strategy formulation Archives - Page 2 of 3

Situation Room

The so-called situation room – a complex of rooms of several thousand square feet and located in the basement of the White House – is where the President, selected members of the cabinet and the national security teams meet during a crisis or when secure communications are essential. They make up the President‘s inner circle of security advisors.

NASA has a similar kind of „war room“ in which it manages and monitors all space flights. Access have experts in altitude control, dynamics, power, propulsion. In the lead are the flight controllers.

„The War Room“, a 1993 documentary by D.A. Pennebacker, told the story of the inner circle of then presidential candidate Bill Clinton‘s election team. Although the film crew shot less than forty hours of material over a roughly three month period, it succeeded in giving viewers an authentic inside view of how a presidential candidate‘s inner circle works.

Football Audibles

In Football for Dummies Howie Long (a former professional player) and John Czarnecki (Fox Sports commentator) write:

„In American football, the quarterback relays to his teammates in the huddle what play the coach has called. The play is a mental blueprint or diagram for every player on the field.

[embedyt] https://www.youtube.com/watch?v=GKVteUGl-dE[/embedyt]

Quarterbacks are also allowed to audibilize, or change the play at the line of scrimmage. A changed play is called an audible. Quarterbacks usually audibilize when they discover that the defense has guessed correctly and is properly aligned to stop the play.

Everything the quarterback says in the huddle refers specifically to the assignments of his receivers, running backs, offensive linemen, and center.“

audible: heard or able to be heard.

Lone Ranger

Lone Ranger: one who acts alone and without consultation or the approval of others.

In 1933, the radio show The Lone Ranger first appeared. Later, it was turned into a television show, which ran from 1949-1957, as well as a series of books. The story follows the adventures of the Lone Ranger – the only ranger who survived an ambush by “Butch” Cavendish in a canyon known as Bryant’s Gap.

After the fighting, the injured ranger is discovered by Tonto the Indian, who nurses him back to health. The two men then fight crime together, with the Lone Ranger in a mask, so as to conceal his identity.

Although in the program the Lone Ranger was not alone, he and Tonto had clearly defined roles – the ranger was the leader, and anytime Tonto and the Ranger were separated, Tonto wouldn’t act without first consulting the Lone Ranger.

Baseball and pitch-calling

Steve Krah of the Elkhart Truth (newspaper in Indiana) wrote online: „More and more, catchers at the college and high school levels are seen peeking — or even staring — in the dugout to get the sign from a coach.

While some programs let their pitchers and catchers manage their own games, many others — especially NCAA Division I schools — take that off the battery mates’ plates.

Notre Dame pitching coach Chuck Ristano calls nearly every pitch as well as pick-off tosses and pitch-outs and sets the defense for the Irish.

`I want (the pitcher and catcher) to have some element of ownership in the game, but the reality is we have access to a lot more information than the kids do (like tendency and hitter spray charts),’ Ristano said. `We just want them to focus on executing their pitch.`’

Notre Dame employs a numbers system that is flashed to the catcher, who then consults a wristband chart that suggests which pitch and part of the strike zone to throw the pitch.“

Top-Down Decision-Making

Decisions in Chinese companies are typically made by senior managers, with input from lower-level staff filtered through formal chains. Subordinates rarely challenge management directly in meetings, instead showing deference through silence or agreement. Even when employeesdisagree or spot problems, criticism is delivered very cautiously, often privately, to protect “face.” This means information travels slowly, with critical issues filtered and softened before reaching leadership.

LeBron James calls plays

Sunday, May 10, 2015. Sports Illustrated online.

„Cleveland Cavaliers forward LeBron James says head coach David Blatt wanted him to inbound the ball on the final play of Sunday’s Game 4 but he overruled the coach. Instead, James hit a game-winning jumper as time expired to give the Cavaliers an 86-84 series-tying win.

`To be honest, the play that was drawn up, I scratched it,’ James told reporters. `I just told coach, Give me the ball. We’re either going to go to overtime or I’m going to win it for us. It was that simple.

`I was supposed to take the ball out,’ James continued. `I told coach, There’s no way I’m taking the ball out, unless I can shoot it over the backboard and it goes in. I told him, Have somebody else take the ball out, give me the ball, and everybody get out of the way.’”

(Un)healthy skepticism

Kenne mer nit, bruche mer nit, fott domet – loosely translated as “Don’t know dat. Don’t need dat. Get it outta here.” A well-known figure of speech in the dialect spoken in the Rhineland. The German fear (Angst) of change. Too much, too fast. A never-ending story.

Especially the older and well-established generations are skeptical of any change. Skepsis is then passed down from one generation to the next, ankering itself deep into the German psyche.

The digitalization of the economy. The move away from fossil fuels to natural energy sources such as wind. A free trade agreement between the European Union and the United States. These and other topics are ever-present in the media, triggering in many Germans feelings of worry. “Why should we change things which have worked for us over the past decades?”

A good example is the reluctance in Germany to make necessary changes in education. “Why should we all of sudden put computers and tablets in the classroom? Do we really need new media in all areas of society? Let’s first take a step back and analyze it carefully. No hasty decisions!”

While the Germans in their ministries and commissions are studying the issue other countries are moving ahead rapidly and preparing themselves for the digital world.

Often, when it comes to reacting to change, Germany, the Land der Dichter und Denker – literally the country of poets and thinkers – falls into a kind of lethargy, of Schockstarre – shock + numbness.

There is nothing wrong with being skeptical about change. It is often difficult, however, for the German people to find the right balance between pessimism and optimism.

Political Consensus

Gerhard Schröder was chancellor of the red-green – Social Democrats plus Green Party – government from 1998 til 2002, and then after reelection from 2002 til 2005. In his first term the Social Democrats and the Greens had a majority in the Bundesrat, the Upper House, where the sixteen German states are represented to co-decide with the federal government on national policy. The Schröder government had little difficulty passing the legislation they had proposed during the election campaign.

In 2002 the situation began to change, however. Federal elections led to another majority for the Social Democrats and the Greens. But at the state level they lost their majority within a few years. The opposition – Christian Democrats and Free Democrats – had gained the majority in the Bundesrat and were able to block legislation proposed by the Schröder government.

Nonetheless, Schröder‘s coalition was able time and again to craft legislation in a way which served the interests of those state governments led by opposition parties. His government was able to compromise and collaborate with those critical German states led by the Christian Democrats and Free Democrats.

The Allies and Mitbestimmung

“Herewith the establishment of works councils is permitted within all of Germany.”

German Mitbestimmung – co-determination, employee participation in high-level company decision making – is a tradition, law and an institution which most certainly is a source of headaches for American business partners and investors. At the same time the works councils are a source of great pride and self-understanding for all German labor unions as well as for many German citizens.

And although German Mitbestimmung had had a long tradition in Germany, it was the Western Allies, primarily the Americans and the British, who insisted immediately after World War II that the newly established West German state reinstitute it.

After their takeover of power in January 1933 the National Socialists had outlawed the Mitbestimmung, and forced all labor unions to be unified within the so-called Deutsche Arbeitsfront – literally German Workers Front. The goal was to prevent any potential resistance to the regime from among the working class.

With strikes in 1905 in the coal mining Ruhr region the unions had won the right to establish works councils. In the years thereafter the councils gain increasing influence. During the Weimar Republic these gains were written into law.

The works councils represented the economic and social interests of the workers over and against management. It was no surprise, therefore, that the Nazis saw in them potential opposition to their demand for absolute power. In 1934 the Nazis banned all independent unions and works councils.

It was no surprise, therefore, that what had been a thorn in the side of the Nazis was reinstated by the Allies. Kontrollratsgesetz Nr. 22 – Allied Law No. 22 – in the Spring of 1946 put works councils back in business.

Since then there has been no better instrument to prevent total control by management. Those who pick a fight with a works council go against the self-understanding and pride of the German movement for worker rights.

MacArthur vs. Nimitz

During World War II, the two American military leaders in charge of operations in the Pacific could not have been more different in their personalities and leadership styles. Both General Douglas MacArthur and Admiral Chester Nimitz were in charge of two different sections of the Pacific, answering to no one but the Joint Chiefs of Staff. They both had incredible success, both in their individual and joint campaigns. Yet, only one of these men became an American celebrity, admired for his amazing leadership skills.

MacArthur was a showman, fond of strong gestures and motivating speeches. Occasionally accused of being a megalomaniac, Macarthur believed very strongly that the Pacific fleet should be united under his authority. He expected his officers to inform him about everything, and he expected his orders to be carried out precisely as he specified them. His opinions on his officers’ advice and reporting abilities are shown very clearly in two of his quotes:

“I realize that advice is worth what it costs – that is, nothing. Expect only five percent of an intelligence report to be accurate. The trick of a good commander is to isolate the five percent.”

On the other hand, Nimitz was said to be a team player, who relied on his staff’s expertise to successfully manage themselves and to provide useful advice when needed. Naval historian Robert Love wrote that Nimitz “had the ability to pick able subordinates and the courage to let them do their jobs without interference. He molded disparate personalities into an effective team.”

Nimitz was a German-Texan, born and raised in Fredericksburg, Texas.