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Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
Ao m 2012
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Ao m 2012

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  • 1. Dramatic Dilemmas: Drama-based Decision SupportBaracskai, Dörfler, Stierand, Szendrey, Velencei
  • 2. CEO – strategic thinking sometimesprecedes, sometimes follows the actionThe essence of planning isachieving goals. In contrast theessence of strategic thinking isa fuzzy picture of the future –which is also likely to changeduring the implementation.We must realize thatcontinuous strategic thinking isindependent of both time andspace.
  • 3. CIO – don’t wait for the smart strategistThe revolutions announcedby “smart strategies” fromabove and the “technocraticprocess reforms” from theside are outdated.It is time for innovationsfrom wherever.Innovative organizationstypically concentrate on thechanges from below.
  • 4. CKO – strategic thinking can only beloosely describedThe desire for making thebusiness processesdeterministic indicates the lackof systemic thinking.Real system thinking alsoincludes the possibility of livingtogether with chaoticprocesses.We must realize that theprocess of strategic thinkingrequires a differentmanagement approach.
  • 5. CHO - strategic thinking may only getcitizenship in the right atmosphere(Re-)Setting the atmosphereis always about rethinkinghuman relationships.We must also pay attentionto mavericks whose strengthis thinking differently.In many ways the mavericksneed anti-leaders…
  • 6. new paradigm – we are all prisoners ofour paradigmsAny decision takers can onlysee reality through theirown paradigms and can adjust get away fromdescribe it only with the capacity sharks – or become oneconcepts they use in theirthinking. the innovation be the only might one succeedEveryone will see differentlythe reality of the innovationand its contradictions.
  • 7. new context – new concepts call for newcontest(s)Pitching innovative ideasrequires the new conceptsto be put into a context thatget the attention then andthere.Is a stable(?) web ofconcepts available?Einstein is most scientists’hero for his intellectualcourage.
  • 8. new validation – innovation does notneed planning but validationAny innovation is based oncreativity and any creativitymeans new knowledge.Whether the newknowledge is allowed intothe community is decided ina discussion.If it is allowed than it getsvalidated then and there.
  • 9. new identity – it is easier to copy than todevelop one, but “do I know who I am”?Decision takers stronglylean towards accepting intotheir organizations identitieswith transparent andfollowable rules.How do I know who I amuntil I see what I wear.Who wants to be told whatto do? Is more freedombetter?
  • 10. 4×4 DONT WAIT FOR A ACCEPT DIFFERENT CREATE INNOVATIVE DREAM BIG SMART STRATEGY STRUCTURES ECOLOGY (CEO) (CIO) (CKO) (CHO) new 1. RISKY VS. 2. ORIGINAL VS. 3. MEASURABLE VS. 4. REPLACEABLE VS. paradigm UNIMAGINABLE IMITATION IMMEASURABLE IRREPLACEABLE 5. RESPONSIBILITY VS. new 6. COMPLETE VS. 7. FACTS VS. 8. CONSUME-IDIOT VS. INTELLECTUAL context INCOMPLETE INTERPRETATION NETOCRAT INTEGRITY new 10. PRE-FILTER VS. 12. FRENETIC CHASING VS. 9. HOPE VS. POSSIBILITY 11. COOL VS. RETRO validation POST-FILTER URGENCY new 15. INTEGRATED VS. 16. RESOURCE VS. HUMAN 13. GLOBAL VS. LOCAL 14. MASSES VS. TRIBES identity DIFFERENTIATED BEING
  • 11. Drama: Romeo and JulietTis but thy name that is my enemy;Thou art thyself, though not a Montague.Whats Montague? it is nor hand, norfoot,Nor arm, nor face, nor any other partBelonging to a man. O, be some othername!Whats in a name? that which we call aroseBy any other name would smell as sweet;So Romeo would, were he not Romeocalld,Retain that dear perfection which heowesWithout that title. Romeo, doff thy name,And for that name which is no part oftheeTake all myself. (Act 2, Scene 2)
  • 12. dramatic dilemma: RISKY VS UNTHINKABLEIf an original innovationseeks answer to a questionwe could not even askbefore – then we arelooking at business througha different window.In any one moment into onedirection you can only lookthrough one single window the gods must be crazy…– but you can change theuniverse you are in…
  • 13. old concept 1: Vision Statement by thePlanning DepartmentTo make things secure: givethe leader instructions sotight and prescriptive that(s)he cannot make amistake.The role of the leaderbecomes to jitter for nochanges (surprises) in thefuture – at least until theimplementation is concluded
  • 14. old concept 2: Vision Statement basedon Causal RelationWe like causal relations asthey promise a world forwhich we can prepare –where the rules can beknown and there are alsorules according to whichthe known rules change.We are happy to deny theexistence of morecomplex relationships andprocesses.
  • 15. trigger concept: sensemakingHow we make sense of theworld is useful to us only.To make it potentially usefulto others they must beconvincing, sensible andtrustworthy.If the maverick makes sensedifferently than anyone else– how can this be shared?
  • 16. new concept 1: The Third Eye of the(New) AlchemistsGold and the Philosopher’sStone (something valuablefrom nothing or valueless).I proudly presented myoriginal ideas to the leadersof the bank: Have there been any banks who did something like this before? No – yours will be the first!
  • 17. new concept 2: Black SwanAll basketball players are tallbut not all tall people arebasketball players.Being unique in differentways – business as unusual.Why the CEO is notinterested in the ROI forcreating a Corporate Uljana Semjonova: 214cm, 140kgUniversity?

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