課程：Using Strategic Thinking Skills
戰(zhàn)略性思考不僅僅CXO的事兒，每個(gè)中層基層領(lǐng)導(dǎo)都需要有戰(zhàn)略思考的能力。那么對(duì)于我們普通員工，是否也要進(jìn)行戰(zhàn)略思考呢？答案毋庸置疑是肯定的。走得多遠(yuǎn)取決于你看待問(wèn)題的角度，如領(lǐng)導(dǎo)一般的思考最終你也會(huì)成為領(lǐng)導(dǎo)。這個(gè)觀點(diǎn)在之前的幾篇文章都零散說(shuō)過(guò)。
在進(jìn)入主題之前——戰(zhàn)略思維的使用技巧和方法，先來(lái)說(shuō)說(shuō)什么是戰(zhàn)略思維。人的思維模式大體可以分為三類(lèi)：
理性Rational：擺事實(shí)，分析利弊，我們最常見(jiàn)的思維模式
創(chuàng)意Creative：相比理性，創(chuàng)意思維更感性，對(duì)于邏輯結(jié)構(gòu)沒(méi)有那么嚴(yán)謹(jǐn)，跳出框架，發(fā)散式的
戰(zhàn)略Strategic：結(jié)合上面兩種思維方式
《思考，快與慢》一書(shū)中，把人腦的兩套思維系統(tǒng)稱(chēng)為“系統(tǒng)1”和“系統(tǒng)2”。前者自動(dòng)起作用，能迅速對(duì)事物給出一個(gè)的很難被改變的第一印象；而后者費(fèi)力而緩慢，需要我們集中注意力進(jìn)行復(fù)雜計(jì)算。文人思維顯然是系統(tǒng)1的集大成者，理工科思維則是系統(tǒng)2的產(chǎn)物。這里提到的Strategic Thinking則是兩者結(jié)合。
一、培養(yǎng)戰(zhàn)略思考的思維模式Developing a Strategic Mind-set
對(duì)于各種情況的反應(yīng)、信息的處理，每一個(gè)人都有自己的一套固定思維模式（mind-set），這是由過(guò)去的經(jīng)歷所決定的。比如“仁者見(jiàn)仁，淫者見(jiàn)淫”就是最完美的詮釋。
若想成為一個(gè)牛逼的人，就必須有意識(shí)的培養(yǎng)自己的戰(zhàn)略思維模式。具體步驟如下：
clarify existing objectives：與上級(jí)澄清公司及項(xiàng)目目標(biāo)
anticipate what may happen in the future：通過(guò)各種渠道了解行業(yè)形勢(shì)競(jìng)爭(zhēng)格局等信息，分析過(guò)去（數(shù)據(jù)、項(xiàng)目、過(guò)往情況）預(yù)測(cè)未來(lái)
broaden your range of strategic inputs：Talk to external and internal customers
widen your perspective on the business and the industry you're in：1. creating and getting involved in different job assignments; 2.involve yourself in different projects and teams that cut across functional departments or units.
二、善用信息Using Information to Support Strategic Thinking
1. Determining which kind of information to analyze is crucial. Your information-gathering plan might include interviews with individuals inside and outside the organization, surveys, research using journals and the Internet, discussion groups, or direct observation of individuals or departments.
2. Recognize relationships, patterns, and trends in your area of business. 分析與其他部門(mén)組織的沖突和影響及關(guān)系
3. 結(jié)合直覺(jué)與分析
4. SWOT分析：優(yōu)勢(shì)劣勢(shì)機(jī)會(huì)威脅。A SWOT analysis is valuable for strategic thinking because it prompts you to evaluate internal and external competitive environments.
三、權(quán)衡Making Effective Trade-offs
網(wǎng)上流傳一句話：“小孩子才分對(duì)錯(cuò)，成年人只看利弊”。To make effective trade-offs, you can take three steps:
prioritize the actions you take based on organizational strategy
identify and evaluate all possible alternatives：需要從短期和長(zhǎng)期時(shí)間維度來(lái)考慮優(yōu)劣勢(shì)
balance business unit and company needs
四、Thinking Creatively
不同于常規(guī)思考方式，創(chuàng)意性思考采用的方法也不同：
1. challenge your assumptions
Examine assumptions
To examine your beliefs and assumptions, you need to be aware of them. You can distinguish those based on fact from those you've accepted without question.?
Challenge current approaches to work
Ask yourself whether you and your employees can work differently and tackle tasks in new ways.
Welcome new ideas
Change routines
Challenging assumptions isn't something you do only in theory. You also need to be prepared to implement your ideas by changing your routines. You can do this by reordering daily tasks or changing your office environment to remind you that work and business processes aren't set in stone and can be easily changed.
2. view things differently
Ask questions to reframe
For example, ask how your organization would change if it did everything the customer wanted, what quality means to the organization, and how well the current organizational structure relates to the mission statement.
Work counterculturally
To work counterculturally, you can change roles or suggest that others change roles.?
View challenges as opportunities
Use lateral thinking tools
Examples of lateral thinking tools are exercises like brainstorming, storytelling, and creative visualization. These can all help a team find fresh new solutions to problems.
3. ask more questions
Ask people for perspectives
Ask various people in your organization the same questions to uncover new perspectives and ideas.
Use open-ended questions
Which prompt others to elaborate rather than providing just short or fixed answers. An example of an open-ended question is, "What do you think is the main aim of our business?"?
