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A month ago I wrote about HBS’ James Heskett’s research question on deep thinking—or the lack of it—in business and life.

Now, in Heskett’s typically masterful summing up he tells this story and says that it “captures much of the sense of the responses to this month’s question about why managers don’t think deeply.”

“A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, “Nothing.” His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, “Is he alright?” It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings.“

The summing up is valuable, but of far more value are the 136 comments from people around the world.

Take the time to read Heskett’s query and his audience’s thoughts, then ask yourself—how much deep thinking do you do?

Why? Why not?

Your comments-priceless

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James Heskett is a Baker Foundation Professor, Emeritus at Harvard Business School and posts some of the most intriguing research questions I see at HBS Working Knowledge (FREE registration),

This week is no exception.

“According to Gerald and Lindsay Zaltman, nearly all research techniques commonly used today probe humans only at their conscious level, though it is the subconscious level that really determines behavior.

Online forum OPEN for comment until June 26. Jim Heskett asks: What is your organization—and what are you—doing to bring more deep thinking into work and life?”

I hope you’ll take a moment and add your thoughts to the dialog.

Your comments-priceless

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