I want to set up my own think tank, what should I do?

In the face of fierce competition, it is ineffective for leaders to adopt a dictatorial decision-making approach if they start from a single or purely empirical professional direction. They must focus on establishing think tanks and think tanks to assist their own decision-making. .

The work of the think tank is carried out according to the goals and requirements of the leader, but for the think tank itself, it has its own internal laws and working procedures, and has its own set of effective methods . As far as its working procedure is concerned, it can be carried out in three steps.

The first step is to accept the decision-making consulting task and form a think tank team. The work of think tanks is generally carried out around the research tasks proposed by leaders. First, it is to understand the intentions and goals of leaders, fully grasp the background and key links of the issues raised by leaders, and clarify the goals of the research issues; secondly, The think tank should select and equip professionals according to the nature of the problem and the subject content to be studied, form a think tank team, and have someone specifically responsible. Thirdly, after accepting the consulting task, the think tank should start preliminary work, conduct preliminary investigation, and formulate a work plan based on the preliminary investigation.

The second step is to conduct a comprehensive investigation and research and design an evaluation plan for decision-making. After the investigation work plan is determined, the think tank team can conduct a comprehensive and in-depth investigation of the issues to be studied as planned and collect data and information. If there is a data database, you can first search the relevant abstracts, and then search the original text as needed to understand the problem situation. If you carry out market research, you must go deep into the market and understand information related to the research project, such as price, quality, origin, performance, etc., so that you can analyze, compare, and study the questions raised by leaders and the relevant indicator system. , and then formulate various plans, and analyze and evaluate each plan.

The third step is to solicit opinions from multiple parties and propose a decision-making reference plan. Based on the analysis and evaluation of various plans, and after repeated demonstrations, a preliminary research plan is proposed, and relevant personnel are summoned to listen to their opinions and reactions to the research plan. If possible, ideological communication can also be carried out with leaders. Listen to the leader’s initial reaction. Then, the think tank will make corresponding corrections and adjustments based on the opinions and responses from all parties, striving to ensure that the entire decision-making plan fully meets the leadership's requirements and actual situation. Finally, everyone brainstorms, conducts repeated discussions and consultations internally, and finally forms a feasible decision-making reference plan, which is sent to the leader for reference in decision-making.

Of course, as the leader's "outside brain", the think tank provides decision-making reference for the leader. Their functions and tasks are only to study the issues raised by the leader and provide the leader with various alternative solutions. Leaders choose the best among them and make decisions. Selection and decision-making is the function of leadership and the final result of the entire decision-making process. So, how should leaders make optimal decisions based on the decision-making reference plans provided by think tanks? This is actually a question of how leaders use their think tanks to make correct decisions.

When leaders listen to the opinions of think tanks, it is often the case that everyone's opinions are very different, which requires leaders to find out what they have in common. First of all, leaders are required to listen humbly to various plans without making any judgments, and to find the most common points among the differences in various plans. Then, set up to process and analyze different opinions so that they converge into a new plan. This method of seeking common ground while reserving differences has the following techniques:

The first is the pros and cons analysis method. Since various plans are very different, leaders can guide everyone to analyze the pros and cons of various plans, so that all parties can use the pros to compensate for the cons, discard the cons and pursue the pros, learn from each other's strengths and weaknesses, and reach a consensus.

The second is the marginal analysis method. This method is to add decision-making think tank personnel and see their opinions on different opinions. If more new personnel tend to one plan, then that plan is better.

The third is the cooling method. That is, let both parties in the dispute temporarily calm down the argument, calm down and reflect, and then organize the discussion after a period of time. This will enable everyone to have a clear understanding, repeatedly weigh and choose the best solution.

In short, leaders must not only give full play to the role of think tanks, but also have the independence of final decision-making. They must not only scientifically use the think tank’s reference plans, but also ensure the effectiveness of their own decisions. You cannot be a successful general manager without relying on the role of a think tank. In today's fierce competition, leaders should give full play to the role of think tanks, use think tanks flexibly and effectively, so that their decisions can be placed in a reasonable structure and remain invincible in practice.