What is it?
Situational Awareness is the state of being aware of what is happening, both individually and across the organisation. Good situational awareness is when all of your team understand how information, events and actions will affect goals and objectives both now and in the future. This starts with knowing your baseline.
Willful Blindness “In business we like to avoid things that are really not paletable. these are things we don’t want to confront because it’s all too difficult… it’s something we have got to deal with but we would rather not, we would rather put it to one side.”
Why is it important in decision making?
We make decisions based on our observations and orientations of any given situation. If these inputs are flawed as a result of poor situational awareness, your decision making will be flawed and you will spend most of your time correcting the decision. You will only see the anomalies after the event, through belated recognition of unexpected, threatening events. Knowing your baseline allows you to smell the fuse burning.
Your baseline is what is normal for your working environment. Expectations are different.
They are built into organisational roles, patterns, routines and strategies. We tend to not actively consider these patterns because they create orderliness and predictability. We see activity as progress.
Knowing your baseline means you are quick to see an anomaly. An anomaly is any variation to this baseline. Things that do not happen but should, or do happen but shouldn’t. Anomalies indicate change and they are often linked to ambiguous statements such as ‘that’s not right.’
How We Help Fix It?
Our aim is to help our clients find their baseline through their people:
Use decision games to gather all the information available.
Use collective intelligence to interpret information.
Use predictive hindsight to anticipate future States.
Use instinct but back it up with evidence.
Frequently Asked Questions
Do the pressure tests take a lot of time?
Not at all. Most of the tests we conduct are half a day; or a day for the most complex issues. There is a short amount of preparation required in advance, but nothing onerous. We strive to make each pressure test as low impact on the organisation’s time as we can, whilst delivering maximum output.
What sectors do you specialise in?
We are not sector specific. The tools and techniques we use are a horizontal offering, shown to have made a difference in sectors as varied as the NHS, Oil and Gas, Retail, Insurance, Finance. We don’t write plans for people; they produce their own plans – we just help to teach them how to do it.
Are your training courses delivered as a set programme of lectures?
Not at all; the training we provide is highly interactive. Our approach is to blend learning with practical experience, enabling teams to consolidate the new skills in an enjoyable and engaging environment. We find this ‘learn a bit, try a bit’ style embeds skills more effectively.
Many of your team are ex-military. Do they know how to work with ‘normal’ people?
The military are far more collaborative and collegiate than some people realise. They need to have high emotional intelligence, in order to get the best from people in all situations. We have taken those skills and enhanced them over many years of commercial experience, to bring the best of both worlds.