Strategic Thinking

In Short

Sharpen strategic thinking by understanding cognitive biases and mental models
Best for: Bias, cognitive strategy and case materials
Strategic Thinking is a structured tool for coaching and facilitation. Sharpen strategic thinking by understanding cognitive biases and mental models. It provides a repeatable framework that can be adapted to individual, team, and leadership development contexts.
Type of tool: Bias, cognitive strategy and case materials
Expected outcomes:
- Improved ability to sharpen strategic thinking by understanding cognitive biases and mental models
- A concrete action or development plan to take forward from the Strategic Thinking process

In Detail

Strategic Thinking is a professional development resource designed to help coaches, leaders, and facilitators sharpen strategic thinking by understanding cognitive biases and mental models. It sits within the category of Bias, cognitive strategy and case materials, making it particularly useful for practitioners working on capability development, team performance, and individual growth in organisational settings.

In practice, Strategic Thinking is delivered as a 4-step process. The process begins by introduce Porter's framework: strategy is about making trade-offs and creating a unique position. The session closes by examine scenario implications (see Row 70). The structured approach ensures that participants move through a consistent experience while leaving room for the facilitator to adapt pacing and depth to the group's needs.

Strategic Thinking is most valuable when practitioners need a reliable, repeatable approach that can be adapted to different contexts without losing its core structure. It bridges the gap between conceptual understanding and practical application, making it a durable addition to any coaching or facilitation toolkit.

How to Use

1. Introduce Porter's framework: strategy is about making trade-offs and creating a unique position. 2. Apply: where are the genuine trade-offs being made? Where is the strategy trying to be all things? 3. Use Kahneman's cognitive bias lens to examine how the current strategy was developed. 4. Examine scenario implications (see Row 70).

Pros and Cons

Pros	Cons
Directly addresses the challenge of sharpen strategic thinking by understanding cognitive biases and mental models through a structured, repeatable approach Adaptable to different seniority levels, team sizes, and organisational contexts Generates actionable insight that participants can apply immediately in their work	Effectiveness varies based on the facilitator's skill level and familiarity with the tool Requires adequate time for both the exercise and a meaningful debrief to realise full value May not be appropriate for all cultural contexts without adaptation

Created by Various (Kahneman, HBR, CCL)

When to Use

This tool is suited to the following coaching and facilitation contexts:

Context	Relevant
Individual Coaching
Team Coaching
Leadership Development	✓
Facilitation / Workshop
Online / Virtual

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