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Strategic Thinking Skills
 

Strategic Thinking Skills

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Skills, Research and Application

Skills, Research and Application

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  • Individuals with strategic thinking skills have the ability :To apply information and concepts to practice. To see the organization as a whole. To understand how various parts of the organization relate to and affect eachother.To diagnose, analyze, and synthesize. To discern meaning in and to establish relationships among events and bits of information that at first glance would appear to be discrete and unrelated.
  • We Conclude that the use of strategic thinking skills raising with age has implications for the teaching of these skills in educational leadership entry college programs as well as throughout the early career years. We recommendthat a significant effort be made by Universities to emphasize strategic thinking as part of their curriculum for students preparing for school leadership positions.
  • Why is agility a Core Competency of strategic leaders

Strategic Thinking Skills Strategic Thinking Skills Presentation Transcript

  • Habit #2 Agility The Strategic Thinking Skills
    1
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Strategic Leadership requires the ability to think through Synthesis as well as Analysis; Nonlinearly as well as Linearly; Implicitly as well as Explicitly.
    2
  • Habit 2 Skills Sets Needed
    3
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Habit 2 Conceptual Skills
    If an individual possesses conceptual skills that individual has developed the ability to apply information and concepts to practice. This involves the ability to see the organization as a whole and to understand how various parts of the organization relate to and affect eachother.
    Conceptualization involves diagnosis and analysis. Conceptual skills refer to the ability to discern meaning in and to establish relationships among events and bits of information that at first glance would appear to be discrete and unrelated.
    4
  • The Strategic Thinking Skills
    Systems Thinking
    Systems thinking refers to leaders’ ability to see systems holistically by understanding the properties, forces, patterns, and interrelationships that shape the behaviors of the systems which provide options for actions. This definition requires that leaders think holistically, defining the entire problem by extracting patterns in the information one collects before breaking the problem into parts
  • 6
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Habit 2
    Systems Thinking
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    7
  • Examples – Systems Thinking Skills
    Good Habits
    • Try to extract rules and/or patterns from the information available
    • Find that in most cases external changes require internal changes
    • Search for the cause before taking action. 
    • Find that one thing indirectly leads to another
    • Try to understand how the facts presented in a problem are related to each other
    • Try to identify external forces which affect your work
    • Try to understand how the people in the situation are connected to each other
    • Investigate the actions being taken to correct the discrepancy between what is desired and what exists
    • Look for fundamental long-term corrective measures
    • Look for changes in the organization’s structure that lead to significant enduring improvement
    • Look at the ‘Big Picture’ in the information available before examining the details
    • Seek specific feedback on your organization’s performance
    • Think about how different parts of the organization influence the way things are done
    Bad Habits
    View relationships individually as opposed to being part of an interwoven network
    Break the problem into parts before defining the entire problem
    8
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • The Strategic Thinking Skills
    Reframing
    Reframing refers to leaders’ ability to switch attention across multiple perspectives, frames, mental models, and paradigms in order to generate new insights and options for actions. It enables one to sort through problems and opportunities, to see problems in ways that allow them to map out different strategies, and identify trends before others see them.
    9
    9
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 10
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Framing and Reframing
    11
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Examples – Reframing Habits
    Good Habits
    • Seek different perceptions
    • Track trends by asking everyone if they notice changes in the organization's context.
    • Ask those around you what they think is changing
    • Engage in discussions with those whose values differ from yours
    • Use different viewpoints to map out strategies
    • Recognize when information is being presented from only one perspective 
    • Listen to everyone’s version of what happened before making a decision? 
    • Engage in discussions with those who have different beliefs or assumptions about a situation?
    Bad Habits
    • Find only one explanation for the way things work? ®
    • Decide upon a point of view before seeking a solution to a problem? ®
    • Create a plan to solve a problem, before considering other viewpoints? ®
    • Discuss the situation only with people who share your beliefs
    12
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 13
    The Strategic Thinking Skills
    Reflecting
    Reflection refers to leaders’ ability to weave logical and rational thinking together with experiential thinking through perceptions, experience, and information to make judgments as to what has happened and then creates intuitive principles that guide what is happening in the present to help guide their future actions.
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 14
  • Examples – Reflecting Habits
    Good Habits
    • Review the outcomes of past decisions
    • Reconstruct an experience in your mind 
    • Consider how you could have handled the situation after it was resolved 
    • Accept that your assumptions could be wrong
    • Acknowledge the limitations of your own perspective
    • Ask “WHY” questions when trying to solve a problem
    • Set aside specific periods of time to think about why you succeeded or failed
    • Frame problems from different perspectives 
    • Connect current problems to your own personal experience and previous successes 
    • Stop and think about why you succeeded or failed
    • Reconstruct an experience in your mind to understand your feelings about it
    • Take into account the effects of decisions others have made in similar situations
    Bad Habits
    • Ignore past decisions when considering current similar situations? ®
    • Ignore your past experiences when trying to understand present situations
    15
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • What does the research show?
    Do Successful Executives and Managers Think Differently than less successful ones?
    YES, INDEED!!!
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    16
  • Successful Leaders Think Differently than Less SUCCESSFUL Leaders!
    17
    Pisapia, Reyes-Guerra & Yasin, 2006
    Pang & Pisapia, 2006
    N=900
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Successful Benchmark Managers and Benchmark Executives Think similarly
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    18
  • 19
    A Comparison of Aspiring Leaders in 4 Countries Methodology
    Data Collection
    Instrument: The Strategic Leader Questionnaire. STQ©v4 measures the participant’s capability to think strategically. It included 17 items from Systems Thinking and Reflectionitems.
    Translated into Mandarin and Malay and back translated into English.
    English version used for comparison group, USA, and HK samples
    Reliability – Exceeds .70 Alpha Standard Reflecting=.74 – Systems Thinking =.87 STQ Scale = .93
    Validity. principle axis factoring method. Two factors (Systems Thinking and Reflection) with Eigenvalues greater than 1.0accounted for 52 percent of the variance.
    Research Design
    Exploratory multiple site sample using quasi experimental method contrasting use of systems thinking and reflection by location, gender, and age.
    Timeline: 5 months
    Sampling Plan
    Sample size: 328 respondents
    Sites chosen from lead researcher’s work sites.
    Purposeful sampling of students preparing for educational leadership positions at 4 Universities.
    Comparison group of practicing educational leaders
    Data Analysis
    Anova - SPSS
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Age & Systems Thinking
    Age & Reflection
    Reflection and Systems Thinking use rise as age rises Age group 20-25 used both Reflection and Systems Thinking skills significantly less than other age categories. No other significant differences were present in the data
    20
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • Agility of the Mind
    STQ Study Findings
    More Effective leaders use the three strategic thinking skills significantly more often than Less Effective leaders.
    Pisapia, Reyes-Guerra & Yasin, 2006 - Pang & Pisapia, 2006 - N=900
    There is a cumulative impact - The strength of the relationship between strategic thinking and leader success increases as leaders use the three dimensions in tandem.
    Skill use improves with age, experience, and education– the younger you are the less you use these skills.
    Strategic thinking skills can be developed through training. There is a significant relationship between strategic thinking capabilities and self directed learning.
    1/25/2010
    Pisapia, J. (2009) The Strategic Leader.
    21
  • How can these results be used to select and develop leaders and organizations?
    • SELECTION
    • SUCCESSION PLANS
    • DEVELOP LEADERS
    • Ritz Carlton
    • Playtex
    • STRENGTHEN ORGANIZATIONS
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    22
  • The Strategic Leadership Framework
    The Strategic Thinking Protocol
    SYSTEMS THINKING
    ANTICIPATING
    REFRAMING
    Statement
    of Intent
    AGILITY
    ARTICULATING
    REFLECTING
    The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions.
    1/25/2010
    Pisapia, J. (2009) The Strategic Leader.
    23
  • Pisapia, J. (2009). The Strategic Leader. Charlotte: NC: IAP
    24
    He who controls others may be powerful, but he who has mastered himself is mightier still."
    - Lao Tzu
  • The Final Exam
    Directions: With 4 strokes of your pen connect all the dots.
    Do not lift your Pen from the Page
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    25