When we've adopted a flawed strategy, we won't realize our error until we examine the outcomes of our strategy playing out in its context. It's anybody's guess whether a strategy is effective until 'the votes come in". However, the odds of formulating an effective strategy are greatly improved by improving our frame of mind. Likewise, we can estimate that a strategy will prove to be flawed when our state of mind is unfavorable for getting a good read on the situation, responding insightfully to challenges and predicting consequences accurately.
Once we realize our strategy needs reformulating, we can sabotage taking that step with the same mental state which formulates flawed strategies in the first place. If we imagine a realm of strategy reformulation to get into, we're inclined to not go there when we're in the realm of flawed strategies. The space appears to be marked with warning signs like "Danger-Keep Out!, much like the space for disruptive innovation. As I played around with this possibility this morning, I imagined seven different entrances to the realm of strategy reformulation. Each of these portals involve a change of mind I've explored before and linked to here. Briefly, let's take a tour of those transitions from outsider to insider:
When we're making a show of effort and commitment, we want an "A" for effort. We hope it's good enough to be trying to succeed. We're anxious to get others approval before we've met the goal and delivered on the promise. In the realm of strategy reformulation, we're learning from feedback. We need the results to revise our approach, rethink our premises and update our estimates.
When we indulging in binary thinking, the facts cannot be both true and false. Our strategies cannot be effective and ineffective. We cannot be right and wrong. Everything is either/or, not both/and. When we come inside the state of mind for reformulation, we're receptive to benefiting from paradoxes. We're eager to find ways to be doing both sides of the polarity.
When we're convinced of the answers, we have "no further questions your Honor". We're done cross examining the situation or inquiring into questionable evidence. When we enter the realm of strategy reformulation, we are taking a broader perspective. We realize there's a scarcity of good questions which makes it worth our while to uncover them.
When we're producing deliveries, we preoccupied with our workload. Our deploying left brain cognitive strategies like "ready-fire-aim". We got a job to get done which precludes distractions or rethinking our approach. On the inside, we switch brain strategies from left to right, reductionistic to holistic. We naturally are making discoveries, coming to new conclusions and revising our outlooks.
When we're looking after our own interests, we assume we're in control. We're in a position to indoctrinate others and act as if we've got the one right answer. When we change our minds, we show an interest in others' interests. We choose to be effective instead of being right. We realize what we're good at can serve others if we show how much we care.
When we're closed minded, we cannot respect others or formulate strategies they will value. We make enemies of customers, rivals out of colleagues and threats out of allies. When we come inside the realm of strategy reformulation, our minds open up. We allow for contradictions to upgrade when we know. We realize we've only got one side of the story or half of the truth until we open up to what's missing. We start coming from a place of wonder.
When we're caught up in a bubble, we're asking for trouble. We've become over-confident, conceited and condescending. To enter the realm of strategy reformulation, we need to get off our high horse, bite the dust or eat some humble pie. Our come down will do us good as well as others who need us to relate to them, understand them and help them solve their problems.
You may have already realized, these changes of mind call for strategies in themselves. Those that need the change in mind are not in the frame of mind to formulate effective strategies. Without strategy advisors or guidelines, more flawed strategies will get formulated.