.
"“Eu sigo o meu plano e sou fiel ao meu plano”, disse José Sócrates, sublinhando que “o pior seria não manter a confiança no nosso plano”."
.
.
"But unlearning is different, it means taking ideas, thoughts, concepts, rules that you learned, believed to be true and used as the basis for making decisions and managing and ultimately tossing them in the trash can. It can leave you feeling vulnerable and cause you to stick with what you know for longer than it serves you well. After doing something for an extended period of time the assumptions are no longer questions and become almost instinctual.
.
Unlearning occurs when a new idea, concept or thought comes into play that contradicts what you’ve learned in the past."
.
Unlearning occurs when a new idea, concept or thought comes into play that contradicts what you’ve learned in the past."
.
Ou, ainda, recordar Mintzberg na California Management Review, “The Strategy Concept II: Another Look at Why Organizations Need Strategies”:
.
"Strategies are to organizations what blinders are to horses: They keep them going in a straight line, but impede the use of peripheral vision. By focusing effort and directing the attention of each part within the integrated whole, the organization runs the risk of being unable to change its strategy when it has to.
Setting oneself on a predetermined course in unknown waters is the perfect way to sail straight into an iceberg.
...
Sometimes lack of strategy is temporary and even necessary. It may, for example, simply represent a stage in the transition from an outdated strategy to a new, more viable one. Or it may reflect the fact that an environment has turned so dynamic that it would be folly to settle on any consistency for a time."
Setting oneself on a predetermined course in unknown waters is the perfect way to sail straight into an iceberg.
...
Sometimes lack of strategy is temporary and even necessary. It may, for example, simply represent a stage in the transition from an outdated strategy to a new, more viable one. Or it may reflect the fact that an environment has turned so dynamic that it would be folly to settle on any consistency for a time."
.
Era tempo de perceber o sentido deste título "Getting to Plan B"
.
ADENDA: "Decisions without Blinders":
.
"… cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process.
…
The ability to focus on one task is undoubtedly useful, but focus also limits awareness.
…
The most worrisome version of the failure to seek information occurs when decision makers are motivated to favor a particular outcome."
…
The ability to focus on one task is undoubtedly useful, but focus also limits awareness.
…
The most worrisome version of the failure to seek information occurs when decision makers are motivated to favor a particular outcome."
ADENDA II: "What Makes an Effective Executive":
.
"The action plan is a statement of intention rather than a commitment. It must not become a straitjacket. It should be revised often because every success creates new opportunities.
So does every failure. The same is true for changes in the business environment, in the market and especially in people within the enterprise – all of these changes demand that the plan be revised. A written plan should anticipate the need for flexibility.
In addition the action plan needs to create a system for checking the results against expectations."
So does every failure. The same is true for changes in the business environment, in the market and especially in people within the enterprise – all of these changes demand that the plan be revised. A written plan should anticipate the need for flexibility.
In addition the action plan needs to create a system for checking the results against expectations."
