LPP 360° - Frameworks - Strategic Intelligence

Strategic Intelligence

The Concept of Strategic Intelligence

In his book ‘Emotional Intelligence’ Daniel Goleman developed the concept of Emotional Intelligence (EI) and argued that traditional views of human intelligence based on IQ are far too narrow, and that our emotions play a far greater role in thought, decision-making and individual success than is commonly acknowledged.

The concept of Strategic Intelligence is similarly based on the belief that strategic thinking and strategic behaviour also play a far greater role in our individual success and effectiveness, whether at home or in the workplace, than is commonly acknowledged.

The importance of strategy for the public service manager is highlighted by the fact that one of the five clusters of capabilities within the Integrated Leadership System is ‘Shapes Strategic Thinking’. Too often EL1 & 2 level officers find that they are deficient in this capability when seeking advancement in their careers.

Of course, the successful implementation of strategy depends on more than simply high order strategic thinking. The strategy has to be communicated and ‘sold’ to others; it has to be successfully implemented. This wider ability to think, communicate and implement strategy is what we term Strategic Intelligence.

The Strategic Intelligence Capability Framework (SICF) seeks to establish a shared understanding of what constitutes strategic intelligence.

It does so in a manner as consistently as possible with the design of the Integrated Leadership System (ILS). More information on the ILS is available from the Australian Public Service Commission at www.apsc.gov.au/ils.

The Framework identifies five key criteria which underpin strategic intelligence. Each of these criteria comprises three capabilities, within each of which there are four behaviours.

A 6-page brochure describing the Strategic Intelligence Capability Framework is available for download here.

Adobe Reader can be downloaded here.