Strategic Thinking Skills

22,686 views
22,299 views

Published on

Skills, Research and Application

Published in: Business, Technology
3 Comments
18 Likes
Statistics
Notes
No Downloads
Views
Total views
22,686
On SlideShare
0
From Embeds
0
Number of Embeds
590
Actions
Shares
0
Downloads
1,535
Comments
3
Likes
18
Embeds 0
No embeds

No notes for slide
  • 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

    1. 1. Habit #2 Agility The Strategic Thinking Skills<br />1<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    2. 2. Strategic Leadership requires the ability to think through Synthesis as well as Analysis; Nonlinearly as well as Linearly; Implicitly as well as Explicitly.<br />2<br />
    3. 3. Habit 2 Skills Sets Needed <br />3<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    4. 4. Habit 2 Conceptual Skills<br />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.<br />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.<br />4<br />
    5. 5. The Strategic Thinking Skills<br />Systems Thinking <br />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<br />
    6. 6. 6<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    7. 7. Habit 2<br />Systems Thinking<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />7<br />
    8. 8. Examples – Systems Thinking Skills<br />Good Habits<br /><ul><li>Try to extract rules and/or patterns from the information available
    9. 9. Find that in most cases external changes require internal changes
    10. 10. Search for the cause before taking action. 
    11. 11. Find that one thing indirectly leads to another
    12. 12. Try to understand how the facts presented in a problem are related to each other
    13. 13. Try to identify external forces which affect your work
    14. 14. Try to understand how the people in the situation are connected to each other
    15. 15. Investigate the actions being taken to correct the discrepancy between what is desired and what exists
    16. 16. Look for fundamental long-term corrective measures
    17. 17. Look for changes in the organization’s structure that lead to significant enduring improvement
    18. 18. Look at the ‘Big Picture’ in the information available before examining the details
    19. 19. Seek specific feedback on your organization’s performance
    20. 20. Think about how different parts of the organization influence the way things are done</li></ul>Bad Habits<br />View relationships individually as opposed to being part of an interwoven network<br />Break the problem into parts before defining the entire problem<br />8<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    21. 21. The Strategic Thinking Skills<br />Reframing<br />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.<br />9<br />9<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    22. 22. 10<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    23. 23. Framing and Reframing<br />11<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    24. 24. Examples – Reframing Habits<br />Good Habits<br /><ul><li>Seek different perceptions
    25. 25. Track trends by asking everyone if they notice changes in the organization's context.
    26. 26. Ask those around you what they think is changing
    27. 27. Engage in discussions with those whose values differ from yours
    28. 28. Use different viewpoints to map out strategies
    29. 29. Recognize when information is being presented from only one perspective 
    30. 30. Listen to everyone’s version of what happened before making a decision? 
    31. 31. Engage in discussions with those who have different beliefs or assumptions about a situation?</li></ul>Bad Habits<br /><ul><li>Find only one explanation for the way things work? ®
    32. 32. Decide upon a point of view before seeking a solution to a problem? ®
    33. 33. Create a plan to solve a problem, before considering other viewpoints? ®
    34. 34. Discuss the situation only with people who share your beliefs</li></ul>12<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    35. 35. 13<br />The Strategic Thinking Skills<br />Reflecting <br />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.<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    36. 36. 14<br />
    37. 37. Examples – Reflecting Habits<br />Good Habits<br /><ul><li>Review the outcomes of past decisions
    38. 38. Reconstruct an experience in your mind 
    39. 39. Consider how you could have handled the situation after it was resolved 
    40. 40. Accept that your assumptions could be wrong
    41. 41. Acknowledge the limitations of your own perspective
    42. 42. Ask “WHY” questions when trying to solve a problem
    43. 43. Set aside specific periods of time to think about why you succeeded or failed
    44. 44. Frame problems from different perspectives 
    45. 45. Connect current problems to your own personal experience and previous successes 
    46. 46. Stop and think about why you succeeded or failed
    47. 47. Reconstruct an experience in your mind to understand your feelings about it
    48. 48. Take into account the effects of decisions others have made in similar situations</li></ul>Bad Habits<br /><ul><li>Ignore past decisions when considering current similar situations? ®
    49. 49. Ignore your past experiences when trying to understand present situations</li></ul>15<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    50. 50. What does the research show?<br />Do Successful Executives and Managers Think Differently than less successful ones?<br />YES, INDEED!!!<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />16<br />
    51. 51. Successful Leaders Think Differently than Less SUCCESSFUL Leaders!<br />17<br />Pisapia, Reyes-Guerra & Yasin, 2006<br />Pang & Pisapia, 2006 <br />N=900<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    52. 52. Successful Benchmark Managers and Benchmark Executives Think similarly<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />18<br />
    53. 53. 19<br />A Comparison of Aspiring Leaders in 4 Countries Methodology<br />Data Collection<br />Instrument: The Strategic Leader Questionnaire. STQ©v4 measures the participant’s capability to think strategically. It included 17 items from Systems Thinking and Reflectionitems.<br />Translated into Mandarin and Malay and back translated into English.<br />English version used for comparison group, USA, and HK samples<br />Reliability – Exceeds .70 Alpha Standard Reflecting=.74 – Systems Thinking =.87 STQ Scale = .93<br />Validity. principle axis factoring method. Two factors (Systems Thinking and Reflection) with Eigenvalues greater than 1.0accounted for 52 percent of the variance. <br />Research Design<br />Exploratory multiple site sample using quasi experimental method contrasting use of systems thinking and reflection by location, gender, and age.<br />Timeline: 5 months<br />Sampling Plan<br />Sample size: 328 respondents<br />Sites chosen from lead researcher’s work sites.<br />Purposeful sampling of students preparing for educational leadership positions at 4 Universities.<br />Comparison group of practicing educational leaders <br />Data Analysis<br />Anova - SPSS<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    54. 54. Age & Systems Thinking<br />Age & Reflection<br />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 <br />20<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />
    55. 55. Agility of the Mind<br />STQ Study Findings <br />More Effective leaders use the three strategic thinking skills significantly more often than Less Effective leaders. <br />Pisapia, Reyes-Guerra & Yasin, 2006 - Pang & Pisapia, 2006 - N=900<br />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. <br />Skill use improves with age, experience, and education– the younger you are the less you use these skills. <br />Strategic thinking skills can be developed through training. There is a significant relationship between strategic thinking capabilities and self directed learning. <br />1/25/2010<br />Pisapia, J. (2009) The Strategic Leader.<br />21<br />
    56. 56. How can these results be used to select and develop leaders and organizations?<br /><ul><li>SELECTION
    57. 57. SUCCESSION PLANS
    58. 58. DEVELOP LEADERS
    59. 59. Ritz Carlton
    60. 60. Playtex
    61. 61. STRENGTHEN ORGANIZATIONS</li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />22<br />
    62. 62. The Strategic Leadership Framework<br />The Strategic Thinking Protocol<br />SYSTEMS THINKING<br />ANTICIPATING<br />REFRAMING<br />Statement <br />of Intent<br />AGILITY<br />ARTICULATING<br />REFLECTING<br />The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions. <br />1/25/2010<br />Pisapia, J. (2009) The Strategic Leader.<br />23<br />
    63. 63. Pisapia, J. (2009). The Strategic Leader. Charlotte: NC: IAP<br />24<br />He who controls others may be powerful, but he who has mastered himself is mightier still.&quot; <br />- Lao Tzu<br />
    64. 64. The Final Exam <br />Directions: With 4 strokes of your pen connect all the dots. <br />Do not lift your Pen from the Page<br />Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP<br />25<br />

    ×