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Respect
- On every policy issue, a range of views can exist.
A liberal understands that the minority view need not necessarily be
wrong, and all views will be treated with full respect and allowed an
opportunity for production of evidence in support of the view.
We shall
- Treat each team member ethically and with respect.
- Respect each other's contributions.
- Share credit and responsibility for results.
- Utilize team members' strengths and expertise.
Parking opinions
- We may need to park some of the differences or
disagreements if these are not significant.
Resolving differences
- We will resolve differences with a show of hands in the
interest of moving forward. Unanimity is preferable but not necessary.
Forming strategic intent:
- Individual and group commitment to work together to
solve the problem/s (conversion of the group into informal association
with common goal of solving the problem).
- Agree on the
basic idea. Better ideas continuously emerge from discussion and debate,
but action cannot be delayed beyond a point as it will amount to a
contradiction and a nullification of the sense of urgency needed to
change India.
- Agree on the
basics and move on.
Group analysis of options
- Options to solve the problem/s:
disagreements are vital to this process
- Testing of the different opinions
and options against reality
- Formation of group judgements and
tossing out as many options as possible
- Matching remaining options with
strategic intent
- Decisions to adopt a particular
option including detailed outline and responsibilities (Action Plan)
Processes to encourage
emergence of innovative strategy
- Strategy is evolutionary; all the answers will never be
known. It is important to start.
- Create an environment to increase the number of
insights.
- Ensure that all ideas are placed on the table before
evaluation of these ideas commences.
- Increase the probability of the better insights rising
"up the system" to influence decision-making.
- Focus on key principles and avoid detail. (quote:
"Simple" inventions such as the wheel, printing press, or
transistor lead to "complex" offshoots such as automobiles,
cellular phones, electronic publishing, and computing. Focus on
identifying the simple creative breakthroughs).
- Create options for the future, and avoid jumping to a
preferred option too soon. Do not be fixated on a particular
solution. There are many good solutions.
- Bet on multiple horses: apply multiple strategies - you
never know in advance which is going to work.
- The past is often a poor predictor of the future. Avoid
making decisions based on perceived patterns, behaviours, or attitudes
of the past. People are constantly changing.
- What is being attempted is a living system: it will grow
only if there are sufficient synergies and opportunities for individual
growth.
- Provide participants with an opportunity to create a
unique and exciting future in which they can share.
- Bring in new people (fresh blood) and increase new
conversations; do not talk to the same people on the same subject all
the time. Those in direct contact with the 'ground' often have the best
insights.
- Experiment with the smaller "projects" and
gain feedback from the market.
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