We can think of our brains as having an “if” side and a “then” side. The first is all about exploring possibilities from multiple perspectives. In terms of strategic thinking, it’s about analyzing situations to identify possibilities. The “then” side of our brain concerns certainty – it’s about finding solutions. Both sides are very active in the way that we engage with problems.
This means we have two potential lenses on strategic thinking because there are two different ways of tackling a problem. How can we switch easily between them? And how can we override our long-ingrained neural pathways, which prompt us to follow tried-and-trusted solutions, and explore new ones? Four key capabilities are crucial:
This is the capacity to scan the horizon to draw on a broad range of information sources and synthesize insights to anticipate trends and events.
Audacity is the courage to act and move ahead in the context of ambiguity and uncertainty – and under the gaze of stakeholders’ scrutiny.
This is the ability to look at insights and information from multiple perspectives to ensure a robust consideration of the situation – including the ability to switch attentional modes.
Adaptability is the capacity to choose behaviors, strategies, and actions based on what is needed and guided by insight rather than by preference, habit, or other factors.
How we frame problems is key. We are much more likely to be risk-seeking in a situation where we perceive the potential for gain versus where we perceive the potential for loss. To encourage effective strategic thinking, people must be encouraged to explore possibilities in what psychologists call an environment of “psychological safety” and which does not inadvertently trigger loss aversion.
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