Recently, a colleague called me after reading one of my articles where I introduce my concept of cognitive objects and cognitive processes. The result for me was quite the scolding!

“Why aren’t you screaming these concepts from the rooftop?!?!”

“Why aren’t you making it crystal clear that these concepts are totally your creation? Your intellectual property? One reason I called was to check on that. I couldn’t tell, but I knew I hadn’t heard this stuff before.”

“Do you realize that these two phrases have made sense out of the chaos in my head?”

Oh, dear! I have been remiss. Again!

So let me make amends as quickly as possible and explain.

Here, in the smallest possible nutshell, is what bowled my colleague over with such enthusiasm. I hope my cognitive objects and cognitive processes clear your head as well!

1. We all know that defining and refining processes leads to far greater efficiencies and superior results.
2. We’ve made tremendous strides worldwide in the last few decades by focusing on process improvement. Quality is way up. Costs are way down. Defects, rework, bandages, fire fighting, and downtime are all seriously improved and we have profits to show for it. Precision is the name of the game and the benefits are obvious.
3. The improvement has been so dramatic that most organizations expect zero defects and far better than 99% uptime. They simply don’t tolerate disruptions to their production processes. Customers expect near perfection now as well.
4. These glorious process improvement efforts have been focused exclusively on physical processes that move physical objects. Parts moving through assembly like clockwork. Just-in-time materials moving from the supplier to the end-user following the shortest and fastest path. Paperwork flowing smoothly without piling up or doubling back.
5. None of these process improvement efforts have addressed cognitive processes that move cognitive objects. Things like ideas, decisions, and plans.
6. Most people don’t have any idea how to enumerate the steps of the cognitive processes they use every day. For example, take the most common cognitive process: decision making. We make decisions all day long. And yet, if you asked the people in your organization to describe the steps they use to make decisions, I bet you would get as many answers as people asked. That is assuming you don’t just get stunned silence.
7. Many employees spend more than 80% of their day dealing with cognitive objects. They aren’t pushing parts and paperwork. They are pushing ideas. They are making decisions and trying to persuade others. They are strategizing. Planning. Problem-solving. And much of that time passes with little to show for it despite, or maybe because of, all the time spent in meetings. Meetings presumably called for the sole purpose of moving cognitive objects.
8. And, when you think about it, you will realize that much of the time we don’t even know what cognitive object we are pursuing. We certainly aren’t in agreement as to what cognitive object we are after.
9. While we tolerate no disruptions in our production processes, we expect nothing but disruptions for our cognitive processes. Painfully slow decisions are an accepted norm. Second-guessing and circuitous arguments thrive. Hour-long meetings that beget nothing but additional hour-long meetings surprise no one. The bar could not be lower! Why don’t we expect zero defects and 99.9% uptime – i.e., concrete, discernible progress – when we are moving cognitive objects just as we expect with physical objects?
10. If we brought the same attention to cognitive processes as we have to physical processes, we would realize the same kind of gains. People would always know what they were trying to accomplish and how to get there. Everyone would be able to contribute their best and accomplish far more.
11. The ideas presented here are mine and mine alone. In other words, I approve this message!

There! My colleague should be happy now. I hope you found this helpful as well!