Learning to Think Strategically (New Frontiers in Learning)

Contents......Page 5
Acknowledgements......Page 13
Introduction......Page 17
PART I: HOW DID WE GET TO THIS POINT?......Page 23
1: Chronology of Strategy......Page 25
Ancient Greek Concept of Strategy......Page 26
20th Century Corporate Strategy......Page 28
Strategy and the Academy......Page 31
Strategy and Consultancies......Page 34
Shift in Corporate Strategy Role......Page 35
Technical Rational Influence......Page 37
Emergent Theory Influence......Page 40
Comparative Discussion......Page 41
Complexity Theory......Page 42
Chaos Theory......Page 44
Strategic Planning and Strategic Thinking: Two Sides of the Coin......Page 46
3: Implications of Strategic History for Strategic Learning......Page 49
Realignment of Strategy Approaches......Page 50
PART II: HOW DO WE LEARN TO THINK STRATEGICALLY?......Page 53
4: Informal and Formal Learning Defined......Page 55
Informal Learning......Page 56
Incidental and Intentional Learning......Page 57
5: Formal Learning Refuted......Page 61
6: Context and Transfer as Factors in the Strategic Thinking Process......Page 67
PART III: WHAT DOES LEARNING TO THINK STRATEGICALLY LOOK LIKE?......Page 71
7: Preparation Stage......Page 73
Affective Component......Page 74
Cognitive Component......Page 78
8: Experience Stage......Page 81
Prior Successful Life Experience......Page 82
Application of Prior Experience to New Situations......Page 87
Role of Reflection in the Three-Stage Informal Learning Process......Page 89
9: Reevaluation Stage......Page 93
PART IV: WHAT KIND OF LEARNING IS REQUIRED TO THINK STRATEGICALLY?......Page 97
10: Overview of Learning Domains Used for Strategic Thinking......Page 99
Data, Information, and Knowledge......Page 100
Three Predecessors to the Surf and Dive Learning Domains......Page 102
11: The Surf and Dive Learning Domains......Page 107
The Dive Domain......Page 110
Transformative Learning......Page 117
PART V: HOW CAN WE TALK ABOUT ALL THIS?......Page 121
12: The Role of Dialogue in the Strategic Thinking Process......Page 123
Comparison of Dialogue, Discussion, and Debate......Page 125
Three Factors of a Good Strategic Thinking Dialogue......Page 129
Inquiry Supports Good Strategy Dialogue......Page 137
Learning to Dialogue......Page 144
PART VI: WHY DO WE LEARN STRATEGIC THINKING THIS WAY?......Page 151
14: Intuition as a Must-Have for Learning to Think Strategically......Page 153
Know-How: Our Tacit Knowledge......Page 156
15: Framing......Page 159
Pattern Recognition......Page 160
Noticing Red Flags......Page 164
16: Shattering Frames......Page 167
Critical Reflection as a Tool for Shattering......Page 168
Challenging Through Reflection in Action and Reflection on Action......Page 170
The Element of Surprise......Page 172
Pseudo Frame Change......Page 173
Content Reflection, Process Reflection, and Premise Reflection......Page 175
17: Reframing......Page 179
Expertise and Experience: The Double-Edged Sword of Intuition......Page 180
PART VII: WHAT ABOUT THE NUMBERS?......Page 183
18: The Roles of Analysis and Intuition in Strategic Decision Making......Page 185
Intuition as a Check on Analysis......Page 188
Analysis as a Check on Intuition......Page 189
Traditional Strategic Decision Making......Page 191
Integrated Strategic Decision Making......Page 193
20: Coordinating Intuition and Analysis to Facilitate Strategic Thinking......Page 197
PART VIII: WHAT DOES CULTURE HAVE TO DO WITH STRATEGIC THINKING?......Page 201
21: The Role of Culture in Strategic Thinking......Page 203
Culture’s Impact on Pattern Recognition......Page 204
Typical Faux Pas......Page 206
Cross-Cultural Dimensions That Impact Frame Formation......Page 207
22: The Challenge of Introducing Strategic Thinking Across Cultures......Page 213
Shattering and Reframing Across Cultures......Page 215
Anyone Can Learn to Think Strategically......Page 216
PART IX: IS ANYBODY BORN WITH THIS KNOW-HOW?......Page 221
23: The Five Critical Attributes......Page 223
Imagination......Page 226
Broad Perspective......Page 230
Juggle......Page 232
No Control Over......Page 234
Desire to Win......Page 236
24: Interplay of the Five Attributes......Page 239
Communication Techniques for Attribute Integration......Page 240
25: Adaptation as a Strategic Expectation......Page 243
Details Can Doom Adaptation......Page 246
PART X: WHAT CAN WE DO TO IMPROVE STRATEGIC THINKING?......Page 251
26: Developing the Five Essential Attributes......Page 253
The Arts to the Rescue......Page 255
Benefits of Engaging in the Arts......Page 257
Critical Reflective Processes Strengthen the Five Attributes......Page 261
“And” Thinking......Page 263
Two Learning Processes: Action Learning and Lateral Thinking......Page 266
Suggestions for Individuals......Page 269
Suggestions for Facilitators of Learning......Page 273
Suggestions for Business School Curricula......Page 276
Suggestions for Organizations......Page 279
Summary......Page 281
Notes......Page 283
Bibliography......Page 289
Index......Page 297