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- Hindsight and Foresight
I’m sure there are quite a few old sayings about “hindsight always being useful to learn from – but foresight being better to not have to“. Sage.
I was reminded of the value of foresight in a recent conversation on LinkedIn. Reflecting on the essence of the conversation – supporting good decisions with foresight – I noted several key principles – a list I share below as “Five for Foresight”.
- Be clear about your objectives
- Fully appreciate your context
- Be specific about your assumptions (and uncertainties)
- Be rigorous about your decision criteria (and their weightings)
- Plan to include the active monitoring of variations
- OughtWe decision app – illustrated with a pinch of fun, and a small example
- OughtWe decision app – an Expert System
All criteria are full editable – from delete them, to neutralising them (by setting their weighting to zero, to adding new criteria.
Weightings should be adjusted to reflect your context and your values.
- Wisdom and trust
Covid has reinforced “it’s tricky who to trust”. This piece in the Financial Review today reflects that – and the classic way of wisely balancing your pool of advice.
- Selecting a spokesperson …
… with some tongue in cheek
- A few quick thankyous …
A “shout out” and thanks to the generosity of many friends – who know who they are and prefer to remain unnamed.
Your thoughtful feedback on the OughtWe decision app has seen several significant results.
Improvements in ease of use (with more “tips and buttons”) for functionality and navigation;
Some good suggestions to incorporate in the “how to” page on my website. I’ll have a crack at that later this week.
Suggestions for a couple of associated Gigs – a customised version for organisations (to support nimbleness, consistency, assurance, quality etc – you know the drill). You can see the promo page or go to YourOughtWe.com for the approach;
A training workshop offering (but I’m not yet convinced of the need for this); and
Last but not least, to my coder who tweaked the refinements to get version 1.2 up and available on the Apple Store and Google Play today! He needs no link because he is fully booked out until the end of the year – but yes, Asjad is that good!
- Appreciate the situation.
It’s a golden oldie but the caution to avoid “situating the appreciation” was nicely summarised by Alastair Grant in 2010.
“There is a glitch with this process, and it’s called ‘Situating the Appreciation’. It goes like this: You start with a blank sheet of paper and full of good intentions apply logic objectively and without bias. Or that’s what you think. But as an expert you already know a great deal and it is hard to prevent your knowledge from weakening your impartiality.
So what happens is that deep down you think you already know the solution to the problem and the outcome that you desire. And without realising this you magnify the arguments that support your predicted or desired outcome, and the objections that logic throws up are painted into a corner and have reduced importance and visibility. I suspect that this happens often in business life and can be found to be the reason behind many fiascos.“
I reckon that fundamental caution was one of the things that contributed to the idea of setting up OughtWe – the decision support tool.
- Hit the share button to collaborate
For decades great leaders have recognised the strength that good planning processes bring to people who work together.
We are simply continuing that tradition.
The tool we use facilitates collaboration by enabling “screen sharing” on the platform of your choice, throughout the decision making / planning process.
- OughtWe – a guide
- Ought we use “lite (tongue-in-cheek) ads”?
Is it a bit of fun? Or is it just a trite distraction?
Does it stimulate interest and thinking?
Does it enhance accessibliity?
Or is it a demeaning?
Never underestimate the importance of establishing context.
Of agreed objectives, potential options, and weighting agreed assessment criteria.
In short, of having your ladder against the right wall.
Applying the agreed criteria to potential options is a collaborative process where the rationale for attributions is significant.
In short, asking the right questions.
This is not academic. This is not a game.
We assess risks in order to manage them. We assess options in order to work out the best ones to act on.
In short, we think right in order to act right.