quinta-feira, novembro 01, 2007

"Futurização" das organizações (parte III)

"Deciding where the organization should be is decidedly not a fact-based exercise. It is more an expression of collective desire than a prediction. To accomplish it, one's orientation to time must shift from a combination of present-day realities and historical facts to the future. The planning work is no longer a matter of discerning what is factual and important: it is a matter of deciding what should be factual at some point in the future. Moreover, it involves a larger group of people, and so it necessarily has to be based on a substantial consensus.
This is a problem. Groups usually prefer to problem-solve with the expectations that there is at least one or more demonstrably correct answers out there somewhere. But that's not the point in this part of strategic positioning. As a collective expression of a desired strategic position, the planning group is not problem-solving, it is imagining. And that imagining should be rooted in reality but not unduly bound by it.
This requires an entirely different, and for most people somewhat unfamiliar, way of thinking."
"What will success look like in the future? Where do you want to be? How high do you want to go?
There is always a considerable amount of ambiguity in this question, and there is no right answer that anyone can discern at the moment it is asked. But there is something else about this divergent thinking task. Not only does it have no correct answers, it also requires a considerable amount of will, a kind of institutional ego that says, "this is the way we want it to be, and this is the way it will be."

Trecho extraído do livro "Nonprofit Strategic Positioning - Decide Where to Be, Plan What to Do" de Thomas McLaughlin.

É mesmo isto!!!

Sem tirar nem acrescentar.

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