You and your team have spent weeks getting a plan together for a new product, service or strategy. To arrive at this plan, you’ve interviewed and surveyed numerous stakeholders, conducted market and competitive research, worked out detailed launch and support plans, generated proforma financials and created a great PowerPoint presentation for executive management review and approval.
It’s been a long haul but, finally, everyone is on the same page, and everything is ready to go for a great success – or is it? Inviting a Devil’s Advocate into your business can help answer this question.
Cognitive biases affect the most important strategic decisions made by the smartest managers in the best companies
The Case for Behavioral Strategy, McKinsey Quarterly
Designed as an introduction to critical and systems thinking, the course includes how to identify and construct strong arguments that support conclusions, and practical tools that can help in daily decision making. The course will benefit both those early in their professional careers and seasoned managers who must guide their teams to better decisions and outcomes.
Most businesses seem to be organized in a traditional pyramid hierarchy like a football team. In this team model, those at the top of the pyramid (coach/CEO) attempt to drive outcomes by “calling the plays” and expecting that the rest of the team follows a formal playbook. This model has served the business world well by certain organizational measures, however, such organizations also may suffer when management from a distance confounds effective daily operations.
Top-down organizations are by no means the only way to achieve success as demonstrated by companies such as Semco where empowered teams can move forward confidently and independently. Approaches such as Dynamic Governance facilitate the crafting of policy through inclusive decision-making that links team objectives to broad goals of the firm. Teams are then permitted to achieve results through self-organization and management on a day-to-day basis without seeking or requiring further involvement from the executive level while observing policy that they helped formulate.
If a traditional business organization is rightly analogous to a football team, then perhaps the ancient sport of wrestling provides a different viewpoint that can create a business edge. Consider some key differences in perspective that a wrestling team model offers: