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Strategic Thinking &
Decission Making Models
THE EISENHOWER MATRIX
It helps distinguish what is important and what is urgent.
THE SWOT ANALYSIS
Method of evaluating the strengths, weaknesses, opportunities and threats of business/personal decisions.
THE BCG BOX
Method of assessing the value of the investments in a company’s types of investment.
THE PROJECT PORTFOLIO MATRIX
It helps maintain an overview of simultaneous several projects.
THE JOHN WHITMORE MODEL
When established a goal, one could check whether it correlates with these fourteen requirements.
The right goal
It will help categorize the feedback one receives in order to clearly establish a plan of action.
ADVICE I thought it was good but it
still needs to change!
COMPLIMENT I thought it was good and
it can stay as it is in future!
CRITICISM I thought it was bad and it
has to change!
SUGGESTION I thought it was bad, but I
can live with it!
THE FEEDBACK MODEL
It creates a new entity, developed by combining the attributes of a variety of existing entities.
THE MORPHOLOGICAL BOX AND SCAMPER
It shows how the extent of the consequences of your decisions relates to the extent of your knowledge.
THE CONSEQUENCES MODEL
It shows the six typical reactions to a conflict.
THE CONFLICT RESOLUTION MODEL
Possible alternatives one may face during the decision making process.
THE CROSSROADS MODEL
1. The beckoning road 2. The dream road 3. The sensible road 4. The road not travelled 5. The familiar road 6. The road back
It is where the state of happiness is called “the flow” and occurs when one is intensely focused on an activity… of one’s own choosing that is… neither under-challenging nor over-
challenging… that has a clear objective… and that receives immediate feedback.
THE FLOW MODEL
This model provides a model of personal awareness.
THE JOHARI WINDOW
It describes that our actions are not consistent with our beliefs.
THE COGNITIVE DISSONANCE MODEL
COGNITIVE DISSONANCE
ATTITUDE
“Smoking is unhealthy”
BEHAVIOR
“I smoke”
CONSISTENCY
ATTITUDE
“Smoking is unhealthy but it helps me relax”
BEHAVIOR
“I smoke”
It shows what one’s taste in music says about him/her.
THE MUSIC MATRIX
Sugababes Rihanna N Sync Madonna Pink Floyd
Gorillaz Kraftwerk Goldfrapp Marilyn Manson Peaches Bloc Party Nine Inch Nails
Robbie Williams U2 Amy Winehouse Sting Lenny Kravitz Bruce Springsteen
MGMT Tricky Portishead Bob Dylan Bjork Beck
MA
INS
TR
EA
M
AUTHENTIC
AV
AN
TG
AR
DE
DESIGNED
THE UNIMAGINABLE MODEL
IMAGINABLE
UNIMAGINABLE
NO
T P
RO
VA
BL
E
PR
OV
AB
LE
God
God is a woman Black Hole
Eternal Love
Gravity
It shows that one may have beliefs, despite not understanding the evidence.
THE UFFE ELBAEK MODEL
It shows how one sees themselves, how one would like to see themselves, how others see them and how other would like to see them
THE FASHION MODEL
Writer Eric Sommier shows how he positions well-known clothing brands
Dior
Prada
Lacroix
Hermes
Armani Boss Gap
Kenzo Jean Paul Gaultier
Ralph Lauren
Timberland
Calvin Klein
Lacoste
FUTURE PAST
APPEARENCE
REALITY
THE FASHION MODEL (continued)
The art of dressing without dressing up.
FO
RM
AL
CA
SU
AL
OLD SCHOOL
HIP
V-neck sweater
Shorts
Cut-off jeans
Trucker cap
Un-ironed shirt
Flip flops
Printed t-shirt
Woolen tie Linen suit
Skinny tie
Trainers with a suit
Tie pin
NEUTRAL ZONE
THE ENERGY MODEL
MEMORY-DRIVEN
PAST
FUTURE
NOW
DREAM-DRIVEN
PAST
FUTURE
NOW
REALITY-DRIVEN
PAST
FUTURE
NOW
Reflects one’s personality depending on how much time one spends thinking about the past, present and the future.
THE SUPERMEMO MODEL
After learning something, one should refresh their memory at the intervals shown: one, ten, thirty and sixty days afterwards.
THE POLITICAL COMPASS
Analysis of the UK political landscape at the time of the 2010 general election by politicalcompass.org.
THE PERSONAL PERFORMANCE MODEL
It helps evaluate one’s job situation: To what extent are one’s current tasks being imposed on them? To what extent to they match the abilities and to what extent do
they correspond to desires?
THE MAKING-OF MODEL
It helps create a detailed timeframe, stating goals, outcomes etc.
GOALS
WHAT YOU LEARNED
OBSTACLES (that you overcame)
SUCCESSES
PEOPLE
THE PERSONAL POTENTIAL TRAP
The curve shows one’s expectations, the expectation of others and one’s achievements. When these diverge too much, one will fall into the
personal potential trap.
THE HYPE CYCLE
It helps identify the next big thing.
THE SUBTLE SIGNALS MODEL
It helps reveal how efficient one is in a work environment, considering the contact that they are in with others.
high
low
min max
Frequent contact, minimum effect
Minimum contact, minimum effect
Frequent contact, maximum effect
Minimum contact, maximum effect
THE NETWORK TARGET MODEL
It structures one’s contacts by comparing them to self, how frequently they are met with, how many are from other nationalities etc.
Friends Family
Acquaintances Colleagues
Yearly
Monthly
Weekly
Daily
Poorer – Richer Older – Younger Uglier - Attractive
THE SUPERFICIAL KNOWLEDGE MODEL
It displays how much easy, difficult, embarrassing and impressive knowledge one has.
THE SWISS CHEESE MODEL
It compares different levels on which mistakes occur with slices of cheese.
THE MASLOW PYRAMIDS
The first three are basic needs; the last two are personal growth needs and can never be satisfied.
THINKING OUTSIDE THE BOX The solution: Extend the lines outside the box.
THE SINUS MILIEU AND BOURDIEU MODELS
It is a psychographic method for establishing the different socio-cultural groupings to define target groups.
This model forces to challenge one to think about their deep-rooted cultural preferences and practices.
THE SINUS MILIEU AND BOURDIEU MODELS
It involves reflecting on actions and learning from them.
THE DOUBLE-LOOP LEARNING MODEL
The Appreciative Inquiry model involves concentrating on the strengths, positive attributes and potential of a company or a person rather than
weaknesses .
THE AI MODEL
It describes the statistical phenomenon whereby a small number of high values contribute more to the total than a high number of low values.
THE PARETO PRINCIPLE
The mass market wants best-sellers but there is also a demand for niche products. Individual demand may be low but collectively the niche
products are worth more than the best-sellers.
THE LONG-TAIL MODEL
It works by running multiple trials based on random sampling to determine an outcome, using a combination of probability calculation and
statistics.
THE MONTE CARLO SIMULATION
It reminds one that everybody tends to cling most tightly to pillars that we see toppling instead of analyzing the cause and effect principle.
THE BLACK SWAN MODEL
It shows the typical curve of a product launch.
THE CHASM – THE DIFFUSION MODEL
Two prisoners are suspected of having carried a crime together. If both rat each other out, they each get 8 years. If one rats the other out, s/he’s free, the other gets 20 years. If both keep silent, they each get 6 months only.
THE PRISONER’S DILEMMA
It shows the seven stages that every group goes through when carrying out a project.
THE DREXLER-SIBBET TEAM PERFORMANCE MODEL
New employees must be instructed, coached, supported and finally delegated to.
THE HERSEY-BLANCHARD MODEL (SITUATIONAL LEADERSHIP)
It is used as a team or meeting technique to stimulate communication and create a playful/serious approach to a discussion topic.
THE ROLE PLAYING MODEL (BELBIN & DE BONO)
For More Comprehensive Learning, Read: The Decision Book: 50 Models for Strategic Thinking
by Mikael Krogerus
