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Go to conferences and events in other industries or functions. Obstacle Strategic thinkers question the status quo. Key Reference challenge their own and others' assumptions and encourage divergent points of view. Only after careful reflection and evaluation of an issue through lots of lenses do they take definitive action. This needs persistence, nerve, and an open mind.

When faced with a difficult problemfor example, how to consolidate business units to improve costshe would gather all readily available information and retreat alone into his office. His services, although well considered, were predictable and hardly ever innovative. In the debt consolidation case he focused entirely on two comparable and underperforming services instead of thinking about a bolder reorganization that would enhance activities throughout the whole department.

Through training, we assisted Bob find out how to invite various (even opposing) views to challenge his own thinking which of his advisors. This was uneasy for him initially, however then he began to see that he could create fresh options to stagnant problems and enhance his strategic choice making.

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To enhance your capability to difficulty: Concentrate on the source of a problem instead of the symptoms. Use the "5 whys" of Sakichi Toyoda, Toyota's creator. ("Item returns increased 5% this month." "Why?" "Since the item periodically malfunctions." "Why?" And so on.) List enduring presumptions about an aspect of your organization ("High changing costs prevent our customers from defecting") and ask a varied group if they hold true.

Develop a turning position for the express purpose of questioning the status quo. Include naysayers in a choice process to surface challenges early. Capture input from people not directly affected by a decision who may have a great point of view on the consequences. Analyze Leaders who challenge in the best method usually generate complex and clashing info.

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Instead of reflexively seeing or hearing what you expect, you should manufacture all the input you have. You'll need to acknowledge patterns, push through ambiguity, and seek brand-new insights. Finland's former president J. K. Paasikivi loved stating that knowledge starts by recognizing the truths and then "re-cognizing," or reconsidering, them to expose their covert ramifications.