5 ways to think strategically

Much is made of modern management training in academic circles to which I respond with ha! A lot of the stuff you come across is life cycles this, supply chain that blah blah blah. What troubles me to my guts is that there is not a real lot of quality teaching around thinking strategically. Now, when we hear that term almost always makes you think… oh no not another chess metaphor. Chess is the worst possible metaphor for strategic thinking that I can think of. You know why… because it sucks. Chess is a game with predictable outcomes where if you know all the moves possible you can win. This takes me back to Herbert Simon‘s stupid idea that all we need is more information. What? Now, he’s dead we have all the information we could possibly get our hands on and the world is no better off! In fact, the more information we get the worse things become.

So how can we move to strategic thinking? Here are five ways to think strategically:

1. Look at something from more than one point of view

When you confronted with a problem you can’t solve find another point of view and use it. Go and ask someone who thinks the exact opposite way to the way you do and ask them what they think. This opposite point of view will tease out what’s wrong with your ideas and will help you to think strategically. Alternatively, deliberately think the opposite way to the way you do right now and notice what happens. When I do this it breaks bad thinking habits and usually good answers come.

2. Look for generative mechanisms.

According to Roy Bhaskar‘s view on reality there are things in our social world that generate the events we see. What is generating what you see? Now before you start think about this: what generates the social world is people and their thoughts. Thinking and acting on those thoughts creates the world around us. What thinking generates your thinking? What underlies things? To help you get along here I would suggest thinking about it like this: what are the conditions that created this?

3. How are things related.

Remember a rule of systems thinking is to understand the whole in favour of the parts. So look at the situation and ask your self how are the different smaller level wholes related to make the bigger level whole. This means not breaking things down to the level of cause and effect… instead it means looking for the big picture and how the various parts of the picture relate to form it. Consider this picture:

Looks like a bunch of columns eh? Have a closer look… do you see people hiding in the shadows. The whole was obscured by the parts. So it is when you try to think systemically. Don’t study the parts … study the wholes. Look at this picture above and ask yourself what connects together to make it look like that.

4. How are things not related

One of the misnomers of strategic thinking is that the world is linear. The problem is that you can never predict the way in which the world we respond to things. Consider the outpouring of aid for the Tsunami or the levels of anxiety after September 11. Warranted though they were the depth to which people reacted was overwhelming. Looking for wholes sometimes can make you create relationships where none really exist. Always seek to explore how things are also unrelated. Lateral thinking is a good example of this. Looking towards something that is unrelated or lateral shifting in systems terms means looking for a new sideways ideas to how things are related.

5 .Think over dimensions

If you consider each part of something as dimensional or as containing the element of another element which contains that element then you may understand what I am talking about here. Interdisciplinary in academic terms is a fantastic example of this. In this case I am working with people from various points of view who are experts in something that I know little or nothing about. Each domain of knowledge is a new dimension that helps me to view a situation through a much bigger multidimensional view. This is the plural version of number one (listed above) and a major requirement for strategic thinking. Knowing the dimensions of what you are dealing with is impossible from just one view because systemically things are related differently on different strategic levels. You can’t know how a car works by driving it … yet if we assembled a team. A driver, the engineer, the factory people, the marketing team, the distributors and so on we could see the dimensions we were dealing with. Learning over dimensions is much more of a challenge because it creates knowledge that’s more complex, more general and heaps more useful than boring old analytical knowledge.

This is only five ways to think strategically there are lots more things you can do. I think it’s best summed up this way. What are the conditions (dimensions) that cause this to exist? It’s real so it exists…putatively! Take a strategic view of your job as an example. What is your job? What does your boss think about your job? Is your job related to other people? What is your job not related to? How many dimensions of your organisation does your job effect? Now you are thinking strategically!

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