This workshop aims to develop participants' strategic thinking skills. Participants will learn about the structure and functions of the brain in the thinking process, and how to differentiate between strategic and tactical thinking. They will identify the key elements of strategic thinking and apply a strategic thinking process. The workshop covers topics such as left and right brain functions, critical and creative thinking, and attributes of a strategic thinker. It teaches a six-step strategic thinking model and uses the Six Thinking Hats technique to apply strategic thinking to issues.

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2. Dr. I. Nor 2
WHAT IS IN STORE?

3. This workshop will
explore the means to
develop participants’
strategic thinking
skills.
Where Am I Going?
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4. LEARNING
OUTCOMES
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5.  UnderstandThe Structure And Functions OfThe Brain
InTheThinking Process
 DefineThe Meaning Of StrategicThinking
 Differentiate Between StrategicThinking And Tactical
Thinking
 Identify Key Requirements And Elements OfThinking
Strategically
 List Key Components In A StrategicThinking Process
 Apply StrategicThinking In Strategy Formulation
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6. APPLICATION TO
THE WORKPLACE
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7.  Ability to create an environment in
which individuals can think more
strategically.
 Apply practical approaches for
identifying key strategic issues and
opportunities.
 Develop action plan to integrate
strategic thinking into strategic
planning, problem solving, and decision
making.
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8. PROGRAM
CONTENTS
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9. DAY ONE – Morning
 Structure ofThe Brain
a. The Left and Right Brain
b. Critical and CreativeThinking
c. TheThinking Process
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10. DAY ONE – Mid Morning
 StrategicThinking Demystified
a. What is strategic thinking
b. Application of strategic thinking.
c. Attributes of A StrategicThinker
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11. Structure of Strategic Thinking
Process
 a. Envisioning – ForwardThinking (Y)
b. Analyzing – AnalyticalThinking (W)
d. Evaluating – CriticalThinking (B)
e. Modifying – CreativeThinking (G)
g. Incubating – IntuitiveThinking (R)
h. Integrating – HolisticThinking (B)
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What move shall I make?

13. Thinking Exercise For The Brain
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STAND
I
WEAR
LONG
R
ROAD
A
D
CYCLE
CYCLE
CYCLE
T
O
W
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LE
VEL
KNEE
LIGHT
0
M.D
B.A
PhDI
---
O
O
O
O
ECNALG
MAN
BOARD
R E A D I N G
DEATH ----- LIFE

14. THEHUMANBRAIN
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15. Holistic
Parallel
Emotional
Intuitive
Subjective
Imaginative
Creative
Linear
Serial
Rational
Logical
Objective
Analytical
Critical
Corpus Callosum
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17.  I cdnuolt blveiee that I cluod aulaclty uesdnatnrd what
I was rdanieg. The phaonmneal pweor of the hmuan
mnid!
 Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy ,it
deosn't mttaer in what oredr the ltteers in a word are,
the olny iprmoatnt tihng is that the frist and lsat ltteer
be in the rghit pclae. The rset can be at aotlmsesand
you can still raed it wouthit a porbelm.
 This is bcuseae the huamn barin deos not raed ervey
lteter by istlef, but the word as a wlohe. Amzanig huh?
Yaeh, and I awlyas thought slpeling was ipmorantt.
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20.  Simply not possible….
 to achieve maximum sensitivity by thinking
of many things all at the same time
A B C
TIMEX
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22.  Repetition, Clarity, Sound and Colour
 allows the brain to maximize its sensitivity
by thinking of one thing at a specific time.
A B C
TIMEX
TIMEY
TIMEZ
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23. STRATEGIC
Meaning of
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24. STRATEGIC: Focusing on a long-term basis
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25. THINKING
Meaning of
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26. THINKING: mental process of deliberating
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27. THE PROCESS OF MAKING A MENTAL
PICTURE OF THE FUTURE AND
TAKING ACTIONS TO MAKE IT A
REALITY
StrategicThinking
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STRATEGICTHINKING COMPETENCIES

29. st
 A Systems Perspective
 The ability to understand
implications of strategic
actions.
 Liedtka
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30.  Intent Focused
 The ability to focus on and
leverage all the energies
with total commitment.
 Liedtka
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nd

31. Thinking inTime
 The ability to hold past,
present and future in mind
and to make better decision.
 Liedtka
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rd

32.  Hypothesis Driven
 The ability to ensure that
both creative and critical
thinking are incorporated
into strategy making.
 Liedtka
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th

33.  Intelligent Opportunism
 The ability to being
responsive to good
opportunities.
 Liedtka
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th

34. Thinking
about what
CAN be
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Envisioning
Analyzing
Evaluating
Modifying
Integrating

36. SixThinking Hats As AThinkingTool for
StrategicThinking
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37. Edward De Bono
• Leading
International
Authority on
Thinking skills
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38. Benefits of Six Thinking Hats
 Provide a common language
 Experience & intelligence of each person (Diversity of
thought)
 Use more of our brains
 Helps people work against type, preference
 Removal of ego (reduce confrontation)
 Save time
 Focus (one thing at a time)
 Create, evaluate & implement action plan
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39. W
B
G
R
Y
B
CHOOSE
AND
DECIDE
INPUT OF
VARIOUS
IDEAS AND
VIEWS
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41. Step 1 (White Hat) : Present the facts of the issue
Step 2 (Green Hat) : Generate new ideas on how the issue
could be improved
Step 3 (Yellow Hat): List the potential positive benefits of the
ideas
Step 4 (Black Hat) : List the probable negative drawbacks of
the ideas
Step 4 (Red Hat) : Get everybody’s gut feelings on the
proposed ideas
Step 5 (Blue Hat) : Summarize and conclude
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42. Six Thinking Hat Process Guidelines
 The person wearing the hat is to make sure that all
contribute to her/his thinking hat area discussion
 Spend 5 minutes on each thinking hat, starting with the
Blue hat
 Discuss the specific given topic using the thinking hat
 Make sure that at least one unusual idea is discussed and
recorded
 Use the form to document the results
› Spokesperson and recorder names
› Notes for each thinking hat and
› Conclusion
 End with the Blue Hat by sharing the conclusion
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43. Six Thinking Hats Form
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44.  The implemented strategies should be evaluated
and monitored according to set schedule.
 This is to ensure that the strategies are working
accordingly and does not deviate from what has
been planned.
 Any deviation encountered should be
immediately addressed and solutions found
before the situation becomes complicated.
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