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Module Specifications

Archived Version 2021 - 2022

Module Title
Module Code

Online Module Resources

NFQ level 9 Credit Rating 10
Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None

Successful leaders need to be able to interpret and make sense of discreet and seemingly unrelated data and events. The objective of this model is to develop strategic thinking skills in students in order to (a) recognise interdependencies, inter-relationships and patterns, and (b) make consequential decisions using both analysis and intuition, in highly dynamic environments, across different time frames, and different perspectives, both individual and organisational. The module will provide students with skills, concepts, frameworks, and tools that are useful for developing a strategic mindset including framing and reframing, critical reflection, and systems thinking. A particular emphasis will be placed on forecast and foresight methodologies.

Learning Outcomes

1. Synthesise theory and practice to assess the efficacy of different cognitive skills and techniques for making situations more clearer and understandable, developing theories of practice to guide individual and organisational actions, and supporting more holistic thinking.
2. Understand and recognise the systematic biases that affect judgment and decision making and develop skills to counteract the negative impact of bias.
3. Apply and critically reflect on the use of different cognitive skills and techniques for decision making.
4. Synthesise theory and practice to assess the efficacy of different forecasting, foresight and scenario planning techniques for different time horizons.
5. Understand and communicate how organisations with a future orientation are better prepared to capitalise on the potential of the future and reduce the risks and threats that they may present.
6. Critically evaluate, and defend coherent and persuasive arguments for the adoption of a particular forecasting technique to analyse risk associated with managerial decisions.
7. Apply a particular forecasting technique to analyse risk associated with managerial decisions.

Workload Full-time hours per semester
Type Hours Description
Lecture22Class or online lectures
Tutorial40Online Tutorials or Seminars
Assignment Completion50Reflective diary preparation and completion
Independent Study88Preparation for online seminars and activities
Group work50Group assignment research and completion
Total Workload: 250

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

The Strategic Mindset
Framing and Reframing, Critical Reflection, Systems Thinking

Mental Tools for Error Detection and Correction
Mental Models and Schemas, Critical Thinking, Pattern Recognition, Reframing, Systems Thinking

Cognitive Skills
Chunking, Cognitive Reduction, Cognitive Heuristics, Cognitive Maps/Schemas, Mental Imagery, Creative Thinking

Rational decision making in negotiations, Decision-Analytic Approach to Negotiations, Claiming and Creating Value in Negotiations, Avoiding Cognitive Mistakes in Negotiations

The Scoping Process
Scoping Process, Elements, and Procedure

Horizon Scanning and Trends
Key concepts, methods and techniques, scenario planning, relating scenario planning and strategies,

Forecast and Foresight Methods
Brainstorming, Expert and Stakeholder Panels, Delphi Method, Critical Technologies Method, Technology Roadmapping

Assessment Breakdown
Continuous Assessment% Examination Weight%
Course Work Breakdown
TypeDescription% of totalAssessment Date
Reassessment Requirement
Resit arrangements are explained by the following categories;
1 = A resit is available for all components of the module
2 = No resit is available for 100% continuous assessment module
3 = No resit is available for the continuous assessment component
Indicative Reading List

  • Schon, D.: 1992, The Reflective Practitioner -How Professionals Think in Action, Routledge, 9781315237473
  • Daniel Kahneman: 2011, Thinking, Fast and Slow, Farrar, Straus and Giroux, 9781429969352
  • UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION: 2004, Foresight Methodologies, UNDPO, Vienna, Austria,
  • Global Centre for Public Service: 2018, Foresight Manual - Empowered Futures for the 2030 Agenda, UNDPO, Singapore,
  • Bazerman, M.H. and Moore, D.: 2009, Judgement in Managerial Decision Making, Wiley, 97804700
  • Liedtka, J., & Ogilvie, T.: 2011, Designing for growth: A design thinking tool kit for managers., Columbia University Press.,
  • Peter M. Senge: 2006, The Fifth Discipline, Broadway Business, 0385517254
  • Browne, N. and Keeley, S.M.: 2011, Asking the Right Questions, Longman Publishing Group, 0205111165
  • Cotrell, S.: 2011, Critical Thinking Skills: Developing Effective Analysis and Argument, Palgrave Macmillan, 978113755050
  • Keith J. Holyoak,Robert G. Morrison: 2013, The Oxford Handbook of Thinking and Reasoning, Oxford University Press, 0199313792
Other Resources

Programme or List of Programmes