The concept of “parallel thinking”, as well as its application and use in the “security” sectorʼs human resource management

Abstract

Making good decisions requires the perception, processing, and use of information in parallel, which is a new concept. This method avoids arguing, in contrast to traditional discussions where participants first announce their personal positions and then attempt to defend them. Here, the cartographic technique is employed, in which all viewpoints, alternate hypotheses, criticisms, and emotive opinions are freely communicated by being plotted on a shared map, on the basis of which decisions are taken in order to accomplish the desired outcome.

The foundation of parallel thinking is Edward De Bonoʼs “Six Thinkers Hats” approach, which may be used for both individual and group work. Group thinking, which allows creative and conflict-free solution-building, lies at the heart of this process.

The modelʼs application enables all parties to analyze a particular circumstance while taking into account its positive, negative, and emotional aspects, allowing the most appropriate judgments to be taken based on the suggested many alternative solutions.

The use of parallel thinking is common, not just in social relationships and academic areas but also in the administration of human resources in both the public and private sectors. Despite having some features typical of the so-called “power structures”, organizations in the “security” sector still conform to the major principles governing the operations of public sector institutions. The use of parallel thinking in information processing and decision-making by employees of organizations in the security sector will help on one hand to move away from the old debate-argumentative type of thinking, and on the other hand, the very constructions of the sector will respond to the rapidly changing conditions of the 21st century, which are characterized by their liberal views, setting non-violence and protection as a priority.