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7003 Strategic Thinking Dr. Hermond Summer 2010

7003 Strategic Thinking Dr. Hermond Summer 2010. Class Presentation Strategic Skills The Prairie View A&M University Football Program: Pre-Current Coach Years By Henry Frazier. ISSUES WITHIN MY ORGANIZATION. 1. Loosing mentality 2. Prepared to loose 3. Expected to loose.

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7003 Strategic Thinking Dr. Hermond Summer 2010

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  1. 7003 Strategic ThinkingDr. HermondSummer 2010 Class Presentation Strategic Skills The Prairie View A&M University Football Program: Pre-Current Coach Years By Henry Frazier

  2. ISSUES WITHIN MY ORGANIZATION 1. Loosing mentality 2. Prepared to loose 3. Expected to loose

  3. STRATEGIC SKILLS • Reflection • Reframing • System Thinking

  4. REFLECTION: The skill used to process information, create knowledge from it, and apply it through practice. * The ability to use perceptions, experience and information to make judgments as to what has happened in the past and is happening in the present to help guide your future actions.

  5. Examples of Reflections • Seek different perceptions of complex problems. • Track trends by asking everyone “what is new” • Ask those around you what they think is changing • Discuss solutions with critics and challenges • Engage in discussions with those who hold a different world view • Seek other viewpoints before trying to solve a problem • Using different viewpoints to map out different strategies • Recognize when information is presented from only one perspective

  6. Use of Reflection * Prior to accepting the position I gathered statistical information on the team. * I interviewed all the previous coaches, but knew I was not going to keep any of them. * I relied on my previous experiences of turning around bad programs.

  7. REFRAMING: The skill used to collect and organize and reorganize information to define situational possibilities. * The ability to look at your reality using multiple perspectives, differing frameworks, different mental models, and different paradigms in order to generate new insights and options for actions.

  8. Examples of Reframing • Review the experience of past decisions when considering current situations • Understand why things worked base on the results of your decisions • Reconstruct experiences in your mind • Acknowledge the limitations of your own perspective • As “WHY” questions to develop an understanding of problems • Set aside specific periods of time to think about why you succeeded or failed • Accept that your assumptions could be wrong • Consider how you could have handled a past situation

  9. Use of Reframing * Putting together a staff that wanted to be here * Recruiting Players that wanted to be here * Support staff * Always maintained positive attitude that we would win

  10. SYSTEM THINKING: The skill used to collect and think through and beyond information through and understanding of systems dynamics. * The ability to see systems holistically by understanding the properties, forces, patterns and interrelationships that shape how a system works and provide you with options for action.

  11. Examples of System Thinking • Seek a common goal when two or more parties are in conflict • Seek the cause of a demand for your product or service before taking action • Include those affected when creating a policy governing the use of limited resources • Find that what you do influences what the organization does • Find that one thing indirectly leads to another • Define an entire problem before breaking the problem down into parts • Try to understand how facts in a problem are related to each other • Try to extract patterns in ambiguous information • Seek feedback for to help the organization self-correct • Indentify and try to control external environmental forces which affect your work

  12. Use of System Thinking * Co-existing with inherited support staff * Gage support of all parties involved: Players, Coaches, Campus, Alumni and supporters * Lead by example: They will follow my lead * Winning solves a lot

  13. Strategic Thinkingby Theodore B. Kinni Michael Robert is an Author and founding partner of Decision Processes International: a $20 Million consulting firm with 16 offices in 11 countries. • Why should small-business leaders concern themselves with strategy? The smaller the business, the more important the strategy. A million-dollar mistake is going to hurt a small business a lot more than a large company. • So, strategic thinking requires an investment in time and resources? Yes, but without it you are practicing the Christopher Columbus School of Management: when he left, he didn’t know where he was going. When he got there, he didn’t know where he was. And, when he got back, he couldn’t tell you where he had been!

  14. References Kinni, Theodore B. Strategic Leader: It depends on Synthesis as opposed analytic Skills. Industry Week/IW; 8/15/94, Vol. 243 Issue 15, p47, 2p, 1 Pisapia, John. The Strategic Leader: New Tactics for a Globalizing World. 2009 Information Age Publishing, Inc. Pgs 64-71.

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