{"id":3860,"date":"2026-08-20T10:55:10","date_gmt":"2026-08-20T10:55:10","guid":{"rendered":"https:\/\/wpblog.indigobusiness.co.uk\/?p=3860"},"modified":"2026-08-20T15:21:55","modified_gmt":"2026-08-20T15:21:55","slug":"get-thinking-back-on-track","status":"publish","type":"post","link":"https:\/\/wpblog.indigobusiness.co.uk\/get-thinking-back-on-track\/","title":{"rendered":"When seniority derails a meeting \u2013 how to get thinking back on track"},"content":{"rendered":"

\"\"<\/a>A senior colleague raises an objection. The room changes. The idea being explored suddenly feels too risky to discuss. The person who suggested it goes quiet. Others who were about to contribute decide it is safer not to. The meeting moves on.<\/p>\n

The problem isn’t necessarily that the senior colleague is wrong; they may have spotted an important issue.<\/p>\n

The problem is that their intervention has changed the direction of the discussion before the group has had a chance to examine it.<\/p>\n

Knowing how to keep a meeting on track at that moment, without embarrassing anyone, shutting down a legitimate concern or losing the room, is a skill you can learn.<\/p>\n

How do you keep a meeting on track when someone senior takes over?<\/h2>\n

Here\u2019s an example. A logistics company is trying to understand why drivers are missing delivery windows after introducing a new routing system. Tom, the chair, uses Six Thinking Hats as the meeting framework. Priya, the Operations Director, is the most senior person in the room.<\/p>\n

Early in the discussion, Priya says, \u201cHonestly, we should just scrap the whole system and go back to the paper process.\u201d<\/p>\n

It’s a legitimate concern. But because it comes from the most senior person in the room, the people who were about to contribute decide not to.<\/p>\n

This is the moment most meetings quietly derail<\/h2>\n

Tom doesn’t challenge Priya’s view or allow it to become the direction of the meeting. He uses the Six Thinking Hats\u00ae structure to acknowledge the concern and keep the discussion moving.<\/p>\n

The team continues exploring the problem rather than immediately deciding whether Priya is right or wrong. As they work through the issue, a different picture emerges.
\nThe problem isn’t the whole routing system. The missed delivery windows are concentrated on a small number of routes and started after a recent software update.<\/p>\n

Priya was right to identify a problem. But abandoning the entire system isn’t the answer.<\/p>\n

The team identifies a more targeted solution that deals with the actual issue while keeping the parts of the new system that are working.\u00a0The important thing is that Priya’s concern was heard without becoming the conclusion.<\/strong><\/p>\n

How does Six Thinking Hats\u00ae help?<\/h2>\n

Using the Six Thinking Hats\u00ae<\/a> method gives the whole team a shared structure for thinking about an issue, rather than having everyone argue from a different position. That changes the dynamic:<\/p>\n

    \n
  1. It separates people from positions<\/strong> – Someone raising a concern isn’t necessarily \u2018the negative person\u2019. The team has a shared opportunity to examine risk.<\/li>\n
  2. It separates different types of thinking<\/strong> – Facts, risks, benefits and alternatives are explored deliberately rather than competing for attention all at once.<\/li>\n
  3. It gives the facilitator a neutral way to intervene<\/strong> – A useful contribution doesn’t have to be rejected just because it comes at the wrong moment. It can be acknowledged and brought back into the discussion when it can be properly considered.<\/li>\n<\/ol>\n

    Nobody has been told they’re wrong. Nobody has to win the argument. Challenge becomes about the thinking, rather than the person.<\/p>\n

    That can make a significant difference when junior colleagues are reluctant to challenge senior people, or when strong personalities tend to determine the direction of a discussion before all the options have been explored.<\/p>\n

    What do you learn in a Six Thinking Hats\u00ae workshop?<\/h2>\n

    Knowing the six hats is easy. Using them effectively when a real meeting starts to go off course is the skill.<\/p>\n

    In a Six Thinking Hats\u00ae workshop<\/a>, participants learn to use the framework to structure discussions, examine issues from different perspectives, generate alternatives and move toward better decisions.<\/p>\n

    They practice using the hats as a shared language for thinking together. That gives teams a practical way to redirect a discussion, without making the intervention personal. Instead of: \u201cYou’re shutting this down.\u201d It becomes: \u201cLet’s come back to that when we are looking at the risks.\u201d<\/p>\n

    The method gives the team a way to challenge ideas without challenging people. Find out more about Six Thinking Hats\u00ae.<\/p>\n

    See Six Thinking Hats\u00ae in action<\/h2>\n

    We’re running free 45-minute live demos of Six Thinking Hats\u00ae so you can experience the approach before deciding whether it’s right for your team.<\/p>\n