Intrapersonal Competencies


  • Self-awareness: Maintains awareness of internal emotional states and has the ability to differentiate between emotional states; awareness of emotional strengths and gaps,
  • Self-management: Employs effective personal strategies to lessen or eliminate acting out of disruptive emotional states,
  • Self-confidence: Develops and maintains a strong and realistic sense of one’s capabilities and value to others,
  • Adaptability: Can adjust emotions, thoughts and behaviors to new dynamic situations; tolerant of different ideas  and perspectives,
  • Stress management: Achieves and maintains an internal equilibrium and calmness within a changing environment,
  • Responsibility: Keeps commitments to others within agreed-upon parameters on a consistent basis,
  • Trustworthy: Knows one’s own values, principles and feelings and acts consistently in accordance with them; acts ethically, fairly and reliably in relationship with others.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Misrepresentation


The basic idea of misrepresentation is that one of the parties to a contract created in the mind of the other party a mistaken impression about an important fact about the subject of the contract. Acting in reliance upon this mistaken belief, the victimized party entered into a contract he or she would not otherwise have entered if the full truth had been known. The elements of misrepresentation are ordinarily given as misrepresentation of material fact justifiably relied upon to the detriment of (causing harm to) the person  relying.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

What Strategic Planning is not?


Clearly, strategic planning is no panacea. Strategic planning is simply a set of concepts, procedures, and tools designed to help leaders, managers, and planners think and act strategically. Used in wise and skillful ways by a “coalition of the willing,” strategic planning can help organizations focus on producing effective decisions and actions that further the organization’s mission, meet in mandates, and satisfy key stakeholders. But strategic planning is not a substitute for strategic thinking and acting. Only caring and committed people can do that. And when used thoughtlessly, strategic planning can actually drive out precisely the kind of strategic thought and action it is supposed to promote.

Furthermore, strategic planning is not a substitute for leadership. There is simply no substitute for leadership when it comes to using strategic planning to enhance organizational performance. At least some key decision makers and process champions must be committed to the strategic planning process, or any attempts to use it are bound to fail.

In addition, strategic planning is not synonymous with creating an organizational strategy. Organizational strategies have numerous sources, both planned and unplanned. Strategic planning is likely to result in statement of organizational intentions, but what is realized in practice will be some combination of what is intended and what emerges along the way. Strategic planning can help organizations develop and implement effective strategies, but they should also remain open to unforeseen opportunities. Too much attention to strategic planning and excessive reverence for strategic plans can build organizations to other unplanned and unexpected—yet incredibly useful—sources of information, insight, and action.

The discipline necessary for strategic planning can be of two sorts. The first harkens back to Latin root of the word “discipline,” emphasizing instruction, training, education, and learning. The second embodies later interpretations of the word, emphasizing order, control, and punishment. Emphasis should be placed on education and learning, although there clearly are occasions when imposing order, taking control, and enforcing appropriate sanctions are appropriate. Certainly, key leaders, managers, and planners can best use strategic planning as an educational and learning tool, to help them figure out what is really important and what should be done about it. Sometimes this means following a particular sequence of steps and preparing formal strategic plans, but not necessarily. The ultimate goal of strategic planning should not be a rigid adherence to a particular process or an instance on the production of plans. Instead, strategic planning should promote wise strategic thought and action on behalf of an organization and its key stakeholders. What steps to follow, in what sequence, and whether or not to prepare formal plans are subsidiary concerns.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Potential Problem Analysis


This process is based on our concern with future events—with what might be and what could happen. We call it Potential Problem Analysis. A potential problem exists when we can foresee possible trouble in a given situation. No one knows for sure that trouble will develop, but no one can guarantee that it will not. This process uses what we know or can safely assume in order to avoid possible negative consequences in the future. It is based on the idea that thinking and acting beforehand to prevent a problem is more efficient than solving a problem that has been allowed to develop. This rational process enables an organization to take an active hand in shaping its future.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight