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					  <title><![CDATA[Organizational Gravity: Three Steps to Foster Continuous Improvement, Defy Obsolescence and Take Flight]]></title>
					  <link>http://www.thinktankarticles.com/articles/16972/1/Organizational-Gravity-Three-Steps-to-Foster-Continuous-Improvement-Defy-Obsolescence-and-Take-Flight/Page1.html</link>
					  <description><![CDATA[Organizational gravity keeps an organization grounded and focused, contributing to a passion for continuous improvement at a tactical level. However, these improvements seem to arrive at the expense of innovation and adaptability. So what steps can an organization take to defy organizational gravity? ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Thu, 12 Jan 2012 11:37:34 PST</pubDate>
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					  <title><![CDATA[Executive Coaching and Debriefing for Corporate Leadership Development Programs]]></title>
					  <link>http://www.thinktankarticles.com/articles/16586/1/Executive-Coaching-and-Debriefing-for-Corporate-Leadership-Development-Programs/Page1.html</link>
					  <description><![CDATA[In today's management environment, new forms of corporate leadership development programs have emerged. One of the most popular development tools is executive coaching, as corporate leadership development programs frequently utilize these services. However, the fundamentals of executive coaching have actually been around for many years in the form of debriefing. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Mon, 19 Dec 2011 13:42:45 PST</pubDate>
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					  <title><![CDATA[The Red Team:  A Simple But Effective Method to Improve Mission Planning]]></title>
					  <link>http://www.thinktankarticles.com/articles/15763/1/The-Red-Team--A-Simple-But-Effective-Method-to-Improve-Mission-Planning/Page1.html</link>
					  <description><![CDATA[In mission planning, the practice of utilizing a Red Team is necessary. A Red Team is a simple means to overcome the overconfidence bias and the theory of "groupthink," the need for groups to seek conformity and unanimity in planning and decision making.&nbsp; Tactical planning processes must be subjected to a Red Team to minimize errors and to foresee future problems.&nbsp; ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Thu, 27 Oct 2011 07:13:45 PDT</pubDate>
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					  <title><![CDATA[Thirteen Elements of Effective Planning]]></title>
					  <link>http://www.thinktankarticles.com/articles/15465/1/Thirteen-Elements-of-Effective-Planning/Page1.html</link>
					  <description><![CDATA[In our companies and organizations, effective planning is a social activity. Deciding on a strategic planning process as a group, rather than as an individual, adds even greater complexity to an already complex task.&nbsp; Collaborative and effective planning techniques require a combination of 13 essential elements to be successful. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Tue, 20 Sep 2011 07:43:05 PDT</pubDate>
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					  <title><![CDATA[Effects-Based Thinking Part III]]></title>
					  <link>http://www.thinktankarticles.com/articles/14881/1/Effects-Based-Thinking-Part-III/Page1.html</link>
					  <description><![CDATA[In Part I of this series, the concept that everything exists within a system from the perspective of complexity was introduced.&nbsp; In Part II, a three-tiered framework of effects-based thinking (EBT) and planning critical to understanding change in organizations, markets and communities was discussed.&nbsp; In this final installment, discover how effects are planned within complex systems and how adaptive leadership propels those effects. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Tue, 09 Aug 2011 13:31:54 PDT</pubDate>
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					  <title><![CDATA[Effects-Based Thinking: Part II]]></title>
					  <link>http://www.thinktankarticles.com/articles/14696/1/Effects-Based-Thinking-Part-II/Page1.html</link>
					  <description><![CDATA[In 'Effects-Based Thinking - Part I', the definition of effects-based thinking, or EBT, was established as an approach to strategic planning, which contributes to long-lasting organizational impacts. Expanding on this concept, we can view the differences between strategic planning with EBT and simply tracking progress with metrics. With EBT, we're able to construct, align and adapt our measurements to ensure success within the organization. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Wed, 27 Jul 2011 11:06:48 PDT</pubDate>
					 <guid isPermaLink="true">http://www.thinktankarticles.com/articles/14696/1/Effects-Based-Thinking-Part-II/Page1.html</guid>
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					  <title><![CDATA[Strategic Planning and Effects-Based Thinking: Part 1]]></title>
					  <link>http://www.thinktankarticles.com/articles/14637/1/Strategic-Planning-and-Effects-Based-Thinking-Part-1/Page1.html</link>
					  <description><![CDATA[In strategic planning and decision making, effects-based thinking (EBT) is a vital tactic to assess the effects of specific actions, not in a narrowly defined and time-limited way, but through a perspective that is sensitive to broad-ranging and lasting impacts. In our fast-paced personal and work lives, we tend to think more about today's issues rather than tomorrow's - but effects-based thinking is the opposite of short-sightedness.&nbsp; ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Fri, 22 Jul 2011 12:24:45 PDT</pubDate>
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					  <title><![CDATA[Complexity: The Execution Challenge You Don&#039;t See]]></title>
					  <link>http://www.thinktankarticles.com/articles/14231/1/Complexity-The-Execution-Challenge-You-Don039t-See/Page1.html</link>
					  <description><![CDATA[Complexity lies in every aspect of strategic planning and it is a concept that needs to be clearly understood in order to anticipate and overcome execution challenges. We live in a highly complex world and - for the most part - we cannot comprehend the intricate concepts needed for strategic planning.&nbsp; With outside management consulting, companies often see that it is easier to understand the complex architecture of cause and effect. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Tue, 19 Apr 2011 11:57:08 PDT</pubDate>
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					  <title><![CDATA[The Benefit of Safety Debriefing – Developing a Culture of Learning through Lessons Learned]]></title>
					  <link>http://www.thinktankarticles.com/articles/14208/1/The-Benefit-of-Safety-Debriefing-a-Developing-a-Culture-of-Learning-through-Lessons-Learned/Page1.html</link>
					  <description><![CDATA[Safety debriefing skills learned from a qualified consulting firm is a necessity in today's rapidly changing business environment. The forces of rapid global change can render limited professional skill sets obsolete almost overnight, and continuous learning about business processes can give professionals invaluable 'lessons learned', helping to prevent succumbing to obsolescence or irrelevance. ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Tue, 22 Mar 2011 13:26:44 PDT</pubDate>
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					  <title><![CDATA[Project Execution through Successful Leadership: How to Lead Like a Fighter Pilot]]></title>
					  <link>http://www.thinktankarticles.com/articles/14032/1/Project-Execution-through-Successful-Leadership-How-to-Lead-Like-a-Fighter-Pilot/Page1.html</link>
					  <description><![CDATA[Successful leadership is a concept measured by benchmarked success and project execution, and is also indicated by one&#039;s actions and influence upon others. While innate values and personal characteristics lend themselves heavily toward the development of a leader, these traits do not primarily form the core of a true leader. Leadership is defined by a combination of values, thoughts, and the ability to inspire others to emulate your actions.&nbsp; ]]></description>
					  <author>no@spam.com (James Murphy)</author>
					  <pubDate>Wed, 22 Dec 2010 14:36:33 PST</pubDate>
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