Shadowing Practice: The 6 Disciplines of Strategic Thinking | Michael Watkins - Learn English Speaking with Video
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I'm often asked, are great strategic thinkers born or are they made?
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And my answer is always yes.
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It's like so many important and valuable human capabilities, a mixture of nature and nurture and experience.
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You're not going to become a world -class marathoner if you don't have the right physiology, the right muscles, the right lungs,
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but you still need to train very hard and it's very similar with strategic thinking.
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You certainly are born with an endowment, some people are naturally better than others, but there's so much you can do to develop yourself.
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And I always tell people don't worry about the endowment,
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focus on the improvement, because my research shows definitively that you can get much better at being an effective strategic thinker.
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I'm Michael Watkins.
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I'm a professor of leadership and organizational change at the IMD Business School in Lausanne, Switzerland.
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My book is The Six Disciplines of Strategic Thinking.
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Strategic thinking has always been a critical skill at the top leaders must be able to recognize emerging challenges and opportunities,
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establish the right priorities to focus their organizations,
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and critically mobilize their people to do what's necessary to adapt to the many changes that are going on today.
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In the research I did on strategic thinking,
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I identified six key mental disciplines that underlie your ability to recognize, prioritize, and mobilize.
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Pattern recognition is a foundational discipline of strategic thinking.
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The ability to find the signal, the important information in what can be a sea of noise.
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Not just absorbing what's happening, but thinking about why.
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Thinking about connection.
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When grandmasters look at a chessboard, they don't just see pieces, They don't just see the layout of the board.
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They see the most important patterns that exist in that configuration.
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They see opportunity.
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They see concentrations of power.
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They see potential vulnerabilities.
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At the heart of your ability as a leader to navigate complexity is the discipline of systems analysis.
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It's absolutely essential, of course, that systems models capture the most important features and dynamics of the system that you're talking about.
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But given the very, very high levels of complexity today, no human being, and indeed,
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so far, no computer, is able to flawlessly model the entire set of variables and interactions that constitute a complicated system.
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One example I use is climate, where today we have very good models of climate, but they're absolutely simplifications of reality.
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They model large chunks of the atmosphere, for example, in ways that are really kind of crude almost,
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but they do capture the most important features of the overall climate system in a way that lets you make good predictions.
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As you focus on the discipline of mental agility, it's important to understand this idea of level shifting.
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There's a CEO I work with who describes this as cloud -to -ground thinking.
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The ability to move from a high -level perspective to be
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in the clouds to see the big picture of what's going on, but also to drill down into the detail when necessary.
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The great strategic thinkers I know are able to move between those levels of analysis and do so fluidly and also intentionally.
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Structured problem solving is what you do with teams to help them engage in rigorous processes of framing
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and solving the most consequential problems that the organization faces.
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The structured part is really essential because it ensures that you're doing a good job of truly solving the right problem.
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That's the framing part.
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And then generating and testing the right options so that you end up with a robust solution.
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There can be many stakeholders involved that have an interest in what happens.
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And so it's essential, therefore,
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to establish a process that moves people through that framing and solving of problems such that at the end of the process,
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they're in alignment.
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if not enthusiastic, about what happens going forward.
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At its core, visioning is about identifying the future to which you are trying to move your organization.
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A compelling portrait of where we are going to go together and why we should feel excited about getting there.
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There's a core tension you need to manage between ambition and achievability.
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Err too far on the side of ambition.
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You're creating something that's unrealistic.
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People won't feel like they can really accomplish and ultimately does exactly what you're trying not to do, which is to demotivate people.
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Err too far on the side of achievability.
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It's too easy.
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It's not ambitious enough.
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It's not exciting for people.
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It doesn't really fundamentally motivate them.
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And finally, politics is an essential part of every human organization.
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And there's simply no avoiding it.
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There are certain tactics that you can use that will help you influence people.
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A classic example of this is what's known as sequencing strategy.
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This is really about being thoughtful about the order in
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which you communicate with people
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and how you engage in order to build momentum in the directions you want the organization to go.
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I'm going to talk first to Christian and then I'm going to talk to Stephanie.
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And if I have Christian and Stephanie on board, then getting Robert on board is going to be easier.
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And I need to be careful in the process
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not to overplay things in a way
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that causes Trudy to feel threatened by what I'm trying to do and start to do things to mobilize potential opposition.
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Just think about this process of moving people step by step to a place
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that they wouldn't have gone in a single leap.
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The people making the decisions about leaders' futures are more
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and more weighting the importance of strategic thinking capability in their decisions about whether you will advance or not.
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And this just amplifies the importance of focusing as much as possible on building your strategic thinking capability.
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It really is the fast track to the top.
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To learn even more from the world's biggest thinkers, get Big Think Plus for your business.
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Bu dersin kelimeleri ve konuşma notları
Bu videoda gölgeleme çalışması için 77 cümle ve 1006 kelime var. Konuşma bölümü 7:21 sürüyor. Konuşmacı dakikada yaklaşık 137 kelimelik dengeli bir hızla konuşuyor; gölgeleme için rahat bir tempo. Kelimelerin %83’i İngilizcede en sık kullanılan 3.000 kelime arasında; geri kalanına başlamadan önce bakmakta fayda var.
Bu videodaki önemli kelimeler
Videodan daha az kullanılan 15 kelime, telaffuzu ve anlamıyla:
- strategic /stɹəˈti.dʒɪk/ (sıfat) — stratejik, sevkülceyşî. Of or pertaining to strategy.
- discipline /ˈdɪsəplɪn/ (isim) — disiplin. A controlled behaviour; self-control.
- solve /sɒlv/ (fiil) — çözmek, halletmek. To find an answer or solution to a problem or question; to work out.
- cloud /ˈklaʊ̯d/ (isim) — bulut. A visible mass of water droplets suspended in the air.
- establish /ɪˈstæb.lɪʃ/ (fiil) — yerleştirmek. To make stable or firm; to confirm.
- capture /ˈkæp.(t)ʃɚ/ (fiil) — ele geçirmek. To take control of; to seize by force or stratagem.
- complexity /kəmˈplɛk.sɪ.ti/ (isim) — karmaşıklık. The state of being complex; intricacy; entanglement.
- complicated /ˈkɑm.plɪˌkeɪ.tɪd/ (sıfat) — karışık, komplike. Difficult or convoluted.
- recognition /ˌɹɛkəɡˈnɪʃ(ə)n/ (isim) — tanınma. The act of recognizing or the condition of being recognized (matching a current observation with a memory of a prior observation of the same entity).
- atmosphere /ˈætməsˌfɪɹ/ (isim) — atmosfer, havaküre. The gases surrounding the Earth or any astronomical body.
- muscle /ˈmʌs.əl/ (isim) — kas, adale. A contractile form of tissue which animals use to effect movement.
- skill /skɪl/ (isim) — beceri, maharet. A capacity to do something well; a technique, an ability, usually acquired or learned, as opposed to abilities that are regarded as innate.
- priority /pɹaɪˈɒɹɪti/ (isim) — öncelik. An item's relative importance.
- concentration /ˌkɑn.sənˈtɹeɪ.ʃən/ (isim) — konsantrasyon, motivasyon. The act, process or ability of concentrating; the process of becoming concentrated, or the state of being concentrated.
- portrait /ˈpɔɹtɹət/ (isim) — portre. A painting or other picture of a person, especially the head and shoulders.
Duyacağınız deyimsel fiiller
- go on /ˈɡoʊˌɒn/ (fiil) — devam etmek, sürmek. To continue in extent.
- look at (fiil) — bakmak. To observe or watch.
Dikkat edilecek telaffuzlar
Konuşmacı I'm, you're, don't gibi kısaltılmış biçimleri 20 kez kullanıyor. Bunları duyduğunuz gibi kısa söyleyin.
- “th” sesleri: threaten /ˈθɹɛt.n̩/, enthusiastic /ɪnˌθjuːzɪˈæstɪk/, thoughtful /ˈθɔːtfəl/, thinker /ˈθɪŋ.kɚ/, marathoner /ˈmæ.ɹæ.θən.ə(ɹ)/
- “sh” ve “zh” sesleri: establish /ɪˈstæb.lɪʃ/, capture /ˈkæp.(t)ʃɚ/, ambition /æmˈbɪʃ.ən/, recognition /ˌɹɛkəɡˈnɪʃ(ə)n/, interaction /ˌɪn.təˈɹæk.ʃən/
- Uzun kelimeler — vurguyu doğru yere koyun: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, complexity /kəmˈplɛk.sɪ.ti/, naturally /ˈnæt͡ʃ.(ə.)ɹə.li/, complicated /ˈkɑm.plɪˌkeɪ.tɪd/, recognition /ˌɹɛkəɡˈnɪʃ(ə)n/
Bu videoyla nasıl çalışılır
- Videonun tamamını konuşmadan bir kez dinleyin ve bilmediğiniz kelimeleri not edin.
- Normal hızda cümle cümle tekrar edin; ritminiz konuşmacıyla aynı olana kadar her cümleyi yineleyin.
- Kendinizi kaydedin ve orijinaliyle karşılaştırın; strategic, discipline, solve gibi kelimelere özellikle dikkat edin.
Gölgeleme Tekniği Nedir?
Gölgeleme, başlangıçta profesyonel tercüman eğitimi için geliştirilen ve çok dilli Dr. Alexander Arguelles tarafından popüler hale getirilen, bilim destekli bir dil öğrenme tekniğidir. Yöntem basit ama güçlüdür: ana dili İngilizce olan bir sesi dinler ve hemen yüksek sesle tekrar edersiniz — konuşmacıyı 1-2 saniye gecikmeyle takip eden bir gölge gibi. Pasif dinleme veya dilbilgisi alıştırmalarının aksine, gölgeleme beyninizi ve ağız kaslarınızı gerçek konuşma kalıplarını eşzamanlı olarak işlemeye ve yeniden üretmeye zorlar. Araştırmalar, telaffuz doğruluğu, tonlama, ritim, bağlı konuşma, dinleme anlama ve konuşma akıcılığını önemli ölçüde geliştirdiğini göstermektedir — bu da onu IELTS Konuşma hazırlığı ve gerçek dünya İngilizce iletişimi için en etkili yöntemlerden biri yapar.