Strategic Thinking And The New Science
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Strategic Thinking and the New Science
Author: T. Irene Sanders
language: en
Publisher: Simon and Schuster
Release Date: 1998-05-05
The future is happening today, and the most successful organizations will be those that understand the dynamics of the "big picture" in which their decisions are being made. This book describes how to understand and influence that picture. Irene Sanders pioneered the application of chaos theory and complexity to strategic thinking -- the most essential skill in today's fast-paced business environment. Now, in this straightforward, easy-to-read book, she shows how the most up-to-date strategic thinking is done, and how you can begin using it in your enterprise. Sanders' original and practical approach moves far beyond traditional forecasting, futuring and scenario-building. The new science of chaos and complexity has shown scientists and business professionals alike the importance of looking at the world as a whole system, rather than as a collection of deterministic principles. Consequently, the human mind -- through the integration of intuition and intellect -- is now recognized as the only information processor capable of understanding the level of complexity in today's global business environment. By engaging the mind's eye through the use of visual thinking, Sanders shows you how to develop insight about the present and foresight about the future, thereby allowing you to see and influence the future as it is emerging. The new planning paradigm presented in Strategic Thinking and the New Science is nothing less than a transformation of the science of business. For the first time in history, we have the knowledge, tools and techniques to develop visual thinking as the essential insight/foresight skill of the future. In addition to breakthroughs neuroscientists have made about brain-mind interactions, artists and psychologists are revealing the role of imagery in the creative process. And now, the new field of scientific visualization brings all of this information together with computer graphics to demonstrate how visual images can be used to engage our imaginations, enhance learning -- and stimulate our deeper levels of awareness. In this groundbreaking book, Sanders is the first to define the new model of strategic thinking -- a model that is bound to revolutionize organizations of all types as they begin to see and influence their futures -- today.
Strategy Genius
Author: Richard A D Jones
language: en
Publisher: John Murray Business
Release Date: 2015-10-08
The fast-track MBA in strategy Imagine having instant access to the world's smartest thinking on strategy - and being shown exactly what to do to guarantee that you get your own strategy right, every time. Strategy Genius makes it easy to apply what researchers know about strategic thinking to the real world. 40 chapters based on hundreds of cutting-edge business and psychology research projects reveal what works and what doesn't work in strategy. Each of the 40 chapters is a mini-masterclass in strategic thinking, explaining the research and showing you how to apply it for yourself. In business, conventional wisdom often says one thing while research says another. Strategy Genius cuts through the noise to bring you proven research and techniques for applying it that will simply make you a better strategist. Quick to read and intensely practical, this book will bring a little strategy genius into your day. 'Strategy is one of those topics that many people talk about without having much idea what they mean. Richard Jones is one of the exceptions. A very good book; I recommend it strongly' Peter Hiscocks, CEO Judge Business School Executive Education, University of Cambridge 'Genius conflated into something you can understand. A bit like Richard, really' Michael Wilson, Director of Business and Economics Editor, Arise Global Networks
Smart Decisions
Today's world is complex and getting more so each day. Huge multinational corporations, international crisis and fast breaking events require most people to make decisions on a daily basis without the tools to understand the long term impact that today's decision might create. Because most people have never really been trained in how to make important complex decisions most people rely on experience, and 'gut reaction' which is okay for many decisions, but not okay for decision that will have meaningful impact on organizations and individual. Decision makers need to develop the art and science of strategic decision making. Here, Professor Thomas Martin explains the need for decision makers to modify their thinking about how they deal with acquiring and analyzing information in each of the decision-making process steps. This approach requiring thinking modification will lengthen the process, make it more complex, and to some more arduous, but the comprehensiveness of the new thinking approach should lead to improved and more effective decision making. In this book, Dr. Martin presents a thinking modification framework that asserts that in the decision-making process, there are three situational states — a current state, future state, and a transitional state that one must deliberate in finding a solution. For each of these situational states, Martin develops an identical five-step process to determine the best decision to make. The steps of this process include: • Change-Needing Situational Analysis • Challenge Framing & Causal Analysis • Generating Solution Ideas • Choosing a Solution Set • Implementation and Aftermath Planning This book will appeal to decision makers, leaders, and students of management who want a specific framework that details the process behind making strategic, well-informed decisions.