Table Of ContentCover 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.
