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Brain Circuits

Do you know the four As of cultivating strategic thinking?

Published 28 January 2025 in Brain Circuits • 3 min read

Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it’s easier said than done. Here are four key capabilities that will help you succeed in turbulent times.

Reconciling certainty and uncertainty

We can think of our brains as having an “if” side and a “then” side. The first is all about exploring possibilities from multiple perspectives. In terms of strategic thinking, it’s about analyzing situations to identify possibilities. The “then” side of our brain concerns certainty – it’s about finding solutions. Both sides are very active in the way that we engage with problems.

Practical applications

This means we have two potential lenses on strategic thinking because there are two different ways of tackling a problem. How can we switch easily between them? And how can we override our long-ingrained neural pathways, which prompt us to follow tried-and-trusted solutions, and explore new ones? Four key capabilities are crucial:

Acuity

This is the capacity to scan the horizon to draw on a broad range of information sources and synthesize insights to anticipate trends and events.

Audacity

Audacity is the courage to act and move ahead in the context of ambiguity and uncertainty – and under the gaze of stakeholders’ scrutiny.

Agility

This is the ability to look at insights and information from multiple perspectives to ensure a robust consideration of the situation – including the ability to switch attentional modes.

Adaptability

Adaptability is the capacity to choose behaviors, strategies, and actions based on what is needed and guided by insight rather than by preference, habit, or other factors.

 

Key learning

How we frame problems is key. We are much more likely to be risk-seeking in a situation where we perceive the potential for gain versus where we perceive the potential for loss. To encourage effective strategic thinking, people must be encouraged to explore possibilities in what psychologists call an environment of “psychological safety” and which does not inadvertently trigger loss aversion.

Authors

tania lennon

Tania Lennon

Executive Director of the Strategic Talent Development initiative

Tania Lennon leads the Strategic Talent team for IMD. She is an expert on future-ready talent development, including innovative assessment methods to maximize the impact of talent development on individual and organizational performance. Lennon is a “pracademic”, blending a strong research orientation with evidence-based practice in talent development and assessment.

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