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e to facebook share to pinterest labels gameplay learning 11 18 2011 patterns of failed implementation during the many times i ve taught strategic management to college seniors my favorite topic to explore was this the patterns of failed implementation every textbook i ve seen goes overboard at strategy formulation as if there was no danger of analysis paralysis i presume the textbooks take this approach because academics pride themselves on empirically accurate analyses these textbooks also devoted only one chapter to strategy implementation as if the full adoption of a strategy change will occur if the formulation is well conceived i presume implementation gets shortchanged because the topic is too messy for precise empirical analysis and verification here s some of the complexity that entangles the failed implementation of strategy changes blame games when strategies fail there s usually a question of whether the strategy failed in planning or execution if the planning was done by higher ups they will often blame the implementers if the implementers had no say in the formulation they will feel better by blaming the planners a blame game will emerge fought with emails of rumors and false accusations fingers will be pointed at others while none point back at the accusers all this takes away from the strategy questions that need to be reexamined inbred cynicism when strategies get formulated by big brains at the top of tall hierarchies the low ranking members often become cynical disheartened and defensive they re not getting listened to when they can see familiar problems before they occur and unexpected trouble on the horizon when things go from bad to worse they re saying i told you so they cannot get an audience with higher ups because their bad news looks like whining cynicism and weak excuses the top shoots the messengers rather than assimilate their messages when new strategies get announced the lower ranks erupt with here we go again this too shall pass or put on your boots it s getting deep in here preordained failures when a strategy has failed in the past the next one is likely to fail in the future the system that generated the flawed strategy is functioning as before the structure remains in place that dictates what gets seen how it gets interpreted and why it seems reasonable the questions are not getting asked that could disrupt the pattern of flawed inputs outlooks criteria and evaluations the systems and structure are taken for granted the failures yield all the more reason to try harder to try again and to never stop trying tactical thinking is presumed to be strategic pain mismanagement when flawed strategies take effect those close to the customers production or internal problems get burned they are learning to avoid getting toasted like that again those in the executive suites are usually feeling no pain they are learning to go for more conquests quick fixes or boondoggles a stalemate emerges between those running from the pain and those in pursuit of more pain the masochists have been paired with the sadists those trying to minimize their pain will get very creative at sabotaging all reckless insensitive and clueless changes in strategy they re not opposed to further employment or their employers continued success they are seeking relief from their continued psychological pain these patterns are highly captivating and addicting when they take hold it s unlikely the enterprise will rebound from their failed implementation of strategic changes the complexity defies reductionist problem solving and quick fixes the debilitating effects in these patterns will weaken the enterprise beyond it s ability to survive posted by tom haskins at 6 24 am no comments email this blogthis share to x share to facebook share to pinterest 11 17 2011 escaping vicious cycles when we re deploying an effective strategy we get energized by how well the strategy is working we re appreciating the timing the approach and the outcomes we re seeing others benefit from how effective our strategy has become all this gets us thinking how we might take this game up a level or fine tune the strategy we re continuing to rely on our strategic thinking and explore more possibilities when we re deploying an ineffective strategy none of this occurs we go into a vicious cycle instead there seems to be no escape from the nightmare scenario spawned by the ineffective strategy the vicious cycle convinces us to rely exclusively on our tactical thinking worry constantly about what can go wrong next mistrust higher ups and other outsiders who we blame for the strategy mistakes stop trying to improve change or revise what s not working assume that any creative possibility is too weird inapplicable or costly to help out lose all sense of purpose and self motivation become entirely dependent on extrinsic rewards feed the array of problems with neglect over reacting and half efforts struggle with apathy depression paranoia and sleeplessness put on show of complacency to hide all this inner turmoil as you can see from this list when we re caught up in deploying an ineffective strategy we re in no shape to shape up it s as if we re stuck in a hole where our only options are to dig deeper or to do nothing the way out begins with letting go of trying to get out of the vicious cycle it helps to not know what to see think and do progress occurs by seeing the repeating patterns with detachment where they can be critiqued challenged and dismissed the exit is found when we switch to our strategic thinking posted by tom haskins at 8 14 am no comments email this blogthis share to x share to facebook share to pinterest labels strategic thinking 11 16 2011 formerly effective strategies when we re formulating new strategies our minds are full of questions we re exploring different possibilities and experimenting to uncover an approach that works we re comparing different strategies to discern which is more effective at realizing desired outcomes at the least cost we re trusting a process that leads to an unknown outcome rather than following a recipe to replicate results we re taking the time to get it right rather than jumping to premature conclusions this pursuit of effective strategies occurs with the most mundane and the most global issues we can be puzzling how best to prevent a drain from clogging at home or pondering how to reduce atmospheric carbon levels around the globe bigger scales may take more time expertise and exploration than smaller but the state of mind is the same once we hit upon an effective strategy our minds typically think enough of that our minds are eager to switch back to tactical thinking it seems like it s time to stop asking so many questions exploring so many possibilities and conducting so many experiments we want to simply know what to do and get it done without hesitation at this point our effective strategy is about to become institutionalized it may become a simple habit or routine it may get formalized in policy manuals or procedural requirements it will likely become reinforced by evaluation and reward schema which incentivize sticking with the strategy it may even become immortalized in a cultural narrative or taboo which enforces conformity with social pressures from now on we can only do what s been done in the past whether or not it remains effective it s been set in stone and not easily chiseled away there s no way out of this pitfall with recognizing what kind of thinking is missing without knowing the difference between strategic and tactical thinking there s no way to formulate a new effective strategy there s only too much talking about explicit change possibilities and improvements while the formerly effective strategy persists ad infinitum posted by tom haskins at 8 28 am no comments email this blogthis share to x share to facebook share to pinterest labels strategic thinking 11 15 2011 explicit and implicit strategies when we re acting as if something is true we re enacting our implicit strategy we re walking the talk of the real deal when we re saying something is true we re enacting our explicit strategy we re talking the talk of some deal we want others to think is true if these two kinds of strategy get disconnected we don t know our own implicit strategy we believe our explicit strategy and get haunted by our contradictory implicit strategy we say one thing and do another like any garden variety hypocrite we cannot get it together because we cannot admit to ourselves how our actions say something different from our pronouncements we cannot change our strategy while working at cross purposes like this here are some examples of contrasting explicit and implicit strategies when we re pushing the same product onto everyone we re saying that we re meeting needs and providing value we re acting as if there is no need to listen to customers to cultivate relationships or to discover what beauty is in the eyes of the beholder when we re studying hard and getting good grades we re saying that we re learning a lot and getting a quality education we re acting as if there is no need to follow our intrinsic motivation to tie in new information to our personal experiences or to learn something only when the time is right for us when we re spending big bucks on prosecuting and punishing deviants we re saying that we re protecting ordinary citizens and improving public safety we re acting as if there is no point in rehabilitation or remediation for those who are caught up in cycles of abuse when we re trying to control what others do we re saying that we re in charge and exercising our authority in the situation we re acting as if we ve got nothing to lose and we have no influence to change others conduct indirectly when we win at others expense and succeed at winner takes all games we re saying we re victorious superior and newsworthy we re acting as if there s no long term cost to winning this way and no context getting trashed by our one sided conquests when we re fixing what s broken and alleviating symptoms we re saying that we re solving problems and getting our job done we re acting as if there s no way that we re feeding the problems we re failing to prevent them or we re misdiagnosing the deeper dynamics in play when we re acquiring more possession we re saying we re feeling abundant looking prosperous and improving our quality of living we re acting as if there s no way we re implicitly unsustainable and overly materialistic our rivals can trump these explicit strategies by taking up the challenges posed by our implicit strategies while we act as if we cannot go there they can act as if they can as we deny the possibility they explore and exploit it while we assume it doesn t work that way they will get it working in their favor failing to integrate implicit strategies with explicit strategies gives away leverage to rivals posted by tom haskins at 8 25 am no comments email this blogthis share to x share to facebook share to pinterest labels strategic thinking 11 08 2011 psyching out rivals thinking it s far easier to psych out rivals thinking when they are limiting themselves by tactical thinking when rivals are deploying strategic thinking our perceiving their implicit strategies becomes far more subtle and complex it s only possible to psych out rivals thinking accurately when we know our own minds comprehensively when we don t know our own minds we will only see what we want to see and filter out what s really occurring an accurate reading of others strategies requires a highly evolved state of mind here are two challenges along the way of realizing what rivals are really thinking embracing our inner enemies we all get pressured to fit in act normal and meet others expectations of us we develop a pretentious mask to avoid their censure rejection and constant hassles this mask hides what others find objectionable within our inner panorama of contrary passions urges fascinations and longings we make enemies of all our inner treasures that cause problems when they show up in our intolerant social context those components of our total psyche become adversarial dark and devious they seek to sabotage our pretentious mask which frames our inner treasures as enemies the mask handles this house divided dynamic by projecting its inner enemies onto outside rivals the mask shoots messengers and point fingers at anyone who resembles its inner enemies it cannot see others for what they really are while embroiled in this chronic war with oneself embracing our inner enemies requires going within listening to the inner enemies realizing how they ve been wronged by the mask discovering what treasures they can become when framed as valuable and cultivating their enlivening contributions to our self motivation self confidence and creative self expression seeing the familiar as unfamiliar our minds are creatures of habit they conserve energy glucose by making as much as possible seem familiar complex situations get categorized labeled and stereotyped this creates a comfort zone which can easily become a fortress against imposed changes unexpected occurrences and incomprenehsible evidence our minds become biased bigoted and belligerent when its reliable opinions get challenged we are operating with no further questions your honor our minds our made up against asking better questions restoring our childlike curiosity or enjoying life as a mystery when we change our minds to see the familiar as unfamiliar we have stopped conserving energy we re taking the time and mental horsepower to ponder alternatives and pose new possibilities we re valuing our questions more than our answers we take off the blinders and open our eyes to what we re being shown that contradicts our preconceptions we take evidence and opinions about what is apparent as highly questionable we look deeper and more panoramically at the small thing that captures our attention we see things through many lenses and from a variety of different perspectives when we ve transformed our minds in these ways our rivals are not our enemies which necessitated defending ourselves against them they are our teachers and challengers who bring out our best they show us what we ve not been seeing considering questioning or utilizing they give us wake up calls fresh perspectives and challenges to our preconceptions they invite us to become more creative resourceful and passionate they define a game worth playing where the outcome will transform the initial rivalry into viable solutions for everyone involved posted by tom haskins at 9 23 am no comments email this blogthis share to x share to facebook share to pinterest labels strategic thinking 11 07 2011 cruising for a bruising strategic thinking trumps tactical thinking whenever there is a conflict strategic thinking can recognize when the other side is relying on tactical thinking the patterns are obvious to strategic thinking w...