It is tough, but imperative to step out of the conventional thinking box, and “we’ve always done things like that,” mentality.
Unconventional understanding and unique insight lead to putting fresh thoughts into actions that widens the possibility of coming up with alternative solutions: A decision is arguably a choice between two or more options. The traditional type of decision-making or problem-solving usually cannot look outside the box. People with unconventional thinking, and learning agility have the willingness and ability to seek out updated knowledge, gain an in-depth understanding of issues, and be insightful to address their ignorance. It takes courage to get out of the conventional thinking box, practice creative thinking to come up with alternative solutions. Select the best option - avoid vagueness or indecisiveness.
Emotions also play a key role in decision-making as they reflect the state of the ego, and search for flaws in decision-making. Usually, that means the more negative emotions, the less the power to choose. Psychologically, it combines restless dissatisfaction with the current state coupled with the excitement of leading individuals or teams to find alternative solutions. The psychology to make a decision is embedded with the "choice" process, which includes identification, contemplation, evaluation, and selection of alternatives within the thoughts block, rather than separated from it.
Leverage quality information to identify possible ways for further improving the promising alternatives: One of the biggest challenges in this complex digital world with high complexity and uncertainty is the fact that we need different perspectives, different knowledge, and different ways to solve many existing and emerging business problems. Due to cognitive differences, the interpretation of information may differ greatly from another interpretation of that same information. So when you introduce the choice block, you may want to see how to handle the conflict between desire and the ability to choose; identifying the most promising alternative, studying the choices and selecting the best possible implementable route to generate value consistently.
Most research to date has pointed to key aspects of successful strategy execution, identify the critical problems, set the right priority, and make the choice to improve organizational value-creation. The probabilities can be handled effectively so that it delivers maximum strategic advantage to the organization. Organizations become more real time intelligent in terms of being a sounding board for providing real feedback on the current state of a business or creating a number of interventions that range from facilitated workshops through to reflecting back information by analyzing a range of qualitative and quantitative data. So they become more informative to act, insightful to innovate.
Look for alternative ways to do things, build business strength, and take the unique path to innovation: In order to run a high performance organization and build long term organizational strength, what you really need to develop is a set of portfolio alternatives that support strategic direction. One alternative may have a lot more strengths than another, but all those strengths together may not be nearly as important as the one or two strengths that another alternative has.
Consider and compare the advantages and disadvantages of all options, there needs to have a mix of the art and science of management disciplines; a well-defined portfolio prioritization and rationalization process with business partners for exploring alternative solutions to produce real value; achieve creative harmony through diversified thoughts or thinking processes; realize strategic harmony based on the alternative options or multiple choices;
It is tough, but imperative to step out of the conventional thinking box, and “we’ve always done things like that,” mentality, having context for understanding the problem from different angles, to explore alternative thoughts, answers, solutions, pathways for unlocking performance, improving people-centricity, and orchestrating transformative changes.
Emotions also play a key role in decision-making as they reflect the state of the ego, and search for flaws in decision-making. Usually, that means the more negative emotions, the less the power to choose. Psychologically, it combines restless dissatisfaction with the current state coupled with the excitement of leading individuals or teams to find alternative solutions. The psychology to make a decision is embedded with the "choice" process, which includes identification, contemplation, evaluation, and selection of alternatives within the thoughts block, rather than separated from it.
Leverage quality information to identify possible ways for further improving the promising alternatives: One of the biggest challenges in this complex digital world with high complexity and uncertainty is the fact that we need different perspectives, different knowledge, and different ways to solve many existing and emerging business problems. Due to cognitive differences, the interpretation of information may differ greatly from another interpretation of that same information. So when you introduce the choice block, you may want to see how to handle the conflict between desire and the ability to choose; identifying the most promising alternative, studying the choices and selecting the best possible implementable route to generate value consistently.
Most research to date has pointed to key aspects of successful strategy execution, identify the critical problems, set the right priority, and make the choice to improve organizational value-creation. The probabilities can be handled effectively so that it delivers maximum strategic advantage to the organization. Organizations become more real time intelligent in terms of being a sounding board for providing real feedback on the current state of a business or creating a number of interventions that range from facilitated workshops through to reflecting back information by analyzing a range of qualitative and quantitative data. So they become more informative to act, insightful to innovate.
Look for alternative ways to do things, build business strength, and take the unique path to innovation: In order to run a high performance organization and build long term organizational strength, what you really need to develop is a set of portfolio alternatives that support strategic direction. One alternative may have a lot more strengths than another, but all those strengths together may not be nearly as important as the one or two strengths that another alternative has.
Consider and compare the advantages and disadvantages of all options, there needs to have a mix of the art and science of management disciplines; a well-defined portfolio prioritization and rationalization process with business partners for exploring alternative solutions to produce real value; achieve creative harmony through diversified thoughts or thinking processes; realize strategic harmony based on the alternative options or multiple choices;
It is tough, but imperative to step out of the conventional thinking box, and “we’ve always done things like that,” mentality, having context for understanding the problem from different angles, to explore alternative thoughts, answers, solutions, pathways for unlocking performance, improving people-centricity, and orchestrating transformative changes.
0 comments:
Post a Comment