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Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2
STRATEGYProcess, Content, Context
Chapter 2
Strategic Thinking
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2Strategy ProcessSection II
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2Agenda
I. The Issue of Strategic Reasoning Cognitive Activities Cognitive Abilities Cognitive Maps
II. The Paradox of Logic and Creativity The Demand for Logical Thinking The Demand for Creative Thinking
III. Perspectives on Strategic Thinking The Rational Reasoning Perspective The Generative Reasoning Perspective
IV. The Debate and Readings
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2I. Strategic ReasoningCognitive Activities, Abilities, and Maps
The Issue of Strategic ReasoningWhat is the power and what are the limitations of the human mind?
Cognitive Abilities
Till what degree is the human brain limited what it can know?
Cognitive Activities
What are the intended mental tasks in order to increase the strategist’s
knowledge?
Cognitive Maps
What are the maps of a person of how the world
works?
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2Strategic ReasoningCognitive activities, maps and abilities
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2Cognitive ActivitiesElements of the Strategic Reasoning Process
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2Cognitive AbilitiesLimitations
Limited information processing capacity
Limited information sensing ability
Limited information storage capacity
Due to the physical inability to be everywhere, all the time, noticing everything
Humans do not have unlimited data processing abilities
People have only limited capacity for storing information
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2II. Logic and CreativityDealing with the Paradox
Creative Thinking
The ability of a manager to abandon the rules governing sound
argumentation and generate new understanding
Logical Thinking
The ability of managers to critically reflect on the
assumptions they hold and to make their tacit beliefs
more explicit
Strategy – Process, Content, Context Strategic ThinkingDe Wit & Meyer
CHAPTER
2III. Overview of the perspectivesRational Reasoning vs. Generative Reasoning
GENERATIVE REASONING PERSPECIVE
Creativity over logic
Intuitive
Informal, variable rules
Inductive and imaginative
Lateral
Reflecting and sense-making activities
Imagining and doing activities
Unorthodoxy and innovativeness
Subjective, (partially) creatable
Adherence to current cognitive map
Judgment
Strategy
RATIONAL REASONING PERSPECTIVE
Logic over creativity
Analytical
Formal, fixed rules
Deductive and computational
Vertical
Recognizing and analyzing activities
Formulation and implementation activities
Consistency and rigor
Objective, (partially) knowable
Incomplete information
Calculation
Strategy as science