Leaders make decisions. This text can help you make better choices by distinguishing between two elementary varieties of issues. Management choices usually fall into two broad categories: (1) What is going to we do? (2) Who are we? Higher leadership choices can happen when the chief adapts his or her choice making process to the type of choice at hand.
What is going to we do?
This query offers with problems. Issues are issues resolved via analysis and technical solutions. Furthermore, different persons or organizations dealing with the identical situation may apply these solutions. For instance, sales are falling - what's going to we do? There are customary techniques that might be applied to the problem of falling sales equivalent to reducing prices, aggressive advertising and marketing, or customer rewards programs.
How to think about problems
Issues require analytical thinking. Outline the issue. Break the issue down into manageable sub-issues. Look for technical solutions. Apply out there information, talent, and assets towards solutions. Don't forget to leverage the information, talent, and assets of different persons, groups, or organizations that display experience in coping with similar issues.
Who are we?
This query offers with identity. When a corporation articulates its imaginative and prescient, its values, its purpose, or its mission, it creates an identity. Responses to these issues are distinctive to the group asking the question. An instance is the query, "What is our company's imaginative and prescient for the following five years?" The reply to this query necessarily requires speculation about our corporate identity and how "we" may change in the subsequent five years. The response of your company shall be distinctive in distinction to how different companies would reply to the identical question. Gabriel Marcel refers to identity issues as mysteries.
How to think about mysteries
Mysteries should not unknowable. The mystery lies in the truth that these issues are open-ended. The same particular person or group can ask the identical query on different occasions and arrive at different conclusions. For instance, the query "What is our company's imaginative and prescient for the following five years?" might be asked each five years and yield a unique response every time. Mysteries require a holistic method to choice making. When confronted with a mystery, effective choice making involves others in a participatory process that yields a collaborative understanding of "who we are" or "who we want to be." Responses to mysteries produce wealthy descriptions that form a basis for future actions.
What's in it for you?
You may make better leadership choices by asking, "Is the issue at hand a problem - what's going to we do? or a mystery - who are we?" In case your situation is a problem, outline it and analytically take the issue all the way down to its constitutive elements. Discover and apply acceptable technical options via information, talent, and assets out there to your group and its networks. In case your situation is a mystery, engage stakeholders inside and out of doors the group, as acceptable, in a participatory process to look at the issue. Assemble a synthesis of your collective information that yields a wealthy understanding of who your group is or who your group wants to be.
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