bs l01 strategic thinking (i)

8/9/2019 BS L01 Strategic Thinking (I)

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STRATEGIC THINKING I)

Prof.Dr.Dr.Dr.H.C. Constantin Bratianu

Facul ty of Bus iness Adm inis t rat ion

Academy of Econom ic Studies

Bucharest , Romania


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My business is

th ink ing

T.A. Ed iso n


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KNOWLEDGE PARADOX

We are living in a world which is infinite in time,space and complexity

We need to understand this world for survival, and

for a better life

However, our mind is finite from biological andpsychological point of views

How can we know and understand an infinite worldwith a finite mind ?


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THINKING MODEL

We are using thinking models which are cognitiveapproximations of complex real phenomena

Thinking models are developed throughout our

education in family, school, church and society

The more powerful these thinking models are, thebetter cognitive approximations we can get

The more powerful these thinking models are, thebetter decisions we can make


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KNOWLEDGE

Rational

Emotional

Spiritual

INTELLIGENCES

Rational

Emotional

Spiritual

HUMAN CAPITAL

Rational

Emotional

Spiritual

Structure


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SK

RK EK

Spiritual

Knowledge Field

Rational

Knowledge

Field

Emotional

Knowledge Field

Multifield Knowledge Model


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Rational Knowledge

It is the result of therational thinking and of the

consciousness process

It is conceived in the

Cartesian perspective

It can be explicit and tacit,

where tacit knowledge is

the result of the

internalization process

Peter Drucker


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Cogi to , ergo sum !

R. Descartes


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THE DYAD OF

EXPLICIT-TACIT KNOWLEDGE

Structure

Explicit

Knowledge

Tacit Knowledge

RationalMind

Non-Rational

Mind

Knowledge

Transfer Process

Direct

Experience


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EMOTIONAL KNOWLEDGE

Emotions are very powerful knowledge generators.

Think of the masterpieces of Michelangelo, Da Vinci,

Picasso, Mozart, Beethoven and others.

Think of the great artists playing in theatres andmovies.

Think of unexpected events able to generates

emotions.

Think of the great leaders able to motivate especiallythrough emotions many people.


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THE DYAD OF

RATIONAL-EMOTIONAL KNOWLEDGE

Strudcture

Rational

Knowledge

Emotional

Knowledge

Rational

Mind

Non-RationalMind

Knowledge

Transfer Process

Direct

Experience


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To release the sp ir i t one must accentuate the work with

medi tat ions o f the heart and the soul .

(M. Musasch i The Book of f ive r ings)

Kamakura


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CULTURAL VALUES IN USA

Private property

Competition and individualism

Performance

Time is the vital resource of any enterprise

The American dream and the need of selffulfilment


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CULTURAL VALUES IN JAPAN

Japanese cultural values are quite opposite of theAmerican cultural values

There is a strong emphasis on team work,

cooperation, modesty and group referentialsystem

There is a strong respect of seniority, academicrank and hierarchy

There is a strong respect of traditions andunwritten behaviour rules


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Coca-Cola Company

Values: Leadership: The cou rage to shape a better future.

Passion: Comm it ted in heart and m ind.

Integrity: Be real.

Accountability: If it is to be, its up to me.

Collaboration: Leverage co l lect iv e genius.

Innovation: Seek, imagine, create, delight.

Quality: What we do, we do well.


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Cognitive knowledge

Emotional knowledge

Spiritual knowledge

The triple

Helix of

Knowledge


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Rational

knowledge

Emotional

knowledgeSpiritual

knowledge

Knowledge Dynamics


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Vision &

Mission

Spiritual knowledge

Organizationalculture

Emotional

knowledge

Decision making

Rational

knowledge


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INTELLIGENCES

Linguistic intelligence

Logical-Mathematical Intelligence

Naturalist intelligence

Spatial intelligence

Musical intelligence Bodily-Kinesthetic intelligence

Interpersonal intelligence

Intrapersonal intelligence

Spiritual intelligence


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PATTERNS OF THINKING

It works !

Do it yourself !

Modular thinking, and less integral thinking

Trust nothing of what you listen to, and only half of

what you see.


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COMMUNICATION

Communication is based on what it is NOT said Communication should be like a cover of the personal

feelings and beliefs

Messages should be fuzzy by their nature, giving full

liberty for interpretation Silence is more precious than the spoken words

Never put questions about personal feelings andthoughts, and never request a clear answer

Sharing experience is more important than defining itin clear and direct way

Tacit knowledge is more important than explicitknowledge


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CULTURAL EXPERIENCE

Cultural experience is fundamental in creating andusing tacit knowledge

Experience relates directly to variety and not to time

spent in a given activity

Experience is the best teacher for understandingcultural values of different peoples

Experience develops intuition and anticipation, and

thus it is best for developing vision

Experience contributes greatly in developinginterpersonal and intrapersonal intelligences

Experience in another country helps you in a better

understanding of your own cultural and social values


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STATIC / INERTIAL THINKING

The simplest model of thinking

TIME is not included in this model

Things and events are almost the same. They do notchange, or change is not significant

Think of Pyramids. Same image anytime

When things do not change we get a feeling ofsecurity, since we can control events

Static or inertial thinking opposes any change. It is

like a resistance


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Inert ial th ink ing


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DYNAMIC THINKING

Time is a fundamental variable Time has only an extensive dimension, measured as

duration (in seconds, minutes, hours, days, etc.)

That means that in this model, time has no direction

It is actually the physical time Things and events change in time. Processes

develop in time

Processes are reversible

For reversible processes time direction is notimportant


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A BV

VS

V = S / T T = S / V


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Past

Future

Time observer

metaphor

Event 1

Event 2

Event 3

The observer is

moving

I shal l come to you next week.


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Past

Future

Time observer

metaphor

Event 1

Event 2

Event 3

Time is moving

Time fl ies by

Time for act ion has

arr ived


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bs l01 strategic thinking (i)

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