"Nobel Laureate Daniel Kahneman on Making Smarter Decisions. The bestselling author of Thinking, Fast and Slow talks about overcoming the cognitive biases and errors that can affect decision–making."
"There are several types or ways of thinking. Each of these ways of thinking comes with its own set of assumptions, or paradigms, that, while making the thinking process work efficiently, also constrains the process to a particular view of causality, organization, and management's and members' roles in an organization. These types of thinking have their roots in natural sciences, social sciences, and philosophies. They can become so pervasive and dominant in management discourse that they become invisible, being applied without consideration for their assumed causality. Clearly identifying and classifying types of thinking raises awareness of what thinking is actually taking place, and at the same time challenges management to improve their thinking based on this knowledge of thinking."
(Kim Korn, Create Advantage Inc.)
"The resource covers basic logic and faulty arguments, developing student's critical thinking skills. Suitable for year 8–10, focused on science issues, the module can be adapted to suit classroom plans."
"TechNyou was established to meet a growing community need for balanced and factual information on emerging technologies. We are funded by the Australian Government Department of Industry, Innovation, Science, Research and Tertiary Education (DIISRTE). We operate in partnership with the University of Melbourne, where our office is based."
"The Project Service Centre (PSC) role within CSU is to establish sound Project Management (PM) principles throughout the organisation. This will provide a means of clearly identifying the true needs of the University and help facilitate those desired outcomes.
To achieve these objectives, the PSC must provide and enhance the methodology for project management and business analysis, including guides and templates. This particular section concentrates on a set of guides which recommends how different processes can be undertaken."
(Charles Sturt University)
"The approach we developed in working with our clients at Monitor Institute is what we call adaptive strategy. We create a roadmap of the terrain that lies before an organization and develop a set of navigational tools, realizing that there will be many different options for reaching the destination. If necessary, the destination itself may shift based on what we learn along the way.
Creating strategies that are truly adaptive requires that we give up on many long–held assumptions. As the complexity of our physical and social systems make the world more unpredictable, we have to abandon our focus on predictions and shift into rapid prototyping and experimentation so that we learn quickly about what actually works. With data now ubiquitous, we have to give up our claim to expertise in data collection and move into pattern recognition so that we know what data is worth our attention. We also know that simple directives from the top are frequently neither necessary nor helpful. We instead find ways to delegate authority, get information directly from the front lines, and make decisions based on a real–time understanding of what's happening on the ground. Instead of the old approach of 'making a plan and sticking to it,' which led to centralized strategic planning around fixed time horizons, we believe in 'setting a direction and testing to it,' treating the whole organization as a team that is experimenting its way to success.
This approach wouldn't surprise anyone in the world of current military strategy. Recent generations of military thinkers have long since moved beyond the traditional approach, most notably famed fighter pilot John Boyd. He saw strategy as a continuous mental loop that ran from observe to orient to decide and finally to act, returning immediately to further observation. By adopting his mindset (with a particular emphasis on the two O's, given our turbulent context), we can get much better at making strategy a self–correcting series of intentional experiments.
To provide structure to this fluid approach, we focus on answering a series of four interrelated questions about the organization's strategic direction: what vision you want to pursue, how you will make a difference, how you will succeed, and what capabilities it will take to get there.
The skills and mindset for today's strategic planning will come from continuously asking ourselves these questions about our organizations, programs, and initiatives. Once we accept Dwight D. Eisenhower's sage advice that 'Plans are useless, but planning is everything,' we will be ready to adapt to whatever curveballs the twenty–first century sees fit to throw."
(Dana O'Donovan & Noah Rimland Flower, 10 Jan 2013, Stanford Social Innovation Review)