Second-Order Thinking
Before funding or prioritizing initiatives, leaders ask: “What happens next? What are the downstream effects?”
Other example: When adjusting KPIs to better reflect desired outcomes, second-order thinking considers how these changes may influence team behaviors, reporting practices, and the ability to compare historical performance data over time.
Second-order thinking is what Chess Players employ as they think through their next potential move.
Chess players ask: “What happens next? What are the downstream effects?” They are not alone. Most of us think this way at work and at home.
LPM leaders must think this way too… must be great at second-order thinking.
LPM is on Amazon
