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    MeshaFrisnaYoza
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    Strategic thinking involves developing a plan to achieve goals while considering how changing conditions may impact and evolve the plan over time. It requires the ability to analyze systems and relationships, consider both short and long-term forces, anticipate risks, and question assumptions. Limitations to strategic thinking can include a lack of shared analysis, power imbalances that influence priorities and messaging, and biases that filter information. To improve, individuals and groups can reflect on strengths and weaknesses, make adjustments, and foster a culture that promotes strategic skills like shared analysis and questioning of viewpoints.

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    4. Strategic Thingking

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    Strategic thinking involves developing a plan to achieve goals while considering how changing conditions may impact and evolve the plan over time. It requires the ability to analyze systems and relationships, consider both short and long-term forces, anticipate risks, and question assumptions. Limitations to strategic thinking can include a lack of shared analysis, power imbalances that influence priorities and messaging, and biases that filter information. To improve, individuals and groups can reflect on strengths and weaknesses, make adjustments, and foster a culture that promotes strategic skills like shared analysis and questioning of viewpoints.

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    27 views12 pages

    Strategic Thingking

    Uploaded by

    MeshaFrisnaYoza
    Strategic thinking involves developing a plan to achieve goals while considering how changing conditions may impact and evolve the plan over time. It requires the ability to analyze systems and relationships, consider both short and long-term forces, anticipate risks, and question assumptions. Limitations to strategic thinking can include a lack of shared analysis, power imbalances that influence priorities and messaging, and biases that filter information. To improve, individuals and groups can reflect on strengths and weaknesses, make adjustments, and foster a culture that promotes strategic skills like shared analysis and questioning of viewpoints.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 12

    Strategic Thinking

    DR Yulihasri, SE, MBA


    20 February 2021
    What is strategy?

    Exists at
    A plan to
    multiple
    achieve our
    levels – all
    goals.
    linked.

    Helps us As
    make wise conditions
    choices as change, the
    conditions plan itself
    change. evolves.
    What is strategic thinking?

    Strategic thinking
    Strategic thinking
    is learned, not
    cannot be taught.
    innate.
    What is strategic thinking?

    Seeing
    systems
    Vision/Goals

    Analysis

    The ability to see what is - and what could be –


    and make choices that lead to desired outcomes.
    Components of Strategic Thinking
    Analytical. Sees systems.
    Vision/goal (Makes sense of (causes,
    driven. diverse input and relationships,
    data.) leverage points)

    Focused on long Thinks across


    Weighs decisions
    term forces, past, present
    against criteria.
    trends, impacts. and future.

    Questions
    Anticipates Allows for
    assumptions,
    unwanted “intelligent
    habits and
    events and risk. opportunism”
    conclusions.
    We can benefit from learning about
    things that LIMIT strategic thinking
    Lack of shared analysis can limit
    strategic thinking
    shared
    vision/goals

    opportunitie historical
    s and threats analysis

    Problems and
    power analysis
    causes
    Power relationships can limit strategic
    thinking
    More Less
    power Power
    Goal
    s
    Wha
    t d at
    a
    Fram
    e/me
    ssage
    s
    Who
    has i
    n put
    Wha
    possi t’s
    ble
    Over-emphasis on only the long-term
    or immediate challenges

    Immediate
    only

    Long term
    only
    Bias can limit strategic thinking
    We all have biases.

    We select for


    information that
    supports our viewpoint
    and experiences.

    We tend to disregard


    information that doesn’t
    fit our beliefs/values.
    What can I/we do?
    SELF-REFLECTION

    What are my own strengths and weaknesses related to


    strategic thinking?

    What adjustments can I make? How might I improve


    my own strategic thinking skills and habits?

    How can I provide more strategic leadership –


    regardless of the position I hold?
    What can I/we do?
    GROUP REFLECTION

    How can we (continue to) develop a shared analysis


    among the staff and board?

    How can we (continue to) nurture a staff culture that


    promotes strategic thinking?

    What skills/habits can we learn to improve our ability


    to think and work strategically as a staff team?

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