Table Of Content

Cover Page: i Half Title Page: iii Title Page: v Copyright Page: vi Contents Page: vii List of figures, tables, and boxes Page: xi About the author Page: xiii Preface Page: xv Acknowledgments Page: xix Introduction Page: 1 Organization of the book Page: 3 Part I: How did we get here? Strategy: a snapshot Page: 5 1 Chronology of strategy Page: 7 Ancient Greek concept of strategy Page: 8 Military influence on strategy Page: 9 Twentieth-century corporate strategy Page: 11 Strategy and the academy Page: 13 Strategy and consultancies Page: 15 Shift in corporate strategy role Page: 16 2 Contemporary competing views of strategy Page: 19 Technical rational influence Page: 19 Emergent theory influence Page: 21 Comparative discussion Page: 22 Complexity theory Page: 23 Chaos theory Page: 24 Implications of the history of strategy Page: 26 Strategic planning and strategic thinking: two sides of the coin Page: 28 3 Global sketches of strategy Page: 31 Three legendary strategists from across the globe and across the ages Page: 32 Culture’s influence on strategic thinking Page: 34 Modern strategic dilemmas Page: 36 Part I: Summary and questions Page: 41 Part II: How do we learn to think strategically? Formal learning takes a backseat to informal learning Page: 45 4 What is strategic thinking? Page: 47 Cognitive Clusters for Strategic Thinking and Strategic Planning™ Page: 48 The Sloan Triad Model of Strategy™ Page: 50 5 Informal and formal learning defined Page: 55 Informal learning Page: 56 Incidental and intentional learning Page: 57 Formal learning refuted Page: 59 6 Context and learning transfer as factors in the strategic thinking process Page: 65 Metaphor as a learning transfer mechanism Page: 66 7 Three-stage model for learning strategic thinking Page: 75 Preparation stage Page: 75 Experience stage Page: 81 Reevaluation stage Page: 88 Role of reflection in the three-stage informal learning process Page: 90 Part II: Summary and questions Page: 93 Part III: How do we get started? Build a foundation Page: 97 8 Framing as a structural process Page: 99 Framing Page: 99 Shifting and shattering frames Page: 103 Critical reflection as a tool for shifting and shattering frames Page: 104 Reframing Page: 106 Six framing traps that impede reframing Page: 108 The double-edged sword: experience and expertise Page: 109 9 Learning domains used for strategic thinking Page: 113 Data, information, and knowledge Page: 114 Three predecessors of the surf and dive learning domains Page: 116 The surf and dive learning domains Page: 119 Transformative learning Page: 125 Content, process, and premise reflection Page: 127 Part III: Summary and questions Page: 131 Part IV: How do we test the foundation? Critical dialogue and critical inquiry as essential parts of learning to think strategically Page: 135 10 Role of critical dialogue in the strategic thinking process Page: 137 Three factors of a good strategic thinking dialogue Page: 138 Comparison: critical dialogue, discussion, and debate Page: 144 Learning to dialogue Page: 148 11 Role of critical inquiry in the strategic thinking process Page: 153 Good questions Page: 155 Critical dialogue in the three-stage learning process Page: 156 Seven dimensions that benefit from critical inquiry Page: 159 Part IV: Summary and questions Page: 163 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 Page: 165 12 Intuition as a must-have for learning to think strategically Page: 167 Tacit knowledge Page: 170 The intuition factor and framing Page: 173 Noticing “red flags” Page: 177 Challenging through reflection in action and reflection on action Page: 179 The element of surprise Page: 181 13 The roles of analysis and intuition in strategic decision making Page: 185 Intuition as a check on analysis Page: 187 Analysis as a check on intuition Page: 188 Decision-making approaches to strategic thinking Page: 189 Coordinating intuition and analysis Page: 192 Part V: Summary and questions Page: 195 Part VI: What role does culture play? You’d be surprised: culture as a factor for learning to think strategically Page: 197 14 The role of culture on strategic thinking Page: 199 Culture’s impact on pattern recognition Page: 200 Typical faux pas Page: 202 Cross-cultural dimensions impact frames Page: 202 Challenges of introducing strategic thinking across cultures Page: 206 Shattering and reframing across cultures Page: 208 Everyone can learn to think more strategically Page: 209 15 Debunking the myth of the chosen few: five attributes Page: 213 Imagination Page: 216 Broad perspective Page: 218 Juggle Page: 220 No control over Page: 222 Desire to win Page: 224 Interplay of the five attributes Page: 226 Storytelling as a technique for attributes integration Page: 227 Part VI: Summary and questions Page: 231 Part VII: How to become a stronger strategic thinker? Engage in the arts Page: 233 16 Strengthen strategic thinking through the arts Page: 235 Advantages of engaging in the arts Page: 235 Arts support the five attributes Page: 238 Critical reflective processes strengthen the five attributes Page: 241 17 Three unconventional approaches that support learning to think strategically Page: 245 AND polarity thinking Page: 245 Metaphor Page: 249 Drawing Page: 252 Three conventional learning processes Page: 256 Adaptation – a strategic expectation Page: 259 Part VII: Summary and questions Page: 267 Part VIII: Where do we go from here? Suggestions for learning to think strategically Page: 271 18 Where we’ve come from and where we can go: some suggestions Page: 273 Suggestions for individuals Page: 273 Suggestions for learning facilitators Page: 274 Suggestions for business school curricula Page: 277 Suggestions for organizations Page: 279 A “cheat sheet” for individuals and organizations Page: 281 Part VIII: Summary and questions Page: 285 Final summary Page: 287 Bibliography Page: 289 Index Page: 301

Description:

Strategic thinking has become a core competency for business leaders globally. Overused and under-defined, the term is often used interchangeably with other strategic management terms. This textbook delineates and defines strategic thinking as an advanced, conceptual cognitive capability, focusing on the nonlinear, divergent, a-rational and informal nature of strategic thinking. This unique and practical text is an original primer of how successful strategists learn to think strategically. In this fourth edition, the author offers an expanded definition of strategic thinking based on critical theory. This book highlights the role of informal learning, underscores the relevance of engaging in the arts, and has global application for those tasked with making strategy in this rapidly changing world. Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved — taking learning from the academic to the everyday. New features include an expanded list of learning methods to develop strategic thinking, a more extensive look at global cultural perspectives of strategic thinking, additional scenarios and case vignettes, and online resources comprising test bank questions and lecture slides. This book is vital reading for MBA, Strategy, Leadership Development, and Executive Education students. The practical nature of this book also makes it valuable for business and policy executives, as well as managers and emerging leaders looking to develop their strategic thinking skills.