Here's how you can apply strategic thinking for effective problem-solving at work.

It's surprising how often we jump right to "solving the problem" before taking time to ensure we understand the problem accurately. Sometimes it even turns out that members on the same team are trying to solve different problems! Taking time to truly understand a problem can be really helpful to the problem solving process. It might take more time upfront, but it's a classic example of starting slow to go faster later. A memorable metaphor I learned years ago: it doesn't do any good to climb faster up the ladder, only to learn at the end that the ladder was leaning on the wrong building!

Creo que definir objetivos es la parte mas importante del proceso, partiendo de que conocemos nuestro producto o servicio, y sabemos las bondades del mismo, y sus posibilidades de donde y en que mercado haremos la diferencia, esta es la idea principal, de ahi en adelante viene el proceso de como ejecutarlo de la mejor forma

The first consideration when defining goals is that many results require intervention at different levels of analysis. For example, a commercial result may depend on the sales force's capabilities, the team's climate, and the market situation, among other variables. Therefore, it is necessary to generate objectives at each level to control results. A second consideration is that many problems require others to change performance or perceptions. For, a sales goal is, in reality, a purchasing goal, and we must ask ourselves: How much customers should sell to increase purchases of our supplies? Finally, defining goals always requires understanding the next level which it is possible to reach in an ambitious but realistic way.

Strategic thinking involves taking a broad, long-term approach to problem-solving, integrating foresight, critical analysis, and planning. Here’s how you can apply strategic thinking to enhance your problem-solving skills: ? Define the Problem Clearly ? Gather and Analyze Information ? Think Broadly and Long-Term ? Consider Multiple Perspectives ? Develop Possible Scenarios ? Prioritize and Plan ? Leverage Strategic Tools ? Implement with Flexibility ? Monitor Progress and Outcomes ? Reflect and Learn By applying these strategies, you can enhance your problem-solving skills at work, ensuring that solutions are not only effective in the short term but also contribute positively to your organization’s long-term success.

Utilize ferramentas analíticas como a análise SWOT (For?as, Fraquezas, Oportunidades e Amea?as) para mapear o cenário completo e antecipar possíveis desdobramentos. Em seguida, envolva as partes interessadas, promovendo um diálogo colaborativo para obter diferentes perspectivas e insights que possam enriquecer a compreens?o do problema. Desenvolva várias solu??es potenciais, avaliando cada uma n?o apenas em termos de eficácia imediata, mas também considerando seus impactos a longo prazo e alinhamento com os objetivos estratégicos da organiza??o. Finalmente, implemente a solu??o escolhida com um plano de a??o detalhado, incluindo métricas de sucesso e um cronograma para monitoramento e ajustes contínuos.

Gather Intel: The Foundation of Strategic Problem-Solving Before tackling any work problem, successful leaders gather intel. This means getting a 360° view by talking to stakeholders, reviewing past data, and analyzing trends. The more information you have, the better you can identify patterns and develop solutions that address the root cause. But remember, strategic thinking isn't about endless research. It's about knowing when you have enough intel to make a well-informed decision and take action.

Collecting relevant information is crucial for strategic thinking because it ensures decisions are based on facts and evidence, reducing risks and increasing the likelihood of successful outcomes. Analyzing data helps identify trends, correlations, and leverage points vital for effective strategies. Engaging stakeholders provides diverse perspectives, uncovering hidden challenges and opportunities. Reviewing past incidents helps avoid repeating mistakes and builds on successful strategies. However, it's essential to avoid analysis paralysis. Strategic thinking involves knowing when to act, balancing thorough research with timely action to develop agile and proactive strategies that adapt to changing circumstances and seize opportunities.

Is vital for effective problem-solving at work. Executives should first identify key sources of information, both internal and external, relevant to the issue. By collecting diverse data sets, leaders gain a comprehensive understanding of the problem's context and potential implications. Utilizing advanced analytical tools allows for extracting actionable insights, facilitating informed decision-making. Fostering a culture of curiosity encourages continuous learning and adaptation. Integrating strategic thinking into coaching empowers leaders to drive innovation and achieve sustainable success in dynamic environments.

Reflection requires information, so it may be necessary to begin by questioning our assumptions about the problem, what Carol Dwek calls the mindsets. Do I assume that "my boss doesn't listen," or can I understand that, in reality, he is not deaf but rather does not trust me? Questioning the areas of analysis, the nature of the data, the biases caused by mistrust, or the planning horizons can be a helpful way to prepare for the search for information.

en plus de toutes les excellentes contributions, j'ajouterai la nécessité d'être conscient de ses biais cognitifs dans cette étape de prise d'informations. Si on ne croit que ce qu'on voit (citation de Saint-Thomas d'Aquin), il est aussi vrai qu'on ne voit que ce qu'on croit. Cela signifie que notre perception et notre réalité sont des constructions mentales. Cette construction est biaise par nos filtres éducationnels, sociaux, culturels, etc. Pour un recueil d'information optimal, il convient de dépasser ses propres réductions de vision, et de s'entourer d'autres modes de pensée et de perception.

Prioritizing contextual analysis, is key for effective problem-solving at work. Executives must understand organizational and industry landscapes deeply, identifying root causes and opportunities. This tailored approach aligns strategies with business goals, anticipating risks. Cultivating adaptability ensures leaders stay responsive to changing contexts. By integrating strategic thinking into coaching, organizations empower leaders to navigate complexity and achieve sustainable success.

To excel at analyzing context in problem-solving, particularly within an organizational setting, I suggest Begin by gathering diverse data points—financial reports, customer feedback, employee surveys, market research, and industry trends. Don't just skim; dive deep. Look for patterns, anomalies, and correlations. Use data visualization tools to make complex information more digestible. The goal is to build a rich, multifaceted picture of your current reality. Conduct a thorough SWOT analysis. While SWOT is a common tool, doing it well requires rigorous honesty and detail. For Strengths and Weaknesses (internal factors), consult a wide range of stakeholders—frontline employees often have insights executives miss.

SWOT analysis is a good starting point. From there, it may be advisable to make an effort to understand and describe the problem like our counterparts. Many creative solutions are generated by changing interpretations and searching for new concepts or perspectives that were not in our professional line. It means thinking like children again or, better said, as experts in another line of problems.

Je conseille pour cette analyse de varier les positions d'analyse : meta (avec prise de hauteur pour une analyse très globale, stratégique et de tous les points de vue finaux à très long terme), moyenne (en regardant le projet, les ressources, le planning à moyen terme...) et enfin au plus près de l'action et de l'exécution des plans opérationnels (le geste, l'immédiat, le court terme). Difficile de tenir ces trois positions mais avec de la pratique cela se fait. A chaque niveau de vision on voit des problèmes, des tendances et des solutions différentes.

Developing a range of options is key. Thinking beyond our own experience and staying updated with current research and market trends introduces fresh ideas and innovative solutions, challenging existing assumptions. This approach expands the scope of potential strategies, ensuring you are not limited by conventional thinking. Striking a harmonious balance between leveraging proven methods and exploring new possibilities is essential for sustainable success. This way, you can develop well-rounded options that are both innovative and grounded in reality, enabling effective and dynamic strategic decision-making.

Executives can develop by deepening their understanding of organizational goals and industry trends. They can hone critical thinking through scenario planning and foster innovation within their teams. Seeking mentorship and relevant training programs further enhances their skills. By integrating strategic thinking into coaching and offering diverse development avenues, leaders are empowered to navigate challenges effectively and drive sustainable growth.

Firstly, analyze the problem comprehensively, considering organizational goals, market trends, and resource constraints. Next, weigh potential outcomes and select the most advantageous solution. Evaluate risks and opportunities with a long-term perspective. Foster a culture of collaboration to leverage diverse perspectives. Integrating strategic thinking into coaching empowers leaders to navigate challenges and drive sustainable success.

Rien de tel qu'un benchmark des solutions envisagées avant de prendre ses décisions. Beaucoup de nos idées ont déjà été imaginées et testées, contrairement à ce que notre go nous fait croire. "Rien ne se créée, tout se transforme." Voir donc ce qui a été fait dans d'aitre entreprises, d'autres secteurs, d'autres époques et questionner les conditions de transposition à sa propre situation. Idéal pour recueillir des informations sur les résultats potentiels, les risques encourus, et tout ce qu'on n'avait pas anticipé. Le meilleur benchmark restera toujours les témoignages et les échanges avec ceux qui sont déjà passés par notre prochaine étape.

Beaucoup trop de dirigeants et managers s'impliquent dans la phase stratégique et ne s'intéressent pas à la phase opérationnelle. Si cela peut s'expliquer par les propensions psychologiques et les intérêts de chacun, il n'en reste pas moins qu'une pensée stratégique sans action performante n'est que philosophie et perte de temps intellectuel. comment réconcilier pensée stratégique et gestion opérationnelle ? Quelle communication, quel passage de relai dans l'organisation ? Ma?triser les processus de transmission, de communication, et de responsabilités communes et interdépendantes et souvent oublié, à tort... D'un point de vue psychologique, les dynamiques peuvent être même contraires... Vigilance !

Strategic Thinking is intentional. It is a rational thought process that analyses critical factors of a situation that may have short & long-term impacts. The 2 key elements that often get missed in my experience are- While gathering information is important, a DEEP DIVE INTO CONTEXT is critical. It is not about knowing the process but which elements of Strategic Thinking will work in a particular situation & foreseeable future. VISUALISE to access the full scope to apply reverse mechanism and use a trial & error approach. The Kipling method -5 W, and 1 H work here to break down the problem, consider past experience, continuously review what's applied, revise and refocus. Flexibility, alignment, data & intuition!