Choosing the Future:
The Power of Strategic Thinking

by Stuart Wells

 

Butterworth- Heinemann, 1998
ISBN0-7560-9876-4
220 pages $17.95


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"In
Choosing the Future Stuart Wells caused me to shudder with this simply profound sentence: 'Answers are death; questions are life.' Wow! Makes you think, doesn't it? And that is what you'll get from reading Choosing the Future--questions that make you think, questions that bring you to life. Questions send us on journeys in our minds, and Stuart Wells takes us on one helluva fascinating voyage. If you really want to fire up your brain, you've got to read this book."

Jim Kouzes, Chairman and CEO, Tom Peters Group/Learning Systems; co-author, The Leadership Challenge and Credibility

"Exceptional! This book is a guidepost to bust through the barriers that inhibit our ability to think about what is possible. It clearly defines strategic thinking, the steps needed to formulate your thinking, and thinking as a competitor. I will use it personally and with my team to ensure that we meet the competition and provide extraordinary value to our customers."

R.C. Bostdorff, Vice President, Quality and Process Reengineering, Pacific Bell

"Thinking, what a novel idea, but often we miss the most obvious. Stuart Wells' book reminded me of the importance of thinking and his straightforward approach to strategic thinking will change my organization's approach to strategy."

Steven P. Bottcher, Vice President, Selling and Delivery, Pepsi-Cola Company

From the Preface

Learning how to think is about something long-lasting, something that will enable you to approach any new idea and determine if it fits your organization, something that will allow you to invent your own ideas. This is about your freedom. Freedom can only come through a mind free to think, ask the right questions, and find answers. If you want to lose the possibility of working toward your potential and in a very real sense your humanity, give up your right to think. If you want to reduce someone else's potential or humanity, severely restrict or take away their right to think.

Thinking throws a light of understanding on the past, gives us clarity about the present, and illuminates the possibilities of the future. The past has happened. It is real but we cannot change it. Our experiences are important only if we use them to move forward. We can learn from experience; we should not be imprisoned by it. Our effectiveness in the reality of the present depends upon our level of awareness and attention. The future is different. It is not real. It only exists in one place--in the mind. It has no substance beyond that. The future is the realm of strategy. The only reason for strategy is to make a deliberate choice about the future. The future is not predetermined; we have choice. We do not have control.

 

From Chapter 3

Answers are death; questions are life. We can never get to the future through answers. We can never get to the future if the only questions we ever ask are ones for which we are mostly seeking information. We must divide questions into two simple categories--informational and thought-provoking.

As rapidly as possible when we are dealing with any thinking process, strategic or otherwise, we need to disclose our knowledge so we get to the frontier of what we know, the place where questions should drive us.

In any attempt to grapple with a choice about the future, a challenge that carries its own ambiguities, complexities, and unknowns, we must develop the ability to remain in an answering process. It is not so much equating questions with thinking but the struggle to respond is the place of our thinking. We need the discipline to face our own ignorance, to stand on the threshold of our own knowledge pondering, wondering, seeking. We need to ask the kind of questions where the first response is that small voice inside us that, partially in fear, responds, I don't know.

If we ask questions for which we or someone else already has the answer, then we are taking already conceived thoughts and fitting them to the questions. Questions must generate new thought. Thinking is the pursuit of the right questions so that we will engage in answering processes to guide us to new insights and innovative action. It is not about finding one answer or many answers but having sufficient thought to see the realm of possibilities and then choose a path that we can never know with certainty is the right answer.

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Table of Contents

Chapter Titles (What You Will Learn To Do From Each Chapter)


Part 1 To Think or Not To Think? That Should Not Be a Question

  1. Closed Mind, Open Mind (Face the Barriers to Thinking)
  2. Hey Buddy, Can You Paradigm? (Overcome the Restraints of Past Thought Patterns)
  3. Looking For Answers in All the Wrong Places (Ask Questions That Matter)
  4. What's the Sound of One Mind Thinking? (Conduct Truly Effective Meetings)
  5. More Than You'll Ever Know (Choose Uncertainty or the Pursuit of More Information)
  6. The Opposing Forces of Thought (Resolve the Paradox of Seemingly Contradictory Ways of Thinking)
  7. Ultimate Alchemy--Transforming Thought into Action (Make Ideas Work)
  8.  

    Part 2 Strategic Thinking Basics

  9. The Heart of the Matter (Get to The Essence of Strategy)
  10. In Search of Process (Think Completely by Perceiving, Understanding and Reasoning)
  11. Strategic Thinking Cycle (Keep Thinking Dynamic)
  12.  

    Part 3 There's Something Happening Here

    Acquiring Insight

  13. Visualizing the Field (Comprehend the Network of Relationships that Affect the Business)
  14. The Whirling Maze of Forces (Expand Thinking to Discern the Environmental Forces that Influence the Players)
  15. Knowing the Players (Gain Insight Into Behavior and Possible Future Actions)
  16. Developing Foresight

  17. Solving the Puzzle--Detecting Patterns (Identify Ideas About the Future from a Knowledge Base)
  18. Creating Crystal Balls--Forming Scenarios (Write Stories About the Future)
  19. Just When You Thought It Was Safe--Navigating Shock Waves (Perceive the Unexpected)
  20.  

    Intermission

  21. A Minor Exploratory Interlude--Eclectic Analogies (Think Creatively -- Way Outside of the Box)
  22.  

    Part 4 Talking The Walk--Deciding What To Do

    Identifying Strategic Levers for Competitive Advantage

  23. Making A Difference--Delivering Value (Identify Opportunities to Deliver Value that Satisfy Customer Priorities)
  24. Moving Against the Grain--Shifting Paradigms (Leverage Traps of Competitor's Paradigms and Avoid Your Own)
  25. Doing What You Must--Selecting Critical Success Factors (Focus on the Keys to Strategic Success)
  26. Matching Levers with Capabilities

  27. Balancing Offense and Defense (Match Strengths and Weaknesses to Strategic Opportunities)
  28. Playing Your Best Hand (Derive Strategic Possibilities From the Collective Capability of the Company's Personnel)
  29.  

    Part 5 Walking The Talk--Doing What You Decide

    Choosing a Core Strategy

  30. Forming the Raison d'Etre (Create a Company Identity that Makes the Strategy Worth Pursuing)
  31. Following One Path (Forge Everything Together into a Cohesive Direction for the Future)
  32. Maneuvering Through Shifting Terrain (Prepare for Inevitable Changes that will Greet the Strategy)
  33. Making The Strategy Work
  34. Setting Goals (Identify a Connected Series of Goals to Drive Strategy and the Actions Needed to Make it Work)
  35. Taking Actions (Use Principles to Make the Strategy Work, Achieve the Goals, and Eventually Reach the Vision)