{"id":24263,"date":"2015-04-09T13:38:00","date_gmt":"2015-04-09T13:38:00","guid":{"rendered":"https:\/\/staging.kepner-tregoe.com\/leadership-challenges-what-makes-a-thinking-organization\/"},"modified":"2025-07-10T14:38:49","modified_gmt":"2025-07-10T14:38:49","slug":"leadership-challenges-what-makes-a-thinking-organization","status":"publish","type":"post","link":"https:\/\/staging.kepner-tregoe.com\/fr\/blogs\/leadership-challenges-what-makes-a-thinking-organization\/","title":{"rendered":"Leadership Challenges: What makes a thinking organization?"},"content":{"rendered":"

With no end in sight to \u00ab\u00a0austerity\u00a0\u00bb and only meagre expectations for growth in consumer demand, the necessity for organizations to be different and to perform better is acute. Today\u2019s leaders are bending their minds to the business of winning with a greater intensity than we\u2019ve seen for a generation. You may be concerned about the advantage they\u2019ll get from the terabytes of \u2018Big Data\u2019 they have at their disposal, or their army of analysts poised to deliver unique competitor intelligence. But the simple truth is that whatever resources they have at their disposal, the only factor that will allow their deliberations to be more meaningful than yours is the speed and accuracy of their problem solving and decision making \u2013 in short, their ability to think.<\/p>\n

In this paper I\u2019ll explore how improving the brainpower of your organization might become the key to your competitive success. I\u2019ll start by looking at why the thinking patterns we, as individuals, use to run the majority of our lives cannot, without modification, be relied upon to shape the thinking within our organizations. I\u2019ll explore how these thinking patterns can be modified to produce superior cerebral performance for both individuals and teams. Finally, I\u2019ll go on to outline how some of these ideas can be introduced in such a way as to create a truly \u00ab\u00a0Thinking Organization\u00a0\u00bb.<\/p>\n

What\u2019s wrong with the way we think?<\/h2>\n

We might expect that the ability to think clearly and effectively is the essential component of leadership and management. After all, how did these good people secure their elevated positions without the ability to appraise complex situations, solve problems, make decisions and manage risks and opportunities? The evidence to support this view, however, is not encouraging\u2026<\/p>\n