Learning to Think Strategically

Preface Acknowledgements Introduction PART I: HOW DID WE GET TO THIS POINT? Back to the Future: A Historical Overview of Strategy Chronology of Strategy Ancient Greek Concept of Strategy 20th Century Corporate Strategy Strategy and the Academy Strategy and Consultancies Shift in Corporate Strategy Role Contemporary Competing Views of Strategy: Two Sides Face Off Technical Rational Influence Emergent Theory Influence Comparative Discussion Complexity Theory Chaos Theory Strategic Planning and Strategic Thinking: Two Sides of the Coin Implications of Strategic History for Strategic Learning Realignment of Strategy Approaches PART II: HOW DO WE LEARN TO THINK STRATEGICALLY? Formal Learning Takes a Backseat: It's All About Informal Learning Informal and Formal Learning Defined Informal Learning Incidental and Intentional Learning Formal Learning Refuted Context and Transfer as Factors in the Strategic Thinking Process PART III: WHAT DOES LEARNING TO THINK STRATEGICALLY LOOK LIKE? A Murky but Miraculous Process: Three-Stage Model of Strategic Learning Preparation Stage Affective Component Cognitive Component Experience Stage Current Experience Prior Successful Life Experience Application of Prior Experience to New Situations Role of Reflection in the Three-Stage Informal Learning Process Reevaluation Stage PART IV: WHAT KIND OF LEARNING IS REQUIRED TO THINK STRATEGICALLY? It's Your Choice: The Surf and Dive Domains of Learning Overview of Learning Domains Used for Strategic Thinking Data, Information, and Knowledge Three Predecessors to the Surf and Dive Learning Domains The Surf and Dive Learning Domains The Surf Doman The Dive Domain Transformative Learning PART V: HOW CAN WE TALK ABOUT ALL THIS? Dialogue: An Essential Part of Learning to Think Strategically The Role of Dialogue in the Strategic Thinking Process Comparison of Dialogue, Discussion, and Debate Three Factors of a Good Strategic Thinking Dialogue The Role of Inquiry in Critical Dialogue Inquiry Supports Good Strategy Dialogue Learning to Dialogue PART VI: WHY DO WE LEARN STRATEGIC THINKING THIS WAY? 129 We Just "Know": Intuition as an Outgrowth of Experience Intuition as a Must-Have for Learning to Think Strategically Know-How: Our Tacit Knowledge Framing Pattern Recognition Noticing Red Flags Shattering Frames Critical Reflection as a Tool for Shattering Challenging Through Reflection in Action and Reflection on Action The Element of Surprise Pseudo Frame Change Content Reflection, Process Reflection, and Premise Reflection Reframing Expertise and Experience: The Double-Edged Sword of Intuition PART VII: WHAT ABOUT THE NUMBERS? Strange Bedfellows: Intuition and Analysis as Partners in the Strategic Learning Process The Roles of Analysis and Intuition in Strategic Decision Making Intuition as a Check on Analysis Analysis as a Check on Intuition Decision-Making Approaches to Strategic Thinking Traditional Strategic Decision Making Integrated Strategic Decision Making Coordinating Intuition and Analysis to Facilitate Strategic Thinking PART VIII: WHAT DOES CULTURE HAVE TO DO WITH STRATEGIC THINKING? You'd Be Surprised: Culture as a Factor of Irrelevance for Learning to Think Strategically The Role of Culture in Strategic Thinking Culture's Impact on Pattern Recognition 182 Typical Faux Pas Cross-Cultural Dimensions That Impact Frame Formation The Challenge of Introducing Strategic Thinking Across Cultures Shattering and Reframing Across Cultures 193 Anyone Can Learn to Think Strategically 194 PART IX: IS ANYBODY BORN WITH THIS KNOW-HOW? 199 The Myth of the Chosen Few: Five Critical Attributes for Learning to Think Strategically The Five Critical Attributes Imagination Broad Perspective Juggle No Control Over Desire to Win Interplay of the Five Attributes Communication Techniques for Attribute Integration Adaptation as a Strategic Expectation Details Can Doom Adaptation PART X: WHAT CAN WE DO TO IMPROVE STRATEGIC THINKING? Engaging in Informal Learning Approaches: Strengthening the Five Attributes and Critical Reflective Processes Developing the Five Essential Attributes The Arts to the Rescue Benefits of Engaging in the Arts Developing Critical Reflective Processes Critical Reflective Processes Strengthen the Five Attributes 239 "And" Thinking Two Learning Processes: Action Learning and Lateral Thinking Suggestions for Learning to Think Strategically Suggestions for Individuals Suggestion for Facilitators of Learning Suggestion for Business School Curricula Suggestion for Organizations Summary Notes Bibliography Index