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Act Decisively  107

                      the time. When you face a Y decision between retreating and ad-
                      vancing, use this breakdown-rational contrast. It may be useful to
                      ask who is calling the shots, the horse or the rider?

                      A Strategic Initiative to Act Decisively

                      The  nineteenth-century  Prussian  military  strategist  Carl  von
                      Clausewitz’s book On War has attracted interest from people in the
                      business world who are interested in strategic planning. Its strate-
                      gic planning content is of value to organizations that want to estab-
                      lish momentum, moving forward in changing circumstances where
                      adaptation is critical. You can apply this same approach to improv-
                      ing the quality of your decisions, getting out of an indecision hold-
                      ing pattern, and enjoying the fruits of your productive labors.
                          Von Clausewitz‘s approach centers on strategic planning and
                      execution. He starts by defining strategy as the planning of a cam-
                      paign that includes the coordination of tactics to achieve the main
                      objective. These tactics are smaller-scale plans to manage each
                      individual encounter. You can apply both strategy and tactics to go
                      against procrastination and to end procrastination.
                                                                         


                                  end PrOcrastinatiOn nOw! tiP:
                                                DECIDE

                        decisions are inescapable, so you might as well decide to
                          decide.
                        enter areas of uncertainty to gain clarity and direction.
                        consider alternatives and consequences. Include the conse-
                          quences of inaction.
                        implement problem-solving actions.
                        determine what works and what doesn’t and what could be
                          useful with modifications.
                        engage the next challenge and persist in actualizing your posi-
                          tive capabilities.
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