CMI Level 7 – Strategic Decision Making and Problem Solving Programme

“Problems are situations where people must consciously reorganise an aspect of reality by following a set of rules and overcoming obstacles.  Wicked problems, however, refuse to adhere to rules and therefore require a strategic mindset and a determined approach”

Alexander Firmin, Organisational psychologist

Delegates will be asked to share a real-world problem or situation they are aware of. We will begin by defining problems being encountered by delegates on the course. They will fall into one or two of the categories below:

• Routine problems – where a clear, tested solution exists
• Non-routine problems – where skills must be applied for the first time
• Well defined problems – where clear parameters exist
• Ill defined – limited or no parameters, and difficult choices need to be made
• Wicked – problems that probably don’t have solutions, and don’t conform to typical rules. These problems require creativity and persistence

Problems might be defined as any of the following ‘problem types’. Once the problem has been the defined, the right strategy to solve it can be chosen and applied.

Different approaches to solving problems will be discussed and delegates will choose the approach best suited to their real-world situation.

Methods will include:

• Associate learning – where we use the law of cause an effect, or trial and error, to overcome problems. This method underpins continuous improvement
• Insight strategies – an inner process of observation and reflection enables solutions to be developed
• General problem solving (GPS) – a step by step progression, as one condition is gradually transformed into a new one. This is represented by the scientific method
• Creative problem solving – where unconventional or original thought is required. Questioning strategies to support and provoke creative thinking will be practiced with the group

Delegates will work through their own problems, collaboratively, in action learning groups.

This will be an opportunity to apply and take ownership of the methods, strategies and tools taught over the course of the session.

An engaging, consultative session that ask delegates to reflect on their strategic leadership identity; foxes respond to their environments, and adapt, hedgehogs control their environments through their unique defence mechanism.

This exercise serves as a useful metaphor through which to explore strategic leadership and decision making and will be supported by a range of historical and current examples.

From this conversation we will ask participants to consider the strategy of the organisation, and identify a BHAG using Jim Collins’ framework.

An intuitive strategic method that will ask delegates to consider the method required to inform decisions that will affect the longer term plan.

Firstly we will teach the concept and then ask delegates to apply it to their professional role.  The process begins with consolidating ambitious goals (identified in the previous exercise), then moving into 4 stages of strategic working:

• Analysis
• Choices
• Change Management
• Implementation

Although this may be hypothetical at this stage, the exercise will provide a framework to establish a clear vision and begin to identify challenges, opportunities, options and initial steps to begin to prepare the ground for long term strategic thinking.

This session is highly consultative and will result in a real-world plan to discuss with participants’ own leadership teams.

In a coaching environment, we will ask delegates to consolidate their learning from the two days and develop and share a structured action plan that will support the implementation of learning into their real world context.

This session will focus on putting learning into practice.

• Developing an action plan
• Implementation and execution
• Evaluation and effectiveness