The ability of the strategic mind to make decision

Alhekma Center For Studies& Research And Consulting

An introduction

Research and studies centers represent the source of knowledge that supports policymakers and decision-makers, which should be based on strategic thinking systems and future Foresight science, and enjoy the strategic mind responsible for analyzing and mapping future scenarios to maximize the benefit of opportunities and minimize damage from anticipated external threats.

Strategic intelligence represents the key component of the strategic mind that interacts with its components such as perception, thinking, strategic learning, and others. It is one of the sources of strength that helps promote national interests by reducing the likelihood of strategic surprises and mitigating external risks, and allowing policymakers to take advantage of opportunities in a changing and dynamic world.

Based on the great importance of the strategic mind and its vital role in the success of the decision-making process we have designed an application that measures strategic intelligence, being the most important components of the strategic mind, and before the application showing, we will present, briefly, the most important components of strategic intelligence.

First – the components of strategic intelligence

Maccoby (an international expert in consultancy, leadership and organizational change, president of the Maccoby © group in Washington, USA) five components of strategic intelligence(([1], outlined as the following:

1. Foresight

It is the sensitivity of leaders to what the future situation will be, or The impact of the current state of the world on the future, by seeing its future development, identifying what can be avoided, Impacting on, controlling, and seeing future trends.

2. Thinking Systems

The ability to install and integrate various elements to understand how they interact with each other to reach strategic objectives, so that the parts are studied From where it’s relation to the whole, and evaluated in terms of success in serving the objectives of the system.

3. Visioning

It is a description of a better future image that it aspires to, and surpasses by it the current situation in one or more aspects of this image. Vision has been described in many ways as “the art of seeing invisible things” and the ability to visualize the future through learning from the past and present

4. Motivation

It is the process of influencing behavior in terms of guidance, continuity, and strength of goal orientation.

5. Partnership

Is the possibility of establishing strategic alliances, and the strategic alliance is an agreement that requires two groups of entities or more to share their resources to develop joint action to exploit opportunities.

Second -Measuring Strategic Intelligence([2])

A number of metrics have been designed, constitute in its entirety, a measure of strategic intelligence that a leader or decision-maker at any location can measure his or her strategic mind’s ability to make decisions and assess his or her level of strategic intelligence. Each sub-scale was given a relative weight to indicate the importance of the scale, and Foresight and future visibility was given a higher relative weight than the rest of the components, as they are the two main strategic components agreed in most strategic literature.

1. Foresight scale (relative weight 23%)

Below is a set of phrases, Please read it carefully and set your point of view honestly, by evaluating the phrase by setting an evaluation score of 1 to 4, where 1 represents the lowest score and 4 the largest score, then grouping the score of the five phrases and typing them into the Foresight overall score column.

Phrase

Degree Minimum 1, Maximum 4

1. Extrapolate the future towards the development of plans in the long term.
2. I follow the changes in the external environment and then rethink their repercussions for the decision-making process.
3. I have the ability to predict the future complexities that may face the decision-making process.
4. diagnosis and identify opportunities In a way that I can invest to achieve the goals.
5. I have the ability to take advantage of personal experience and self-potential in dealing with future events.
Foresight overall score

2. Scale thinking systems (relative weight 18%)

Below is a set of phrases, please read them carefully and set your point of view honestly. by evaluating the phrase by setting an evaluation score of 1 to 4, where 1 represents the lowest score and 4 the largest score, then grouping the score of the five phrases and typing them into the thinking systems overall score column.

Phrase

Degree

Minimum 1, Maximum 4

I engages in studying ideas together rather than individually to see their long-term value.
Analyze any problem by looking at its causes combined, instead of separating each other.
I see the surrounding events as a series of episodes that complete each other.
I have the ability to integrate and analyze different elements and understand how events interact.
Create alternative pathways for the future based on information from the external environment.
thinking systems overall score

3-Visioning scale (relative weight of vision 23%)

Below is a set of phrases, please read them carefully and set your point of view honestly. by evaluating the phrase by setting an evaluation score of 1 to 4, where 1 represents the lowest score and 4 the largest score, then grouping the score of the five phrases and typing them into the Visioning overall score column.

Phrase

Degree

Minimum 1, Maximum 4

I use my vision to unite the affiliate’s efforts towards strategic goals.
I rely on my vision to make the right decisions.
I have the ability to see unexpected things and deal with the unknown.
I have the ability to turn the vision into a reality can be applied.
I have the ability to convince and motivate others to believe in my strategic vision.
Visioning overall score

 4-Scale of motivation (relative weight of motivation 18%)

Below is a set of phrases, please read them carefully and set your point of view honestly. by evaluating the phrase by setting an evaluation score of 1 to 4, where 1 represents the lowest score and 4 the largest score, then grouping the score of the five phrases and typing them into motivation overall score column.

Phrase

Degree

Minimum 1, Maximum 4

I have the ability to guide my team to implement the vision.
Competition among my team was raised to make more achievements.
I encourage interaction among my team and teams work building to solve problems.
I urge my team to participate in the decision-making process and take responsibility.
Motivate my team to act in harmony with strategic goals.
motivation overall score

5-Partnership Scale (relative weight 18%)

Below is a set of phrases, please read them carefully and set your point of view honestly. by evaluating the phrase by setting an evaluation score of 1 to 4, where 1 represents the lowest score and 4 the largest score, then grouping the score of the five phrases and typing them into Partnership overall score column.

Phrase

Degree

Minimum 1, Maximum 4

I see a partnership as a positive way of implementing the vision and achieving goals.
Decision strength increases when it results from several allied parties.
I seek to establish a strategic partnership with the counterpart forces locally and regionally.
I always seek alliances with other parties to take advantage of their material or non-material resources and to benefit from their experience and experiments in the work.
I see in partnership with other parties a good solution out of the crisis we are facing.
Partnership overall score


Matrix of The strategic mind’s ability to formulate a strategic decision

After completing the previous sub-evaluations, write the overall score for each criterion in the GRADE column of the criterion, multiply column (2) “Weight of the criterion” in column (3) “overall score of the criterion”, and then write the result in column (4) “Weighted overall score”, Then add column 4 and write your overall score.

(1)

Intelligence criterion

(2)

Weight of the criterion

(3)

overall score of the criterion

(4)

Weighted overall score

(Weight x overall score)

Foresight 0،23
Thinking systems 0،18
Visioning 0،23
Motivation 0،18
Partnership 0،18
total 1

Weighted overall score

Compare your overall weighted score to the following rankings and determine your strategic mind level:

strategic orientation Weighted overall score from 16 to 20

A strategically minded leader

(High strategic orientation + high leadership attributes and characteristics )

Has a high level of strategic intelligence, and has the ability to make strategic decision accurately and efficiently.

Weighted overall score from 11 to 15

A leader with medium strategic intelligence

(High strategic orientation + low leadership attributes and characteristics )

He has some attributes of strategic mind and medium ability to make strategic decision, but his ability to deal with different situations may be ineffective at all times.

Weighted overall score from 6 to 10

leader with low strategic intelligence

(Low strategic orientation + high leadership attributes and characteristics)

his low long-term vision and ability to make decisions, and there may be errors in the decision resulting from the possibility of misunderstandings or personal biases and memory.

Weighted overall score from 1 to 5

Improvised

(Low strategic orientation + low leadership attributes and characteristics)

He does not have strategic intelligence and, of course, does not have the strategic mind capable of effective strategic decision-making.

Leadership attributes and ingredients

To see the photocopy (PDF) Click Here

Reference

Suad Harb Qassem, The Impact of Strategic Intelligence on Decision Making Process: An Empirical Study on Managers in UNRWA Regional Office for Gaza (Master Thesis, Faculty of Commerce, Islamic University, December 2011) Link: http://bit.ly/2Y08YEp.

Khaled M. Abdul-Ghanim, The Impact of Strategic Intelligence on the Effectiveness of Decision-Making in Saudi Insurance Companies Operating in Jeddah: An Empirical Study, Al-Quds Open University Journal for Administrative and Economic Research and Studies (Al-Quds Open University for Research and Administrative and Economic Studies, Palestine, issue. 2, No. 5) , 2016) Link: http://bit.ly/2yg6AtD.

Michael Maccoby, The Human Side: Successful Leaders Employ Strategic Intelligence, (Research-Technology Management, 44:3, 2001) 58-60. 

Abuzaid, A. N. Exploring the impact of strategic intelligence on entrepreneurial orientation: A practical study on the jordanian diversified financial services companies, (International Management Review, 13 (1), 2017) 72-84.

Reference

  1. Michael Maccoby, The Human Side: Successful Leaders Employ Strategic Intelligence, (Research-Technology Management, 44:3, 2001) 58-60.
  2. Measurements were developed using the following studies:

    – Suad Harb Qassem, The Impact of Strategic Intelligence on Decision Making Process: An Empirical Study on Managers in UNRWA Regional Office for Gaza (Master Thesis, Faculty of Commerce, Islamic University, December 2011) Link: http://bit.ly/2Y08YEp.

    – Khaled M. Abdul-Ghanim, The Impact of Strategic Intelligence on the Effectiveness of Decision-Making in Saudi Insurance Companies Operating in Jeddah: An Empirical Study, Al-Quds Open University Journal for Administrative and Economic Research and Studies (Al-Quds Open University for Research and Administrative and Economic Studies, Palestine, issue. 2, No. 5) , 2016) Link: http://bit.ly/2yg6AtD.

    Abuzaid, A. N. Exploring the impact of strategic intelligence on entrepreneurial orientation: A practical study on the jordanian diversified financial services companies, (International Management Review, 13 (1), 2017) 72-84.

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