SmArt Strategising for the Knowledge Era

SmArt Strategising for the Knowledge EraViktor Dörfler

KnowledgeBrief | Bridging Academia and Business

81% of executives believe that “data should beat the heart of all decision-making” (EY study)

“Big data can eliminate reliance on ‘gut feel’ decision-making” (EY conclusion)

Wicked Problem

(emotion, communication)

Tame Problem

(calculation, logic)

Wicked Mess

(metaphor, story)

Mess

(imagination, experiments)

HIGH

LOWLOW HIGH

Behavioural complexity

Dyn

amic

co

mp

lexi

ty

Experts may have plausible guesses about the future

knowledge

skill

Practice(subsidiary)

Action(focal)

intuition

Explanation(subsidiary)

Hunch(focal)

facts

Measurement(subsidiary)

Event(focal)

it is necessary to have a master to become one

both following and abandoning the master’s way is wrongbut in this struggle the new master is forged

even the genius needs it

it is a highly asymmetric setup

several forms

1. traditional master-disciple pairs

2. wandering apprentice journeys

3. mutual apprenticing

4. hot spots: creative workshops founded by one master

A theatre cannot work with all the actors being Laurence Oliviers – but it is noticeable if there is none.

Photo taken by Liz Handy, 2016, Budapest

Knowledge is only a potentiality, like the engine of your car.

Thinking is applying knowledge, realising the potentiality, like the driver’s skill.

Professor of Strategy & Management ScienceAn engineer with great knowledge of psychology (and even philosophy)Top 10 strategy scholar in the World15,000+ Google Scholar citationsA few hundreds of consultancy projects(using cognitive mapping)

Making Strategy with Decision Explorer

and there are others as well

Professor of Decision MakingAn economist with great knowledge of technology, psychology (and even philosophy)‘The Mintzberg of Balkan’20+ booksA few hundreds of consultancy projects(using knowledge-based system and coaching)

SupportingDecision Takers

with Doctus

Be SmArt

Choose to analyse data where you have data

Use intuition when intuition is needed

Make SmArt

Create an environment where analysts and intuitors co-exist

Develop mutual respect between intuitors and analysts

Do SmArt

Use tools that help intuition be rigorous and transparent

Support master-apprentice relationships

www.strath.ac.uk/staff/dorflerviktordr

drviktordorfler

viktordorfler

viktordorfler

viktordorfler

viktordorflerwww.grandmasterproject.com