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HOW TO RELEASE THE POWER OFSTRATEGIC THINKING<br />
To become a better strategic thinker able to formulate and implement plans that will achieve the desired<br />
objective, take the following guidelines to heart:<br />
1. Break Down the Issue<br />
The first step in strategic thinking is to break down an issue into smaller, more manageable parts so that<br />
you can focus on them more effectively. How you do it is not as important as just doing it. You might break an<br />
issue down by function. That’s what automotive innovator Henry Ford did when he created the assembly line,<br />
and that’s why he said, “Nothing is particularly hard if you divide it into small jobs.”<br />
How you break down an issue is up to you, whether it’s by function, timetable, responsibility, purpose, or<br />
some other method. The point is that you need to break it down. Only one person in a million can juggle the<br />
whole thing in his head and think strategically to create solid, viable plans.<br />
2. Ask Why Before How<br />
When most people begin using strategic thinking to solve a problem or plan a way to meet an objective,<br />
they often make the mistake of jumping the gun and trying immediately to figure out how to accomplish it.<br />
Instead of asking how, they should first ask why. If you jump right into problem solving mode, how are you going<br />
to know all the issues?<br />
Eugene G. Grace says, “Thousands of engineers can design bridges, calculate strains and stresses, and<br />
draw up specifications for machines, but the great engineer is the man who can tell whether the bridge or the<br />
machine should be built at all, where it should be built, and when.” Asking why helps you to think about all the<br />
reasons for decisions. It helps you to open your mind to possibilities and opportunities. The size of an<br />
opportunity often determines the level of resources and effort that you must invest. Big opportunities allow for<br />
big decisions. If you jump to how too quickly, you might miss that.<br />
3. Identify the Real Issues and Objectives<br />
William Feather, author of The Business of Life , said, “Before it can be solved, a problem must be clearly<br />
defined.” Too many people rush to solutions, and as a result they end up solving the wrong problem. To avoid<br />
that, ask probing questions to expose the real issues. Challenge all of your assumptions. Collect information<br />
even after you think you’ve identified the issue. (You may still have to act with incomplete data, but you don’t<br />
want to jump to a conclusion before you gather enough information to begin identifying the real issue.) Begin by<br />
asking, What else could be the real issue? You should also remove any personal agenda. More than almost<br />
anything else, that can cloud your judgment. Discovering your real situation and objectives is a major part of the<br />
battle. Once the real issues are identified, the solutions are often simple.<br />
4. Review Your Resources<br />
I already mentioned how impor-tant it is to be aware of your re-sources, but it bears repeating. A strategy<br />
that doesn’t take into account resources is doomed to failure. Take an inventory. How much time do you have?<br />
How much money? What kinds of materials, supplies, or inventory do you have? What are your other assets?<br />
What liabilities or obligations will come into play? Which people on the team can make an impact? You know<br />
your own organization and profession. Figure out what resources you have at your disposal.<br />
5. Develop Your Plan<br />
How you approach the planning process depends greatly on your profession and the size of the challenge<br />
that you’re planning to tackle, so it’s difficult to recommend many specifics. However, no matter how you go<br />
about planning, take this advice: start with the obvious. When you tackle an issue or plan that way, it brings unity