Index of the Workshops 'Strategy and Neuroscience'
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Index of the Workshops 'Strategy and Neuroscience'
Carlos Herreros, Member, Business Consultant, Spain
PROGRAMME “STRATEGY AND NEUROSCIENCE”
Carlos Herreros, 2014
1. THE ISSUE OF SUSTAINABILITY
1.1. Perspectives of sustainable development. Social and economic environments.
1.2. Zadek´s Civil Corporation
2. THE SURVIVAL OF THE ORGANIZATION: ULTIMATE GOAL OF ITS EXISTENCE.
2.1. Sustainable competitive advantages?
2.2. Transient advantages
2.3. Competing in “arenas” not in markets
3. MANAGEMENT FADS
3.1 Forced to be stupid by imitation. Jessica Nolan´s experiment
3.2 “Memes” incite imitation.
3.3. Collective Inertia. Mental models.
3.4. Selection bias
3.5. The success trap. The “halo” effect
3.6. When we frame something as a threat or as an opportunity, what we choose changes substantially. The reframing effect. Kahneman´s experiment.
3.7 How bad practices survive?
4. WHAT IS STRATEGY?
4.1 The term “strategy” should mean a coherent response to an important challenge.
4.2 Even when they coincide in the same individual, leadership and satrategy are not the same.
4.3 Thinking like a strategist. Strategy takes us to the limits of knowledge.It is real, the feeling of ambiguity.
4.4. To generate a strategy we must leave aside the comfort and security of pure deduction and swim in the more troubled waters of induction, of the analogy of judgement, of insight.
4.5 Good strategies don´t come from mechanical tools.
4.6 Mental tools: kernel with 3 components: diagnostic, guiding policy and coherent action.
4.7 Can strategic thinking be taught?. Legitimising dialogues.
4.8 Inquiry and advocacy
4.9 From planning to dialogue
4.10 Developing the repertoire
4.11 Planning as a democratic process.
5. THE BRAIN AND STRATEGY
5.1 Cognitive inefficacy of strategic processes
5.2. Mintzberg: planning is a product of the left brain. Strategy is a product of the
5.3 The brain does not know how to operate with some strategic tools
5.4. Has culture influenced the forgetting of some traditional strategic tools?
5.6. Making visible the evident.
5.7 Organizational attention
5.8 Exploration and exploitation
5.9 Intuition and reason
5.10 To have feelings of our thoughts
5.11 The gap knowing-doing in strategy
5.12 Brain´s friendly environments in strategy
6. GOOD STRATEGIES, BAD STRATEGIES
6.1. A set of coherent actions that create cohesiveness
6.2. Bad strategies don´t analyze obstacles.
6.3 Detecting bad strategies
6.5 Inability to face the challenge
6.6 Mistaken goals and strategies
6.7 Bad strategic goals
6.8 Bad strategy is the avoidance of the hard work of developing a good stratetgy.
6.9 Strategy means focus. Having to put aside some goals in favour of others
7. THE ROLE OF THE BRAIN IN GOOD AND IN BAD STRATEGY
7.1 Right brain, left brain: the master and the servant
7.2 The two hemispheres. Difference between “coherent” and ‘cohesive”’.
7.3. Brain and ambidexterity.We need both visions of the World.
7.4. Strategy, the two hemispheres and intelligent memory. Brainstorming and
7.5. How creativity operates. Wallas the precursor. Eric Kandel
7.6. Clausewitz and Motwani
7.7. Jack Welch in G.E.: using the intelligent memory
7.8 The obliquity principie
7.9 The somatic marker hypothesis (Damasio)
7.10 Management in the second machinistic era
8. THE MIND OF THE STRATEGIST
8.1. Strategy as art.
8.2. Strategy as science
8.3. The four phases of the strategic process
8.4 The limits of cognitive capabilities.
8.5. Tension between logic and creativity
8.6. Need of logic thinking
8.7 Need of creative thinking
8.8 Self analysis exercise
9. WHERE DOES STRATEGY FIT IN ANY ORGANISATIONAL SYSTEM?
9. INTERNAL WORKING OF THE BRAIN.
9.1. Beware of deadlines
9.2. Reducing stress
9.3. Uncertainty activates the anxiety circuits
9.4 Good thinkers take into account past data
9.5. Good strategists perceive better what they fell
9.6 The value of being positive
10. INTEGRATED BRAIN, STRATEGIC BRAIN
10. 2 The flexible, adaptive, coherente, energised and stable brain
10.3. The river of the mind between chaos and rigidity
10.4. Emotions are changes in brain integration
10.5 Emotional health is a formo f resilience
10.6. The neuronal regions essental for executive functions are inherently integrative.
10.7 Fragmented minds by tectonic faults
10.8 Current research shows that to change implicit patterns we have to liberate stored memories putting ourselves in strong contact with them, and simultaneously provide a disconfirming evidence.
10.9 With the best intentions we have cornered strategy and reduced it to a left brain exercise.
10.10 Another defense of the integrated brain. Roger Martin
10.11 The anxious brain fearful of bad strategies.
10.12 The FACES mind and attributes of the strategist
10. 13 An observation on attention.
10.14 The power of the cognitive veto
10.15 Chaos, rigidity, exploitation and exploration
10.16 The hour of pragmatism
10.17 It´s knowledge creation not knowledge per se what promotes a successful strategy.
10.18 A winning strategy deliberately uses deviation to break away from dominant logics and invent new ones.
10.19 Brain regions associated to higher strategic reasoning
11. THE ENVISAGED CHANGES
11.1 The next generation may keep out of corporate life
11. 2 Managing organizations in a wide time frame
11. 3 Capitalism has served us well; but it has to evolve
11. 4 The new corporation
11.5 The advantages of long term thinking
11.6 A few current diagnostics, why good leaders provide security?
11.7 We need a revolution in the way we work and do business.
11.8 Growing Income inequality
11.9 Obsolete business models
11.10 Dysfunctional management practices
11.11. In the social era traditional strategy is dead.
11.12 Generating trust from within.
11.13 We need a new mentality on mental health
11.14 Honour the souls of people
11.15 Developing the healthy Corporation.
11.16 What brings health to companies?
12. ATTACHMENT, THE GUIDING POLICY OF HEALTHY CORPORATIONS.
12.1 The neuroscience of attachment
12.2 The brain is a social organ that changes when in contact with other brains. Relationships, affect regulation, resilience.
12.3 How relational learning works?
12.4 Mental models and attachment
12.5 The resonance circuits.
12.6 Ainsworth´s attachment styles
12.7 The security of attachment is the primary defence against psycho-pathology.
12.8 A learning model
12.9 Attachment and engagement in the workplace
12.10 An elemento of attachment. IKEA´s “Firm effect”
12.11 Attachment toa ll stakeholders. The case of customers
13. STRATEGY WITH SCENARIOS
13.1 From neuronal networks to narratives
13.2 The dimension outside- inside of scenarios
13.3 The role of the individual in scenario planning
13.4. Scenarios and evolution
14. TECHNIQUES FOR SCENARIO PLANNING
14.1 The plots
14.2 Team composition
14.3 Focus of decision
14.4. Brainstorming with the core factors
14.5 Distinction between pre-determined elements and uncertainties
14.6 Identifying a few scenario logics
14.7 The inductive approach. Emblematic events. The oficial future
14.8 The deductive approach. Th escenario matrix
14.9 Embodying the scenario plots
14.10 Tools for embodying scenarios.
14.11 Systems and patterns. Systems thinking.
14.12 Developing narratives
14.14 Typical plots, Winners and losers, crisis and response, evolutionary change, wild cards.
15. TEN TIPS FOR DEVELOPING GOOD SCENARIOS
16. OTHER CURRENT STRATEGIC TOOLS
B. Create/ destroy
C. Practice judgement
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