How to adopt a strategic thinking approach in an organizational setting

1. 1Dr. I. Nor

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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12. Dr. I. Nor 12
What move shall I make?

13. Thinking Exercise For The Brain
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STAND
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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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16. 16Dr. I. Nor

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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18. 18Dr. I. Nor

19. 19Dr. I. Nor

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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21. 21Dr. I. Nor

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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28. Dr. I. Nor 28
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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35. Dr. I. Nor 35
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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40. Dr. I. Nor 40

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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