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STRATEGIC
THINKING
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Strategic
Thinking: Taking a broad scale, long term
view,
assessing options and implications.
Behaviours:
|
Professional
|
Managers
|
Executive
Managers
|
| Aligns
actions with organizational goals and strategies. |
Analyzes
potential. |
Applies
a longer term perspective. |
Articulates
a vision. |
| Comprehends
basic goals and strategies developed by others and
aligns own work accordingly. Prioritizes work
in alignment with organizational goals and strategies. |
Makes
decisions, sets priorities or develops goals on the
basis of future potential. Analyzes for long
term pay-offs or business outcomes. |
Consistently
takes a broad-scale, long-term view of challenges and
opportunities. Develops key strategies to respond
to them. |
Understands
and articulates the projected direction of government
and how changes might impact the department or work
group. Develops a view and establishes a course
of action to accomplish a long term goal. |
DEVELOPING
COMPETENCE IN STRATEGIC THINKING
- TIPS FOR STAFF
| Behaviour |
Ideas
for On-the-Job Competency Development
|
| Aligns
actions with organizational goals and strategies. |
- Study
the government business plan and your department's
strategic plan, business plan and operational
plan. Ask for assistance to explain the
context of any goals or strategies you don't
understand.
- Write
down how the work you do supports those goals
and strategies.
|
| Analyzes
potential. |
- Take
some time to engage in some "what if" thinking. By
yourself or with a co-worker consider "If we
do this, what will our clients think?" or "What
impact will this have on other departments?" etc.
- Do
your own "environmental scan". Research
the latest external opportunities and threats
and internal strengths and weaknesses that will
affect your organization's current or future
strategies or competitive position.
- Volunteer
to serve on a strategic planning committee or
task force.
|
| Applies
a longer term perspective. |
- Solicit
information from inside and outside your department
and organization regarding anticipated developments
that may affect your work.
- Identify
and research a recent major organizational change
and write down the possible long-term impact
(opportunities and problems) resulting from that
change.
- Research
the current trends in your industry. Discuss
with co-workers your projection of those trends
in the future.
|
| Articulates
a vision. |
- Volunteer
to orient a new hire and tell them about the
projected direction of the Government.
- Write
down your long-term goals. Identify and
establish appropriate courses of action and implement
them to reach your goals.
|
DEVELOPING
COMPETENCE IN STRATEGIC
THINKING
- TIPS FOR SUPERVISORS
| Type
of Support |
Ideas
for
Developing Staff
|
| Coaching |
- Work
with employees to help them understand and plan
their performance around how their work relates
to the government's business plan and your department's
strategic plan, business plan and operational
plan.
- Debrief
staff on projects or issues, and take the time
to discuss what went well, and what didn't.
- Encourage
brainstorming to come up with new approaches.
- Within
your work group, stay attuned to your strengths,
weaknesses and opportunities that will affect
our current or future strategies.
- Share
the experience you have gained from working outside
the regular work group.
|
| Development |
- Encourage
employees to participate on teams that will expose
them to the bigger picture.
|
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
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