STRATEGIC THINKING CONSTRUCTS
Dr Colin Benjamin OAM © 2012
The work shop is designed to provide clarity about the language of social inclusion and social policy formulation for practitioners seeking to efficiently, effectively and effulgently apply processes of strategic thinking to achieve environmental changes. This set of strategic thinking constructs provides a platform for the design and construction of innovative, creative and entrepreneurial approaches to social policy objectives including social development, social inclusion, social justice and social responsibilities.
720o Thinking and Reconstructing Realities
Our Strategic Thinking Framework
Preferred and Desired Outcomes
Turbulence in the Environment
Bridging the Gaps
Managing Change and Constructing Social Policies
The Language of Social Inclusion
STRATEGIC THINKING CONSTRUCTS
The Crisis Response Lab provides a 360degree context that seeks to position Greenpeace to respond to crises, pursuing an experimental approach to innovative activities in unfamiliar circumstances. It will experiment with and get ready to drive “non-linear change.” Our Strategic Thinking Workshop seeks to provide a 720degree level of consciousness that explores and enlivens the full double-hemisphere capacity of our minds to think beyond the possible to reconstruct preferred and desired futures. 720O
Dr Simon Latham, in The Joy of Sin, musters evidence from psychology experiments by researchers worldwide to argue that the seven deadly sins (lust, gluttony, greed, sloth, wrath, envy and pride) are not necessarily bad. Simon says ''Under certain circumstances these things can bring about a range of benefits, including making one happier, smarter, more creative and increasing pro-social behaviour.'
Edward De Bono says “Creativity involves breaking out of established patterns in order to look at things in a different way”. Edward also points out that ”an expert is someone who has succeeded in making decisions and judgements simpler through knowing what to pay attention to and what to ignore.” Expanding our sphere of influence on behalf of an inarticulate planet requires everyone to learn how to generate better outcomes.
Albert Einstein says “We cannot solve our problems with the same thinking we used when we created them”. Albert also said “no problem can be solved from the same level of consciousness that created it.” Our problem is to learn how to think globally, transcend trends and walk backwards from preferred and desired futures. To do this we need to break out of the circle of certainty and generate a bubble of hope that the present can be set free to soar.
When we attempt to consider the unimaginable changes that can occur in the period after a crisis we are extrapolating a future that modifies our past. This is inherently an extension of linear thinking into post-hoc rationalisation of the difficulties that were experienced in gaining support for change before the accident of history. To escape the inherent limitations of uncertainty and the impossibility of knowing what has yet to be made certain we need to focus upon the process of inquiry, communication, decision making. Learning to be in the best position to take informed action establishes the physical, mental and moral dimensions of strategic thinking capacity. Our starting point is the ageless thinking of Sun Tzu (Sun Zi: The Art of War) who stated “The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim”. Adaptation means not clinging to fixed methods, but changing appropriately according to events, acting as is suitable This requires a four dimensional perspective that emphasizes the need to fully understand the external environment in which you—and your adversaries—operate and the...
References: The Mind Of The Strategist: The Art of Japanese Business
Kenichi Ohmae (1959)
Changing the Rules of the Game: Successful latecomers, Toyota in Europe
Professor Kazuo Ichijo and George Rädler, Research Associate (November, 2006)
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