‘What is essential for me to realize an all-inclusive and successful strategy?
24 March 2008
Introduction
The systems approach to making sense of strategy is a new way for me to unpack complex situations. Through the course of the lectures there have been a number of factors such as; the lecturers, my learning journal, my class mates and the readings that have influenced my perspective. These have all played a role in changing my perception of strategy. This assignment uses the systems approach unearth and understand those variables that influence ‘What is essential for me to realize an all-inclusive and successful strategy?’
Methodology
I started by re-reading my course notes. This helped me to set the starting point for this assignment. Dr. Julian Day exposed us to the systems thinking processes that we were to use for this assignment. Senge defines ‘Systems Thinking’ as:
“a shift of mind from seeing parts to seeing wholes; from seeing people as helpless reactors to seeing them as active participants in shaping their reality; and from reacting to the present to creating the future.” Senge.
The learning log was generated through the course of the lectures, between lectures (intervals), in group sessions and personal readings (see Appendix 7). Once the learning log was complete, I then printed it out and cut out each entry. Appendix 1 shows ‘The Mess’ and ‘Making sense of the Mess’ in figures 1 and 2. Themes were identified and groups of similar concepts and methods were formed. Figure 2 shows how I formed the groups. My affinity diagram (AD) was produced and the variables were named, see Appendix 2.
The next step was to create the Interrelationship Diagraph (ID). The system variables were linked together with arrows delimiting the relationship, see Appendix 3. The ‘drivers’, ‘links’ and ‘outcomes’ were identified by counting the number of ‘arrows-in’ and ‘arrows-out’. I then developed the ‘High leverage intervention points’, see Appendix 5. Once the ratio of ‘arrows-in’ to ‘arrows-out’ for each variable had been established, the Causal Loop Diagram (CLD) was formed. Loops within the ID were identified and expanded onto the CLD. My model was derived and can be seen in Appendix 6.
Once the CLD had formed I was then able to apply all of the knowledge that I had developed through the course to create ‘My Model’. I realise that it is a work in progress and I hope to apply it, not only to my work situation, but also to use the principles to change my current life perspective.
A short reflection, learning & insights
I had certain preconceived ideas of what Strategy was before I started the course but because I had no exposure to the academic side at all, I was a little apprehensive. This apprehension soon disappeared as I set about the pre-modular assignment. At this early stage I knew that this was going to be an excellent course and one that would change the way that I think.
My Model
Through the lecture set there were certain key concepts that I gleaned and intend applying to my life. My learning log developed and was guided by my own learning and insights and not by any preconceived question that needed answering. After creating the log I proceeded to interpret the themes of my journal and 10 key variables appeared when grouping the individual items in the AD. (Appendix 2). The ID process was critical to determining the relationship between the variables. This process took much time and in the end 3 drivers, 4 links and 3 outcomes evolved.
| Drivers: | Patience & Reflection (7:1); Attitude (6:2) & Personal Mastery (6:2) |
| Links: | Communication (5:4); Diversity & Change (4:3); Collaboration (4:4); Creative Freedom (3:4) |
| Outcomes: | Learning Experience (2:6); Application of Models/Tools (1:6); Effective Implementation (0:7) |
Figure 1: Table of Drivers, Links & Outcomes.
Once the ID was complete, the high leverage interventions emerged. (Appendix 5) These are required to realise an imagined future. In my case the drivers are ‘internal’ and so it is important for me to take note and spend some time developing these. Rather than me putting too much effort into outcomes such as ‘learning experience’ and ‘implementation’, I now realise that these outcomes will flow if I focus on the right variables.
The causal loop diagram emerged when searching for circular relationships between variables. Combining causal loops and ensuring that all of the variables play a meaningful role in the process, I was able to divide my variables into 3 loops. Loop1 focuses on the internal, Loop2 focuses on the intermediate and the last, Loop3, focuses on various externalities.
Loop1 formed through the relationships between ‘Patience & Reflection’, ‘Personal Mastery’, ‘Attitude’ and ‘Learning Experience’. If I start with Patience & Reflection as the key driving variable, the other variables are influenced, one after the other, in a circular pattern. Loop2, secondary loop, showing multiple causality, formed with those variables that are not completely controlled, but are influenced by me. This second tier interacts via ‘Attitude’ and this key variable has an integral part of influencing other variables. The third loop, Loop3, is formed with that external variable, Diversity & Change. This is influenced by ‘Personal Mastery’ and influences ‘Collaboration’.
The model that I then developed is based on the ‘learning cycle’ and includes my systems thinking tools within the action portion of the loop. The model is an expansion on the pre-existing thought process of cyclical action learning that was introduced in lecture 6, see appendix 4.
Before and After?
Much of the Strategy course has been about process change and development of new understanding. In this process there have been a number of insights that have changed my perceptions of Strategy. On completion of the ‘pre-modular assignment I had a number of learning points that I wanted to address. These included: understanding what the definition of ‘Strategy’ was and the characteristics that make a good strategist; I needed to know how communication can be handled and what models can be applied? I wanted to understand my own mental models in order to gauge others and lastly to understand the business that you are in, to apply the strategy.
These learning points that I was questioning before the module were all reinforced and expanded through the learning process. My overall understanding of strategy has however changed. Before the sessions my preconceived notion of Strategy was that it was a ‘subject’ that could be well-defined and delimited. This is not the case! Strategy is a process. In order for it to be effective you need to fully understand the assumptions from where you come from in order to see where you are going.
The course introduced the concept of a ‘world after midnight’ and that in these times we are not learning and changing fast enough to keep up with the amount of information that is available. This situation needs creative thinking in order to overcome the obstacles. In one of the sessions we watched Sir Ken Robinson speak about creativity, this session was especially crucial to my understanding as he challenged my thought processes. I realised that the speed at which information becomes available is not going to slow and so I have a responsibility to my children to ensure that they develop fully into the creative beings that they were destined to be.
My ‘Action Learning Model’ is a new concept that I want to implement. I have chosen to spend 20 minutes a day reflecting, thinking and contemplating the decisions and mental models that I hold. This key driver needs to be addressed first in order to make the changes necessary for me to become a better strategist.
Conclusion
The systems approach is a very powerful tool that allows you to simplify and understand complex systems. In order for me to fully develop my personal strategy I need to address the key drivers of ‘Patience & Reflection’, ‘Personal Mastery’ and ‘Attitude’. The first step towards creating a better personal environment is for me to leverage these variables and set aside time to ‘slow down’!
Appendices
Appendix 1: Thought Processes
 |
Figure 2: Mess
 |
Figure 3: Making sense of the ‘Mess’
Appendix 2: Affinity Diagram
|
Neutral Variables |
Idea or principle: What was the key learning or insight? |
Method: How could you implement? |
|
Application of Models/Tools |
‘Systems Thinking’ approaches; Interrelationship diagraphs; Affinity Diagrams; Causal Loop Diagrams; ‘Boundary’ Questions; Build good theory; Manage a system; Understand the theory. | Apply tools to understand; filter the data, build a strategic thinking model; Define boundary question. Ask ‘So What?’ |
|
Attitude |
Attitude; ‘Susceptible’; Ask wise questions; Think at a higher level; Build trust and respect; Consistency; Attract the right people. | Listen well; Let others speak; Use good judgement; Do not become complacent; Go the extra mile! Surround myself positive encouragers. |
|
Collaboration |
Co-operation; Learning opportunity; Multiple perspectives; Better picture. Shared knowledge | Inquire of others; Use more experienced people; collaboration; Implementation; Use the expertise of others to get an overall picture. |
|
Communication |
Facilitate a change environment. Conversations define the culture; Influence the strategy; ‘mind-reading’ is unreliable; Lack of = unmanageability and confusion. | Contribute; Offload the stories; Ask open ended questions; Allow others to talk; Use the conversations to build the bigger picture; Listen to thoughts; Wait until everyone has spoken; Get involved; Speak out; Make my point of view known. |
|
Creative Freedom |
Traditional strategic methods not applicable; Creativity to adapt; Changing environment; Need structure to harness it; Creative capacity increases; Develop creativity; Initiative. | Use the creativity; Setup and facilitate opportunities; Be creative; Encourage others to take initiative; Be flexible; Allow emergent factors; Don’t prescribe; Develop creativity; Develop new ideas; Be original; Try new things! |
|
Diversity & Change |
Differentiation is good; Use all the strategic skills available; Strategy is not the place for right answers; Need a degree of planning; Influenced by emerging forces; Plan needs to be able to move. KEY: Needs behaviour change to be effective. | Do things differently; Incorporate diverse views; Do not get tied down to the set plan of action; be willing to adapt and change; Don’t limit your thinking – establish diversity; There are always more options that initially thought; Diversify. |
|
Effective Implementation |
Complex issues need structured approach; Identify all the variables; Keep it simple. (KISS) Need detailed answers to be market leaders’ | First understand the picture; Go into detail; Divide up complex issues; Tackle them in smaller units; Include the emergence of new knowledge; ‘Actions speak louder than words’. Use feedback to attain goals. |
|
Learning Experience |
Design interventions such that critical variables are aligned and managed well; Learn about the uncertainties; Anticipate; Take action; Mental models are complex; Being adaptable & sucesptable; Develop sophisticated environments. | Take time to understand the environment and all the factors that influence the environment. Increase learning by reading and learn from both achievement of goals the mistakes that I make. Let these improve the strategy. Take note of, and learn from, good leaders and follow their example. |
|
Patience & Reflection |
Business moves fast; Make time for Strategy. Develop my own views; Understand assumptions; Reflective process allows strategy to formulate; Make informed choices; Take time out to reflect. | Slow down; Take the time to understand; Sit independently; Review the strategic tools; Take a step back to reflect; Keep a journal. |
|
Personal Mastery |
It is better to give than to receive; Just do it! Play the right game’; Don’t rely on intuition; Get early insights; Manage the innovation that I can control. | Be alert; Do not worry about the factors that I cannot control; Focus on those I can; Set realistic goals; Take a stand; speak out; Develop others; Don’t define complex situations completely. |
Appendix 3: Interrelationship Diagraph
Figure 4: Interrelationship Diagraph
Appendix 4: My Model
Figure 5: My Model
Appendix 5: High Leverage Intervention
Figure 6: High Leverage Intervention
Appendix 6: Causal Loop Diagram
Figure 7: Causal Loop Diagram
All rights reserved. No part of this publication may be copied or used without the Authors consent. Please email vaughng@gmail.com with any queries.
Thank you
