September 01, 2021
When business and the world change, it often requires a change to systems and strategies, creating pivots that are largely uncertain. A stressful reaction doesn’t help, but it is difficult to avoid stress. We can agree to a person that we all hope that this COVID era is almost over. It sure doesn’t seem like it.
Our discomfort will be there constantly, even if you think you are friends with the right answer. The only thing I know for sure is Yesterday, Today, and Tomorrow are still dancing frantically, undefined, and certainly not yet normal. Ironically, even the tightest, most productive teams are still plagued with twists and turns. Our only stability is a continued distraction. Here are a few simple thoughts that may help a bit, but they will NOT FIX the churn:
The Little Prince & Scenarios
You and/or your children may have read or seen The Little Prince, by Antoine de Saint-Exupéry. Saint-Exupéry began writing this book during World War II, after Germany’s invasion of France. Making a tough choice, he was forced to give up aviation and France to flee to New York.
“... there is one problem and only one in the world: to revive in people some sense of personal meaning. Even our misfortunes are a part of our belongings.”
Managers who can expand their imaginations to see a wider range of possible futures will be much better positioned to take advantage of the unexpected opportunities that will come along.
Prepare to manage and measure your performance and the performance of others with you. Clearly share and communicate strategy, keep up-to-date schedules, adapt quickly when needed, and keep your thoughts updated. This chart is still very viable for bounding a scenario experience.
Here are four useful steps to stop jumping to the first solution and instead learn from different possibilities. Here’s a process to begin:
Here’s an interesting piece on our current Pandemic using Scenarios.
“In short, scenario planning attempts to capture the richness and range of possibilities, stimulating decision-makers to consider changes they would otherwise ignore. At the same time, it organizes those possibilities into narratives that are easier to grasp and use than great volumes of data. Above all, however, scenarios are aimed at challenging the prevailing mindset. Hence, scenario-planning differs from the three aforementioned techniques in its epistemic level of analysis.”
If you are interested in learning how to use Scenario Planning to explore multiple futures, the mid-month newsletter will share the process more specifically.