Learning to Think Strategically

Cover
Half Title
Title
Copyright
Contents
List of figures, tables, and boxes
About the author
Preface
Acknowledgments
Introduction
	Organization of the book
Part I: How did we get here? Strategy: a snapshot
	1 Chronology of strategy
		Ancient Greek concept of strategy
		Military influence on strategy
		Twentieth-century corporate strategy
		Strategy and the academy
		Strategy and consultancies
		Shift in corporate strategy role
	2 Contemporary competing views of strategy
		Technical rational influence
		Emergent theory influence
		Comparative discussion
		Complexity theory
		Chaos theory
		Implications of the history of strategy
		Strategic planning and strategic thinking: two sides of the coin
	3 Global sketches of strategy
		Three legendary strategists from across the globe and across the ages
		Culture’s influence on strategic thinking
		Modern strategic dilemmas
Part I: Summary and questions
Part II: How do we learn to think strategically? Formal learning takes a backseat to informal learning
	4 What is strategic thinking?
		Cognitive Clusters for Strategic Thinking and Strategic Planning™
		The Sloan Triad Model of Strategy™
	5 Informal and formal learning defined
		Informal learning
		Incidental and intentional learning
		Formal learning refuted
	6 Context and learning transfer as factors in the strategic thinking process
		Metaphor as a learning transfer mechanism
	7 Three-stage model for learning strategic thinking
		Preparation stage
		Experience stage
		Reevaluation stage
		Role of reflection in the three-stage informal learning process
Part II: Summary and questions
Part III: How do we get started? Build a foundation
	8 Framing as a structural process
		Framing
		Shifting and shattering frames
		Critical reflection as a tool for shifting and shattering frames
		Reframing
		Six framing traps that impede reframing
		The double-edged sword: experience and expertise
	9 Learning domains used for strategic thinking
		Data, information, and knowledge
		Three predecessors of the surf and dive learning domains
		The surf and dive learning domains
		Transformative learning
		Content, process, and premise reflection
Part III: Summary and questions
Part IV: How do we test the foundation? Critical dialogue and critical inquiry as essential parts of learning to think strategically
	10 Role of critical dialogue in the strategic thinking process
		Three factors of a good strategic thinking dialogue
		Comparison: critical dialogue, discussion, and debate
		Learning to dialogue
	11 Role of critical inquiry in the strategic thinking process
		Good questions
		Critical dialogue in the three-stage learning process
		Seven dimensions that benefit from critical inquiry
Part IV: Summary and questions
Part V: How do we “know” this? Intuition as an outgrowth of experience Strange bedfellows: intuition and analysis as partners in the strategic learning process
	12 Intuition as a must-have for learning to think strategically
		Tacit knowledge
		The intuition factor and framing
		Noticing “red flags”
		Challenging through reflection in action and reflection on action
		The element of surprise
	13 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
		Coordinating intuition and analysis
Part V: Summary and questions
Part VI: What role does culture play? You’d be surprised: culture as a factor for learning to think strategically
	14 The role of culture on strategic thinking
		Culture’s impact on pattern recognition
		Typical faux pas
		Cross-cultural dimensions impact frames
		Challenges of introducing strategic thinking across cultures
		Shattering and reframing across cultures
		Everyone can learn to think more strategically
	15 Debunking the myth of the chosen few: five attributes
		Imagination
		Broad perspective
		Juggle
		No control over
		Desire to win
		Interplay of the five attributes
		Storytelling as a technique for attributes integration
Part VI: Summary and questions
Part VII: How to become a stronger strategic thinker? Engage in the arts
	16 Strengthen strategic thinking through the arts
		Advantages of engaging in the arts
		Arts support the five attributes
		Critical reflective processes strengthen the five attributes
	17 Three unconventional approaches that support learning to think srategically
		AND polarity thinking
		Metaphor
		Drawing
		Three conventional learning processes
		Adaptation – a strategic expectation
Part VII: Summary and questions
Part VIII: Where do we go from here? Suggestions for learning to think strategically
	18 Where we’ve come from and where we can go: some suggestions
		Suggestions for individuals
		Suggestions for learning facilitators
		Suggestions for business school curricula
		Suggestions for organizations
	A “cheat sheet” for individuals and organizations
Part VIII: Summary and questions
Final summary
Bibliography
Index