Essays on How Proactive Choices Can Be Used to Drive Change Rather than Waiting for Change Coursework

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The paper "How Proactive Choices Can Be Used to Drive Change Rather than Waiting for Change " is a great example of business coursework.   Human beings are endowed with the capacity to make choices. Decision making and problem solving are critical component of proactive strategic choices. Proactive strategic choices are deliberate planned and made to anticipate a situation instead of being reactive. The ultimate of this discussion explosion is to affirm by agreeing to the fact that if an individual or organisation is proactive about strategic choice, they are much more likely to get what they want than if they wait for others to initiate.

To corroborate this perspective, the paper examines the role of proactive strategic choice in anticipating the future through sense-making & scenario building so as to provide plausible options for countering uncertainties. Secondly, how strategic choices are integral in tapping and or creating opportunities, enhancing capabilities and competitiveness by limiting threats/weaknesses. Lastly, the paper shows how proactive choices can be used to drive change rather than waiting for change to happen. Grounded on this perspective, it would be prudent to outline the role of strategic choices in helping individual/ organisations get what they want than if they wait for others to initiate.

Strategic choices is a sub-component of planning and decision making that allows one to pick the viable options through bounded rationality after evaluating various alternatives based on parameter such as cost-benefit analysis; strength, weakness, opportunity & threats analysis; payoff matrix and decision trees so as to at least attain the optimal solution or at most the maximum expectation (Chandra, Krovi and Rajagopalan, 2009, p. 48). Indeed, Alkhafaji (2003) opines that studies have proven that organisations or individuals who engaged in strategic management and choice-making normally outperforms those who do not (p. 3). Human beings are gifted with the ability to reason and make decisions instead of waiting for others to do it for them.

One way that being proactive about strategic choices help an individual or organisation in getting what they want is based on the fact strategic choices can be used in anticipating and shaping the future since the process is futuristic and can be used in countering uncertainties.

In this regard, Jones (1999) indicates that those who are engaged in making of strategic through approaches such as bounded rationality are always goal-oriented, objective in their cause and adaptive in regards to the existing situations which are dynamic (p. 297). Being objective thus allows the decision-maker to anticipate and shape the outcome of the future based on the current or existing situation and previous experiences. Reducing risks and uncertainties is based on scenario building and sense-making. Within these two elements (scenario building and sense-making) one is able to get what she or he wants because that individual is sure of various options and the path to follow.

Tillmann and Goddard (2008, 80 and 81) notes that being proactive in strategic choices entails structuring, harmonising, bridging, contextualising, compromising and balancing of options within the context of prevailing internal, external environment, existing information and professional knowledge. The plausibility of this argument is anchored on the fact that the immediate environment of an individual or organisation is dynamic and full of uncertainties. These uncertainties greatly predetermine business stability. Businesses should have continuity planning so that in an event of unforeseen hazard they can be able to rise up.

This then calls for hazard/ risk identification and risk management process. The risks and uncertainties that business phase can originate from natural factor or manmade factors. Moreover, they can be tied to environmental factors, economic factors and socio-political factors (Stewart and Melchers, 1997, p. 1, 6 and 7).


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