Tag Archives: Flexible Thinking

10 steps to better decision making

How do we get our heads around all that is going on around us, so we can create powerful ideas, solve problems and make decisions?  Effective decision making involves three high performance leadership behaviours: ‘information search’, ‘idea creation’ and ‘flexible thinking’.

These are the ten key steps involved:

Information Search:

  1. Clearly define the situation or goal.
  2. Create a value for research and knowledge gathering throughout your team.
  3. Collect as much information as possible from a board range of sources, from both ‘within’ and ‘outside’ of the situation to get a wide rich viewpoint of what’s going on. Governmental regulations, legal developments, market conditions, economic factors, market research and technological developments can all affect the situation.

Idea Creation

  1. Form ideas and judgements from the information available.  Link in the information from the wider environment to make better sense of the situation.  Don’t get bogged down by the details – look at the ‘whole’.
  2. Involve others to encourage the generation of ideas. Brainstorm all alternatives.  Entertain all ideas at this stage.

Flexible Thinking

  1. Consider at least two viable solutions or options.  Hold options in ‘parallel’ not ‘in series’.
  2. Compare the pros and cons of all solutions simultaneously.
  3. Consider the consequences and impact of each option.  Who does it impact?  Is it achievable? Are the timescales realistic?

Decision Time

  1. Based on your analysis, choose the best possible option, form an action plan and implement your decision. Be specific and set measurable targets.
  2. Hope for the best, but plan for the worst.  Always have a backup plan.  Implement a process for continuous review so, if new information arises, you are ready to revise and adapt.

 

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Why junior managers need to develop strategic behaviour

My360plus gathers feedback on the frequency of observed behaviour at various objectively defined ‘levels’ of behaviour.

We were asked by a client last week if we could remove from our questionnaire the statements that probe ‘strategic’ level behaviour on the grounds that the relatively junior managers we are working with “can’t influence the strategy”. Our reply was that Level 5, or strategic level, behaviour is relevant for even the most junior team members.

In the Schroder framework the behaviours at Level 5 are the actions an individual takes to promote the high performance behaviour in others, even when they themselves are not there. Putting in place a system or process that enables the behaviour to happen (to be ‘done’ by others), even if the instigator is not present, is Level 5 behaviour. An example here for Level 5 Information Search might be setting up a monthly survey to gather information relevant to a project or process. The information gathering will now happen regularly, whether or not the instigator is present. Similarly a system or process that encourages a culture or value for a behaviour may also be Level 5. Level 5 Flexible Thinking might be introducing a team ‘rule’ that whenever the team is coming up with ideas, options or solutions, there always has to be at least four or five viable options on the table instead of the normal two or three. This encourages the development in that team of a culture of leaving no option unexplored rather than just going with the standard options that present themselves (and may not move the team/company/project on).

In practice this Level 5 or strategic behaviour can lead to significant performance improvements, especially if other high level behaviour is present in the same person or team – this is what we mean when we give an individual or a team a rating of ‘Strategic Strength’. That Level 5 Information Search survey may lead to an important trend being spotted, the root cause of a problem being identified or a new market opening, especially if combined with high level Idea Creation. That Level 5 Flexible Thinking may lead to an innovative new approach to delivery or a more robust solution to a problem.

So while we call it strategic-level behaviour, it’s not necessarily about the strategy of the business, although it will most certainly have a positive impact on this, too, in the longer term.

Most people have the potential to work at Level 5 in a handful of behaviours, whatever their rank within the organisation. And pretty much everyone can help promote high level behaviour in others, even if it’s just regularly reiterating how important that behaviour is. In fact, putting in place a communications or development programme to help every individual within the organisation understand their potential and know that it is valued, regardless of rank, is also potentially strategic behaviour.

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