The Compass Script Prevails Over The List

updated 10.18.13, at 13:18 hr 

Ms. Mc O'Donnell  and many people have always favored the utilization of the “list” concept in organizing their day to day operations.  From our experience and our research, it only works well in a predictable setting with minimum consequences.   Whenever they encountered an unforeseen glitch in their planning,  their simple list of objectives and approach would crumble and fall apart.  If they only did a good job in projecting ahead, this common act of inefficiency would not have happened.

Being efficient can only go so far especially if one is operating in a chaotic competitive setting.

We all know that there is usually disorder in that setting.  In most cases, the unorganized list usually winds up in the trash can.

Scripting For A Chaotic Situation 
In our case, we preferred to take the extra step of scripting our list of objectives and approaches by focusing our time on being effective not efficient.

Before proceeding into an uncertain setting, one assesses their situation before scripting the their priority objective, their approach and their contingency options.  Then he/she build their operational steps around those three points.

If one is involved in the “product development” game or in a “chaotic” logistics setting, the list concept is not always operable. With a script, one becomes cognitive on when to stay on course and when to adjust from it.     

Before the scripting of the game plan for the day or the week,  possessing the understanding of the configuration of one's own setting and the current situation, does matter.   It begins by identifying the cyclical stage of relevant strategic and tactical factors.  Then determining the coverage and the conditions of those factors.  

One should consistently assess their situation before positioning and implementing.

Overview
While our hybrid strategic approach combines the best of the "rules for strategy" mean and our tactical contingencies mean, it offers the implementer a strategic direction.  Once the configuration of the Big Tangible Picture is understood, the chief decision maker must then decide on “matching” the tactics to the situation before implementing.  

Regardless of the assessing, positioning and influencing, the results from the execution of the tactical details prevail.

For those who operate in a highly-pressured product development setting where the state of predictability is quite questionable, they should think about their approach and their operational means.

Efficiency has a way of obstructing creativity and vice-versa.  Knowing the configuration of one's setting enables one to know when to be efficient and when to be creative. 

The "Rules for Strategy" portion of our scripting process assists the implementers in strategic project situations where they must decide on whether to pursue the efficiency route or to pursue the innovation route. Our experience with our Compass Script process, gives us the feeling that this interesting modus is the key to seamless productivity.

In our settings, we have used "The Compass Script" approach for our “unique” and complex projects. The process worked quite well as long as we were mindfully aware of our settings.  

The “list” concept  is a great reminder for most novice strategic implementers. When chaos strikes, the list becomes worthless. 

In a future post, we will discuss more about the Compass Script.

Click here on the origin of the Compass Script. 

Suggestion
Click here,  here, and here  for some good strategic ideas and pointers.

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