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The Play of Analysis
Analysis is pervasive. Managers read and write lots of reports and do quite a bit of number-crunching. Yet we all know of situations where decisions were wrong because they just weren’t well thought out (“extinction by instinct”), and we know of others that were analyzed interminably without getting anywhere (“paralysis by analysis”).
Paradoxically, we sometimes seem to over-analyze the little decisions and under-analyze the big ones. How and why does this happen? What can we do about it?
The objectives for this topic are to:
- Understand how and why analysis is used.
- Consider situations where we overdo it or underdo it.
- Think about how to get the balance right.
Here's How it Works
Each CoachingOurselves topic is used by a team of 4-6 managers to guide a 90 minute discussion. Working through the topic one page at a time, the team reflects on their own experiences guided by the content, questions and exercises. There is no pre-work and no laptops, and the meetings are held anywhere managers normally hold work meetings.
"Experience is not enough. People may learn little from their experience unless they have a means for classifying and analyzing it" - Saul Alinsky
The management team begins by using a first topic with the support of a facilitator. They continue with or without the facilitator for the next 4-6 topics, bi-weekly or monthly, followed by a questionnaire to evaluate results and integrate learning. CoachingOurselves is used standalone, or included in broader initiatives to implement balanced 70-20-10 management learning programs.