The Problem-Solving Process That Prevents Groupthink
The Implications Wheel promotes “divergent” thinking while the Strategy Matrix is designed for “convergent” thinking. This article documents the importance of knowing the differences. Article Link
Category: Strategic Exploration Tools
5 Steps to Creating a Truly Collaborative Work Environment
An excellent set of factors that fits perfectly with our beliefs for running explorations with the Strategic Exploration Tools
How Managers Can See the Future More Clearly
Management is a lens. It’s the best way yet invented to focus the organization’s capital, human, and time resources toward the goals of the business. Many have observed that companies can have admirable goals; but, if poorly managed, success proves …
Dispel Your Team’s Fear of Data
Most people are uncomfortable with data. Estimates, analytics, and data-driven predictions — they can all be confusing and overwhelming. Some of this discomfort is based on experience. Everyone remembers a time when their data was simply wrong, a prediction was …
Law of Unintended Consequences
What an intro: Unintended consequences (or, unanticipated, unforeseen, unplanned… consequences) are outcomes that are not intended by a purposeful action, i.e., intended actions that are taken for a completely positive purpose… but have negative unexpected consequences that outweigh benefits of the intended actions, or …
Why Futurism Has a Cultural Blindspot
A very interesting article — received this from Joel. I suspect we have some strong reactions to parts of it. Article Link
Gerd Leonhard – Will machines replace human…
s it necessary for everyone to have a job in the future? Podcast Link
Leadership Involves Mastery of “Initiative Conversations”
The Strategic Exploration Tools certainly involve conversations about the future. The interesting connection here is the move “starting action.”
Using Fact, Not Feeling, to Deliver Change
Includes an interesting discussion about “mapping” information. Article Link
Are you ready to decide?
Good managers—even great ones—can make spectacularly bad choices. Some of them result from bad luck or poor timing, but a large body of research suggests that many are caused by cognitive and behavioral biases. Article Link