跳去內容

策略思考

出自維基百科,自由嘅百科全書
  提示:呢篇文講嘅唔係策略計劃
呢幅相影到有個人喺度捉圍棋;佢諗「要點樣行先至可以贏」嘅思考過程,屬於策略思考。

策略思考粵拼caak3 loek6 si1 haau2)係指一個個體諗出一套策略思考過程。做策略思考嘅人會集中精力追求達到目的(目的好多時係要打低對手),包括事前計劃要做乜、預測對手會點行動、仲有係喺競爭開始後做決策。策略思考可以係由人腦做嘅,不過廣義上可以包埋人工智能做嘅策略思考——教人工智能玩遊戲嘅研究表明,人工智能都可以展現出策略思考噉嘅行為。

主要步驟

[編輯]
睇埋:策略決策

對於策略思考要點做,唔同人有唔同見解,不過一般嚟講,做策略思考通常都要諗以下呢啲嘢[1][2][3]

  1. 理解規則:玩遊戲(想像捉象棋)嗰陣,玩遊戲嘅人實要理解遊戲嘅規則,包括理解遊戲嘅目的係乜(例如捉象棋係要食咗對方隻將軍)同埋有乜嘢限制。就算唔係玩遊戲,策略思考都必然會涉及一定嘅專家知識,思考者要對「呢種呢種行動,傾向會引致咩後果」有返咁上下熟。
  2. 分析現狀:思考者實要理解現狀;達成遊戲目的,基本上就係要將現狀變成理想狀態(理想狀態:自己贏嘅狀態),包括係搵出環境當中有咩機會可以利用,自己有咩弱點,對手有咩強點,仲有係資源喺咩地方... 等等。可以睇埋強弱危機分析嘅概念。
  3. 策略計劃:思考者要制定長遠同短期嘅目標,例如喺一隻戰略遊戲當中,長遠目標可能係要擴張自己嘅領土,而短期目標可能係要搜集資源,為領土擴張做準備;喺呢個過程當中,思考者有需要諗吓唔同嘅短期目標「邊個重要啲」,而且仲要有彈性,諗吓有邊啲情境係大機會發生嘅,以及係自己要點樣應對呢啲情境。可以睇睇情景計劃或者係博弈論講嗰啲策略
  4. 預測對手行動:思考者亦有必要估計對手會做乜,知道對手嘅動機係乜[註 1],並且就每一個「對手有機會採取嘅行動」準備定對抗手段;有關呢樣嘢要點做,可以睇吓最大最小化同埋其他博弈論概念。
  5. 做決定:喺競爭進行途中,思考者要做一路評估現況,估算每個可能行動有咩風險同可以帶嚟咩回報。
  6. 學嘢同適應:一般認為,成功嘅策士會不斷噉 updateap1 dei1 自己嘅所知;事實表明,遊戲規則、現狀以及「邊種行動最有利」等嘅變數都有可能隨時間而變化,策士有必要不停噉作出適應。

學者智庫工作者指,老練嘅策士可以習慣噉作出呢啲思考過程[4]

策士之間交手嗰陣,望落垂手可得嘅回報好多時都係陷阱,例如國際象棋誘餌戰術就涉及犧牲自己一隻棋,引誘對方為咗食嗰隻棋而將自己嘅棋移去不利嘅位置嗰度[5]。策士要防範自己因為衝動想達到短期目的,而一嘢踩落對手嘅陷阱。

數據點用

[編輯]
睇埋:數據科學

有好多學者同智庫工作者都認為,策略思考重點係要整合已有嘅數據,多過搵數據,例如加拿大管理學者亨利·明茨伯格就噉講[6]

粵文翻譯:(策略思考)係整合(將啲點點連埋一齊)多過分析(搵啲點點出嚟)。做呢樣嘢旨在要獲取管理者由所有資訊源(包括由佢同佢身邊嘅人嘅個人體驗而嚟嘅軟性洞見,以及由市場研究等來源嚟嘅硬數據)攞咗資訊,再將學到嘅嘢結合成一個大方向,指導間公司應該向邊個方向前進。

而廿世紀上半嘅法國將軍軍事家安德烈·博福就噉講[7]

粵文翻譯:(策略思考)係一種心智過程,又抽象理性,要求諗嘢嘅人能夠結合心理同物質方面嘅數據,識得分析同結合。

睇埋

[編輯]

註釋

[編輯]
  1. 呢啲資訊可以嚟自打前嘅交手。

引述

[編輯]
  1. 6 Habits of True Strategic Thinkers. Inc.Australia
  2. David Hussey, (2001), "Creative Strategic Thinking and the Analytical Process: Critical Factors for Strategic Success", Strategic Change, 10(4), 201-13.
  3. Mark Chussil, (2005), “With All This Intelligence, Why Don't We Have Better Strategies?”, Journal of Business Strategy, 26(1), 26–33.
  4. Make Strategic Thinking Part of Your Job. Harvard Business Review.
  5. Total Chess: Decoy Tactics. The Chess World.
  6. The Fall and Rise of Strategic Planning. Harvard Business Review,英文原文:"... is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue"."
  7. Beaufre, Andre (1965). An Introduction to Strategy. Translated by R.H. Barry. With a pref, by B.H. Liddell Hart. Frederick A. Prager,英文譯版:"... is a mental process, at once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself - and the diagnosis in fact amounts to a choice between alternative courses of action."

外拎

[編輯]