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 a conceptual cognitive capability, focusing on the nonlinear, divergent, and informal nature of strategic thinking.
In this third edition of a popular text, the author provides an unconventional definition and model for strategic thinking based on critical theory. This research-based book introduces the concept as the foundation of business strategy that is distinct from strategic planning and strategic implementation.
New features, including executive summaries and key critical reflective questions, along with new and updated figures, make the book vital reading for MBA, leadership development, and executive education students. The practical nature of this book also makes it valuable for business and policy executives, managers, and emerging leaders.
Julia Sloan is Principal of Sloan International Inc., a New York-based firm specializing in strategic thinking for leaders of businesses, government, and international agencies operating in markets of Asia, Europe, the Middle East, Africa, and North America. She received her doctorate in organizational leadership from Columbia University, where she teaches strategic thinking.
Part 1: How Did We Get Here? 1. Chronology of Strategy 2. Contemporary Competing Views of Strategy 3. Implications of the History of Strategy History for Strategic Learning Part 2: How Do We Learn to Think Strategically? 4. Definition of Strategic Thinking 5. Informal and Formal Learning Defined 6. Formal Learning Refuted 7. Context and Learning Transfer as Factors in the Strategic Thinking Process 8. The Triangle Model Part 3: What Does Learning to Think Strategically Look Like? 9. Preparation Stage 10. Experience Stage 11. Re-evaluation Stage Part IV: How Can We Get Started? 12. Overview of Learning Domains Used for Strategic Thinking 13. The Surf and Dive Learning Domains Part 5: How Can we Talk About All this? 14. The Role of Dialogue in the Strategic Thinking Process 15. What is the Role of Inquiry in Critical Dialogue? Part 5: Why Does Some of This Feel So Familiar? 16. Intuition as a Must-Have for Learning to Think Strategically 17. Framing and the Intuition Factor 18. Shattering Frames 19. Reframing Part 7: . . . But What About the Numbers? 20. The Roles of Analysis and Intuition in Strategic Decision Making 21. Decision-Making Approaches to Strategic Thinking 22. Coordination Intuition and Analysis to Facilitate Strategic Thinking Part 8: What Role Does Culture Play? 23. The Role of Culture in Strategic Thinking 24. The Challenge of Introducing Strategic Thinking Across Cultures Part 9: Is Anybody Born With This Know-How? 25. The Five Critical Attributes 26. Interplay of the Five Attributes 27. Adaptation as a Strategic Expectation Part 10: How Can We Become Better Strategic Thinkers? 28. Developing the Five Essential Attributes 29. Developing the Critical-Reflective Processes 30. Where We've Come From and Where We Can Go: Some Suggestions