What Appears To Be Strategy…Isn’t

I regularly engage in hansei (reflection) after each of my facilitation engagements. It’s a simple learning mechanism, essentially an after-action process of asking: what I expected to happen (my hypothesis if you will), what actually happened, and what explains the gap, if there is one. And there invariably is. The gap is where learning and insight live. It creates new knowledge. It’s how I improve. I know no other more effective way.

I do what I call a “rollup” of those individual after-action reflections a few times each year, to identify important patterns. Peter Drucker called this the “Feedback Analysis.” I do what he suggested, which is to layer my reflections with input from others…clients, session participants, etc. I’ve experienced exactly what Drucker did when he wrote, “I have been doing this for some fifteen to twenty years now. And every time I do it, I am surprised. And so is everyone who has ever done this.”

My most recent insight runs along the lines of:

  • What appears to be the problem, isn’t.
  • What appears to be the solution, isn’t.
  • And what appears to be strategy, isn’t.


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