?
  • ⌚ 0:26 What was he looking forward to?
  • ⌚ 0:30 What question did he ask himself?
  • ⌚ 0:57 What kind of boss was he for himself?
  • ⌚ 1:05 What question does Andres want to answer in this video?

part two

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 1:43 What is “traditional work ethic”?
  • ⌚ 2:04 How did Aristotle exemplify this ethic?
  • ⌚ 2:11 What is “Eudaimonia”?
  • ⌚ 2:19 What does the latin word for business “Negotium” literary mean?
  • ⌚ 2:39 What did Thomas Aquinas think about work?

part three

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the third part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 3:14 How did Luther and Calvin change this “Traditional Work Ethic”?
  • ⌚ 3:43 What does “Protestant Work Ethic” entail?
  • ⌚ 3:53 What did Erich Fromm say about this new work ethic?
  • ⌚ 4:17 What did one business owner complain about in 1694?
  • ⌚ 4:50 What did Oprah Winfrey say about our calling?

part four

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the fourth part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 5:08 How did companies leverage this work ethic?
  • ⌚ 5:45 How did Simon Sinek explain this?
  • ⌚ 6:03 How is this trend visible in politics?
  • ⌚ 6:42 What are modern “slaves”?
  • ⌚ 7:07 What does “enduring the tedium of scheduled life” mean for you?
  • ⌚ 7:18 Does Andres think the Protestant Work Ethic serve us well?

POLL

Cast your vote in the poll.

1. Which work ethic do you subscribe to?
Have you found your calling?
1 vote

×
w

DISCUSSION

Why we work so much

Alita, Pete, Kat and Rob are talking about the ideas from this lesson. They are in a restaurant. It’s Pete’s seventh anniversary of joining the bank. They share their views on what kind of bosses they were for each other. Rob is the only one working as freelance consultant. 

Read their dialogue. Whose views do you lean towards?

[Scene: A cozy restaurant with a warm atmosphere. Alita, Pete, Kat, and Rob are sitting at a table, enjoying a meal together. It’s Pete’s seventh anniversary of joining the bank, and they are reminiscing about work and discussing the ideas from their recent lesson.]

Alita: Pete, congratulations on seven years at the bank! That’s quite an achievement. How does it feel?

Pete: Thanks, Alita! Honestly, it’s strange. Seven years feels like a long time, but it also went by so fast. I’ve learned a lot, but sometimes I wonder if I’m just going through the motions.

Kat: I know what you mean. We spend so much time working that it becomes our identity. Do you ever feel like you’re working too much?

Pete: Oh, absolutely! But that’s how it is, right? We’ve been raised to believe that hard work is the path to success. The Protestant work ethic and all that.

Rob: [chuckles] You sound like someone from our lesson! But you’re not wrong. The idea that work defines us is so ingrained. That’s part of why I left the corporate world—I wanted work to serve me, not the other way around.

Alita: That’s brave, Rob. I sometimes wish I had the courage to do the same. But honestly, I like structure. I like knowing what I’m supposed to do and where my career is heading.

Kat: That’s interesting. Do you think you would still feel that way if you didn’t have great bosses? Speaking of which, Pete, you’ve worked with all of us. What kind of bosses were we for each other?

Pete: Oh, this could get awkward! [laughs] Okay, let’s see. Alita, you were always super organized and supportive, but sometimes I felt like you worried too much about getting everything perfect.

Alita: Guilty as charged. I just like things to be in order!

Pete: Kat, you were the most strategic. You saw the big picture, but sometimes I felt like you expected us to keep up with your pace even when we didn’t have all the details.

Kat: Fair enough. I do tend to move quickly and assume others will figure things out along the way.

Rob: And what about me, Pete? I was never your boss, but I bet you have an opinion.

Pete: Oh, definitely! Rob, you were always the free spirit—the one who questioned why things were done a certain way. Honestly, sometimes it was frustrating, but looking back, I see that you were just trying to challenge the system.

Rob: Exactly! I think work should be meaningful. If we’re going to spend so much time doing it, we should at least question whether it makes sense.

Kat: That’s a good point. I’ve been thinking about this lately—how much of our work is actually necessary, and how much is just keeping us busy?

Alita: That reminds me of what we discussed in the lesson. Maybe the old work ethic isn’t serving us anymore. Maybe we need a new way of thinking about work.

Rob: Agreed. I think the key is balance. Work should be a means to an end, not our entire identity.

Pete: I like that. Maybe for my next seven years, I’ll try to focus more on balance. And who knows? Maybe I’ll take a page from Rob’s book and explore something different.

Kat: That’s the spirit! But first, let’s raise a glass to your seven years. Cheers to work, life, and finding meaning in both!

[They all raise their glasses, laughing and enjoying the moment.]

OVER TO YOU

Discuss these questions.

BulletDo you think work should define who we are, or should it just be a means to an end? Why?
BulletIf you could design your ideal work-life balance, what would it look like?
BulletHave you ever had a boss or colleague who influenced the way you see work? What did they teach you?
BulletDo you believe that people work too much nowadays? What do you think would be a better approach?
BulletIf money wasn’t an issue, what kind of work (if any) would you still want to do?

lesson glossary

COMMENTS

What do you think of the ideas presented in this lesson?

Share your views and experience here.