Decision Making, Critical Analytical Thinking, and Conflict Resolution

'Quamplurimi et quam aptisimi" (As many as possible of the very best)

AGSB Clark,
August 13, 2015

personal mastery from Jorge Saguinsin

Many of our leaders mentioned in the Learning Agreement that they wanted to know more about the subject matter, as one of their objectives in enrolling in this course.  They are challenging tasks, and can be learned on a day to day basis as we go on leadership journey.  How we wish we had crystal balls to predict what the future will be and to decide amidst chaos.  They say that all strategies (decision) melt in the heat of battle.  Even in the military where the lieutenants are supposed to follow strictly orders, they are trained to think for themselves in the ever changing battle situation.  Increasingly we have to rely on the ability of leaders and their followers to learn to think and do for themselves when left alone.

In decision making, I was reminded of the constant phone calls made by my father (when he was still alive) to me and he did this daily, and I was sort of sometimes irritated because I had a feeling of self righteousness.  I was then mature, had an MBA and who was he to to advise me on so many things.  When he died, I missed his phone calls, and his talk.  That is the big question:  when your elders are gone, how will you decide?  Where will get your strength and wisdom?  That is the big question. I wish this this class, this post can give you the answer.  But you must search for this, as each situation the persons around us are unique.

Strategy by liddell hart from marlontmartinez

1.  Decision making

    1.  As I said the tools for decision making for technical and managerial processes are cut and dried processes - for problem solving, (KT, the Ishikawa Diagram, the Pareto Principle, Decision Tree, Transportation Method) and that is each.  For adaptive, the real Leadership concerns, the challenge are greater and the managerial tools may be inadequate.

   2.  Decision making is not a one shot deal that you said:  this is my decision.  It is a series of actions and plans that we make over a long period of time.  As the announcer in air crash investigation, the accidents are not accidents, they are result of a series of wrong actions by many people:  the ground crew, the pilot, the control tower, the weather, the plane manufacturer.   From Peter Senge, we know this is the sytem priniple, ie that one action affects the entire system. No decision is ever linear.  It is a challenge to steer a large organization.  You have to campaign with your people, and check whether you are achieving a breakthrough.

      As Kanosuke Matsushita,the founder of National Panasonic said,  "with one person, you command, with 100 people who plead, but with 1,000 men, you pray"  There is no singular action when you decide.  You research, you seek counsel, you get consensus.  You get people buy in your ideas

    3.  What you make out of your life and your leadership is dependent on your choice,  Your life is your choice.   The destiny of your organization is a result of your choice. You may make the wrong or right choice.

   4.  Tools at your disposal:

        1  The examen -  the reflection  In relation to our purpose and mission we have chosen (the higher purpose) we reflect, as the Jesuits do, to ask yourself:  at night "What have I done for the mission?"  In the morning, "What will I be doing for the mission" and at noon, "What am I doing for the mission"   This assures us that we are constantly true and faithful to what we want in our life and organization.  For the Jesuit, this is saving souls... Relevant to this is discernment.

      2. Critical analytical thinking.   CAT experience helped the blue team win the teambuilding exercises, CAT help Medical Doctors be better in their patient care.  Here we are concerned with mental processes that help us decide better:  These are some relevant elements of CAT (The Stanford Dean Emeritus mentioned this in his ppt cum audio as an important advantage of an MBA graduate.

           1.  Ask the question Why always (the fav of Michael) at least 5 times (from Gemba Kaizen)

          2.  Leaving no stones unturned when decisions are being made (the Harvardian way)

          3. Differentiate data from information.  It is sifting through the data to tell you a story:

                1.  What is the direction of the data, north south or sideways?

                2. What is the magnitude of the data?  Is the event anecdotal (singular event or is the data large enough to make a universal conclusion for the event or experiment to become repeatable.

               3. What is the relevance of the data?  (May I mention that in many Strama defense I witnessed, there were so much data mentioned that were irrelevant to the business, or the objectives (kasi the strategic objective is mentioned at the end, dapat, we begin with the end in mind.

This is supposed to have been developed in case analysis.  We did not have case analysis.  Take advantage of your case analyses in the future to hone your CRITICAL ANALYTICAL THINKING.  THIS MAKES YOU BEAR THE REAL MARK OF AN MBA GRADUATE.

Personal Mastery by Prof Jorge

2.  Conflict resolution

   How this Lecturer wish that there is an answer. By giving man Freedom, even God can not solve conflicts,  The entire Bible is full of conflict.  Wars, sibling conflict, Jews who disobey his commandments.

   Not that conflict is bad.  We need conflict at times to bring out the truth.  Only in the heat of a debate could we find the truth;  or a war to find out which form of govt is superior "to test whether that nation or any nation can long endure)  That is why the Hegelian theory of conflict (thesis anti thesis) flourished in Europe and even became the basis of Communism.  All of history is a result of conflict, one revolution toppling one regime to give rise to much better regime.  Even Joseph Schumpeter theory of  entrepreneurship drew from this Hegelian thinking, ie that in order to build you must destroy.

   Thus as we remember the the dropping of Atom bomb in Hiroshima and Nagasaki, the war that destroyed Japan gave rise to new industries and new factories that saw defeat the Americans in their own game.  The factories of the Americans were outmoded and inefficient.  The Japanese factories were modern and efficient.  Thus the conflict produced good results for Japan, and even to Germany.

    How do you resolve conflict:

    1. To avoid -   avoid people whom you think will be unpleasant and later give your problems.  The numbers may be good but if the people arent, dont. The Chinese spend a lot of time studying you in socials before they cement a deal.  Go only with people who has positive vibrations with you (The Secret, RCEE call to arms)

   2. To pray - for your adversary to understand, for Him to give you more strength, and understanding too. That both of you may see the light.

   3. To strategize - read the book, The Art of War translation Sun Tzu and find out how you can neutralize the moves o your opponent.  Or the The Strategy of Indirect Approach by Lidell Hart.
Summary of Lidell Hart by Marlon Martinez (fmr Entrep Student.  (Gage mentioned this in class) The Lecturer wish that we had more time to read and analyze this books/readings

4.  To go to war:

    1.  Seek arbitration

    2.  Go to court; have the higher authorities decide.  But this a long and expensive process.  Only the judges and lawyers benefit from a prolonged conflict

    3. Really go to war and eradicate the adversary.  The nations resort to this.  We go to war to achieve peace and security for our country.

    4.  Give it up.  Give away your property and start anew.  Be a slave to the conquerors, land grabbers, the criminals.  But then again will you allow that.

This post, lecturer, hopes that in the limited time and space, these questions are adequately answered.