Gestalt
“In the simplest terms, gestalt theory is based on the idea that the human brain will attempt to simplify and organize complex images or designs that consist of many elements, by subconsciously arranging the parts into an organized system that creates a whole, rather than just a series of disparate elements. Our brains are built to see structure and patterns in order for us to better understand the environment that we’re living in.“
We’re all trying to find some sort of order in all the chaos that seems to envelop our lives and leadership. That has never been more true than the age we are in currently, but maybe it has always been so.
Gestalt theory is often referenced with this idea: the whole is greater than the sum of its’ parts.
I was at a non-fiction writing conference one time and they were talking about how this applies to marketing. If you leave a negative space where a symbol or word (as part of a phrase) would logically go, it is a powerful way to engage the brain. If we hear or see something we have a thousand times, it barely registers.
But when you leave out one letter from a word, one word from a phrase, or an obvious symbol, your brain engages to fill in the blank or the negative space. Kind of like when you see one letter burned out on a sign at night. You don’t reinterpret the meaning of the sign’s new spelling, you add in the missing letter.
I was in a meeting with a very gifted graphic designer yesterday who was employing this idea while rebranding an international ministry we have been working with in Africa. He reminded us of the power of the gestalt theory. The work was inspired. (The team at RedDoor Creative continues to exceed the incredibly high standards they have already established!)
When we craft vision statements for clients, they are astounded by the power of that experience. Most people’s idea of a vision statement is a more ethereal version of their mission or purpose statement. Ours is a very detailed picture of what the company will look like when it is fully mature at some point in the future.
What will culture look like?
How many employees?
Locations?
Nature of the product mix?
How much sales?
How much profit?
How will the company be known?
Technology?
Reputation?
Processes?
Procedures?
Etc.
Once the picture of the future is clear, we help them craft the organizational design of the future. What will the future team ideally look like? And we do that without any names in the boxes. We are designing what is right without any constraints on how we are structured now or who is currently on their team. So much freedom and possibility.
Then we start to fill in all the negative space of those boxes representing positions. What current team members fit in that future? What training and growth will they need to fit there? Who won’t fit in our future? We start to map some to that future. We create a development plan for others. The courage of our conviction is forced and we determine those that need to leave.
It is sad how few companies utilize current or future org charts or the incredible clarity and power they offer.
The negative space of those empty boxes forces us to fill in that negative space with endless possibilities that not only clarify all our next steps but confirm that this inspired future will actually happen.
Consider
Do you have a clear picture of what your company will look like in the future?
Do you have a clear understanding of the team you will need to realize that future?
Do you know who needs to stay, who needs to grow, and who needs to leave?
What is it going to cost you in time, money, and frustration to not stop and figure this out?