The Meta-Taxonomy of Foundational Thinking (MTFT) model was introduced in my previous post (First Principles First). That version has been inverted and expanded in this explanatory article, to address the wider range of considerations involved when using the model for problem solving and decision-making. The header image (From Root to Fruit) uses a tree metaphor… Continue reading Foundational Thinking for Nonprofit Leaders
Tag: problem solving
First Principles First
Thinking about first principles, the oft-quoted line from philosopher-comedian Groucho Marx, “Those are my principles, and if you don’t like those … I have others” comes to mind. Beyond the moral ambiguity implied, might there be a hidden reference to other legitimate sets of first principles here? If so, what would this mean for nonprofit… Continue reading First Principles First
Goals and Goal-setting Insights
We all engage in goal setting and execution all the time. We do this whenever we form an intention to do something (or not). You would think that it is such a familiar activity that we would all be quite expert at it. Regrettably, it remains challenging for many of us – especially at work.… Continue reading Goals and Goal-setting Insights
Elevating perspectives
The view from a high (or higher) vantage point has long been linked with strategic thinking and action. While often used in a military context, there is also a long tradition of symbolically linking elevated positions with elevated thinking about much broader concerns. A selection of symbolic references to various ‘elevated perspectives’ is offered in… Continue reading Elevating perspectives
Questioning Frameworks and Options
My previous post highlighted the choices we make to pay attention to certain perspectives (and ignore others) when engaging in deliberations and decision-making. Earlier posts have also canvassed a wide range of models and frameworks that can be adapted for uses suitable to your nonprofit governance or management circumstances. De Bono’s six thinking hats, design… Continue reading Questioning Frameworks and Options
Thinking about ‘Thinking Hats’
Thank you to the reader who responded to my post on ‘The 7th and 8th Thinking Hats‘ by asking: “Is there a 9th Thinking Hat? If so can you please tell me?” While I was originally going to reply to this query in the comments below the article, as I started drafting that reply, it… Continue reading Thinking about ‘Thinking Hats’
The Scales of Governance: Weighing options, arguments, evidence & consequences
Evaluation – Part 1 We use the term ‘on balance’ as a shorthand way of saying that we have come to a decision or choice after considering the power, influence, or ‘weight’ of both sides of a question or issue. This invokes metaphoric reference to a set of balance scales – as in the ‘scales of justice’ (see header image). Evaluation skills, sometimes… Continue reading The Scales of Governance: Weighing options, arguments, evidence & consequences
Problems ‘for’ and ‘of’ governance
Problem classification Every field of human endeavour has problems, and the myriad problem solving approaches that have been identified through history reflect that diversity. Even within a field, such as non-profit governance, the variety of problems that come before a board of directors can be extremely diverse. Strategic, risk, financial, structural, logistical, human, technological, safety,… Continue reading Problems ‘for’ and ‘of’ governance
Continuous Reflective Governance
I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance
Diagnosis and Treatment in Leadership
I’ve long valued Bryan Whitefield’s insights and guidance on risk and adaptive leadership matters, and his recent article (highly recommended) on diagnosis and action at the Self and System levels, reminded me of another broad parallel I had noticed between health service and leadership concepts and processes. The ‘standard’ treatment process used by health practitioners… Continue reading Diagnosis and Treatment in Leadership