How do you prepare to tackle challenges that the VUCA business landscape throws your way? How would you handle a crisis where traditional solutions fall short? Or when the pressure to innovate under fire intensifies?
Have you ever tried Decision-Forcing Cases (DFCs)? They are an educational tool that arms leaders with the skills needed to navigate high-stakes situations. Could they be the key to enhancing your leadership and preparing your team for the unpredictable? The answer is yes and there is no better teacher than .
Bruce Gudmundsson, is a Marine, historian, theorist, and the gold standard for DFCs (He even once had lunch with John. Boyd!). Gudmundsson creates, publishes and leads DFCs. Many of are found on his Substack "The Tactical Notebook" (I highly recommend you subscribe!). He teaches DFCs weekly via his "Case Method Club," which is open to leaders of any discipline. Gudmundsson has also been a guest on "No Way Out." Leaders looking to thrive in VUCA need to download and listen to this episode, and learn about the value of DFCs.
Why DFCs?
DFCs reshape organizational learning, especially for senior leaders. They put participants in historical or hypothetical scenarios that demand complex decision-making. This method enhances critical thinking and adaptability. This is crucial for leaders in asymmetric, nonlinear environments.
In the episode our conversation highlights these key points for leaders:
1. Active Learning through Decision Making:
• A DFC actively engages participants. It requires them to make complex decisions in designed scenarios. It enhances critical thinking, collaborative dialog, and adaptability. All of this is essential for leaders leading teams in high-stakes environments.
2. From History comes Modern Application:
• Institutions across many disciplines have used DFCs to prepare leaders for unpredictable scenarios. Historical scenarios have patterns and concepts we can identify in our own time. Learning these patterns help bridge the gap between academic learning and real-world application. They provide a ready-made practice ground for leaders and their teams.
3. Empowerment through the Socratic Method:
• The use of the Socratic Method in DFCs fosters an inquiry-based learning model. This approach encourages critical thinking. It respects participants’ perspectives and empowers them to direct their learning process. It also keeps everyone engaged and on their toes (As a member of Gudmundsson's "Case Method Club," I can tell you that this approach is engaging and effective).
4. Refine Your Approach to VUCA:
• DFCs prepare leaders to handle ‘wicked problems’. These are complex, evolving issues intertwined with other challenges. These simulations help leaders practice navigating uncertainty and making tough decisions.
5. Gain Cultural and Historical Insight:
• Engaging with diverse historical scenarios helps leaders appreciate many viewpoints and cultural contexts. This awareness is essential for leading diverse teams and engaging with global stakeholders.
Get Moving On DFCs
You can start by integrating DFCs in three practical steps, in addition to listening to my conversation with Bruce:
1. Educate Your Team:
Introduce your team to DFCs. Provide resources and examples to show how these cases work and their benefits. This initial education will prepare your team for active participation.
2. Develop Custom Cases:
Create DFCs tailored to your organization’s specific challenges and goals. Use historical scenarios or craft hypothetical situations that reflect real-world complexities. Customization makes the exercises relevant and effective.
3. Regular DFC Sessions:
Hold regular DFC sessions. Structure these as open discussions, encouraging analysis, debate, and decision-making. Facilitate these sessions to keep them focused and productive. This will help you build a culture of critical thinking and continuous improvement.
Implement these steps and empower your team with DFCs! You will enhance their problem-solving skills and prepare them for future challenges!
Never heard of a Decision Forcing Case before. I have a vision of a facilitator saying 'what would you do?' in rapid quick-fire succession and the answer 'I don't know' simply not cutting it. It feels like a methodology that would really help emergency planners
I'm a Boyd junkie and dedicated reader of the Tactical Notebook, despite 30+ civilian years in an international professional field, highly VUCA but weirdly bereft of, even resistant to, strategic thinking & applied learning (drives me nuts).
Connecting these two here remotivates me to put my shoulder to the wheel at least for my own edification thru Gudmundsson's Decision-Forcing Cases. Thanks!