1. Dramatic Dilemmas:
Drama-based Decision Support
Baracskai, Dörfler, Stierand, Szendrey, Velencei

2. CEO – strategic thinking sometimes
precedes, sometimes follows the action
The essence of planning is
achieving goals. In contrast the
essence of strategic thinking is
a fuzzy picture of the future –
which is also likely to change
during the implementation.
We must realize that
continuous strategic thinking is
independent of both time and
space.

3. CIO – don’t wait for the smart strategist
The revolutions announced
by “smart strategies” from
above and the “technocratic
process reforms” from the
side are outdated.
It is time for innovations
from wherever.
Innovative organizations
typically concentrate on the
changes from below.

4. CKO – strategic thinking can only be
loosely described
The desire for making the
business processes
deterministic indicates the lack
of systemic thinking.
Real system thinking also
includes the possibility of living
together with chaotic
processes.
We must realize that the
process of strategic thinking
requires a different
management approach.

5. CHO - strategic thinking may only get
citizenship in the right atmosphere
(Re-)Setting the atmosphere
is always about rethinking
human relationships.
We must also pay attention
to mavericks whose strength
is thinking differently.
In many ways the mavericks
need anti-leaders…

6. new paradigm – we are all prisoners of
our paradigms
Any decision takers can only
see reality through their
own paradigms and can adjust get away from
describe it only with the capacity sharks – or
become one
concepts they use in their
thinking.
the
innovation be the only
might one
succeed
Everyone will see differently
the reality of the innovation
and its contradictions.

7. new context – new concepts call for new
contest(s)
Pitching innovative ideas
requires the new concepts
to be put into a context that
get the attention then and
there.
Is a stable(?) web of
concepts available?
Einstein is most scientists’
hero for his intellectual
courage.

8. new validation – innovation does not
need planning but validation
Any innovation is based on
creativity and any creativity
means new knowledge.
Whether the new
knowledge is allowed into
the community is decided in
a discussion.
If it is allowed than it gets
validated then and there.

9. new identity – it is easier to copy than to
develop one, but “do I know who I am”?
Decision takers strongly
lean towards accepting into
their organizations identities
with transparent and
followable rules.
How do I know who I am
until I see what I wear.
Who wants to be told what
to do? Is more freedom
better?

10. 4×4
DON'T WAIT FOR A ACCEPT DIFFERENT CREATE INNOVATIVE
DREAM BIG
SMART STRATEGY STRUCTURES ECOLOGY
(CEO)
(CIO) (CKO) (CHO)
new 1. RISKY VS. 2. ORIGINAL VS. 3. MEASURABLE VS. 4. REPLACEABLE VS.
paradigm UNIMAGINABLE IMITATION IMMEASURABLE IRREPLACEABLE
5. RESPONSIBILITY VS.
new 6. COMPLETE VS. 7. FACTS VS. 8. CONSUME-IDIOT VS.
INTELLECTUAL
context INCOMPLETE INTERPRETATION NETOCRAT
INTEGRITY
new 10. PRE-FILTER VS. 12. FRENETIC CHASING VS.
9. HOPE VS. POSSIBILITY 11. COOL VS. RETRO
validation POST-FILTER URGENCY
new 15. INTEGRATED VS. 16. RESOURCE VS. HUMAN
13. GLOBAL VS. LOCAL 14. MASSES VS. TRIBES
identity DIFFERENTIATED BEING

11. Drama: Romeo and Juliet
'Tis but thy name that is my enemy;
Thou art thyself, though not a Montague.
What's Montague? it is nor hand, nor
foot,
Nor arm, nor face, nor any other part
Belonging to a man. O, be some other
name!
What's in a name? that which we call a
rose
By any other name would smell as sweet;
So Romeo would, were he not Romeo
call'd,
Retain that dear perfection which he
owes
Without that title. Romeo, doff thy name,
And for that name which is no part of
thee
Take all myself. (Act 2, Scene 2)

12. dramatic dilemma: RISKY VS UNTHINKABLE
If an original innovation
seeks answer to a question
we could not even ask
before – then we are
looking at business through
a different window.
In any one moment into one
direction you can only look
through one single window the gods must
be crazy…
– but you can change the
universe you are in…

13. old concept 1: Vision Statement by the
Planning Department
To make things secure: give
the leader instructions so
tight and prescriptive that
(s)he cannot make a
mistake.
The role of the leader
becomes to jitter for no
changes (surprises) in the
future – at least until the
implementation is concluded

14. old concept 2: Vision Statement based
on Causal Relation
We like causal relations as
they promise a world for
which we can prepare –
where the rules can be
known and there are also
rules according to which
the known rules change.
We are happy to deny the
existence of more
complex relationships and
processes.

15. trigger concept: sensemaking
How we make sense of the
world is useful to us only.
To make it potentially useful
to others they must be
convincing, sensible and
trustworthy.
If the maverick makes sense
differently than anyone else
– how can this be shared?

16. new concept 1: The Third Eye of the
(New) Alchemists
Gold and the Philosopher’s
Stone (something valuable
from nothing or valueless).
I proudly presented my
original ideas to the leaders
of the bank:
Have there been any banks
who did something like this
before?
No – yours will be the first!

17. new concept 2: Black Swan
All basketball players are tall
but not all tall people are
basketball players.
Being unique in different
ways – business as unusual.
Why the CEO is not
interested in the ROI for
creating a Corporate
Uljana Semjonova: 214cm, 140kg
University?