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I have also found that people use [strategic thing] as a way of keeping something at a higher level without going in to the details. Because once they get in to the details the grand plans start to break down.

I have been a part of a number of these high level strategy type efforts at my company. I have often found that I seem to be the cynical one against an onslaught of relentlessly optimistic people.



One of the best planning exercises I've heard is asking every attendee to think of a way the suggested plan could go awry.

The genius is that failure scenarios are, by definition, detail-oriented.

Consequently, it's an easy bridge into the discussing the details that actually matter (i.e. those that could threaten the entire plan).


https://en.wikipedia.org/wiki/Pre-mortem


Pre-mortems. In general I haven’t found them that useful as the teams/leads I’ve worked with generally have the risks covered already


They're more useful, the more disfunctional and rose colored glasses the org has.


"Everything is easy to the one who doesn't have to do it."




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