In our view, thought leadership is, to a great extent, about the ability to shift paradigms. But how do organisations contribute to shifting paradigms? How do they articulate and share their novel viewpoints and build up understanding and trust among stakeholders, not to mention their employees? How do they get employees to see the bigger picture and how do they get them involved? How do they connect with other partners and build eco-systems of innovative thinkers and doers and how will this create ripple effects in spreading novel ways of thinking and instigating societal change?
We need to better identify the mechanisms that enable these ‘mind-triggering effects’. Triggering new ways of thinking amongst key stakeholders is an act of ‘sensegiving’. To study the impact of novel points of view on achieving paradigm shifts we developed a model that the Dutch School of Thought works with. The model serves as a good point of departure for studying how organisations contribute to paradigm shifts.