Learning to think strategically / (Record no. 2164)
[ view plain ]
| 000 -LEADER | |
|---|---|
| fixed length control field | 06399 a2200181 4500 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781138684751 |
| Qualifying information | paperback |
| 037 ## - SOURCE OF ACQUISITION | |
| Form of issue | Institutional Fund |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Sloan, Julia |
| 9 (RLIN) | 8446 |
| 245 1# - TITLE STATEMENT | |
| Title | Learning to think strategically / |
| Statement of responsibility, etc. | Julia Sloan. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 3rd edition |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | London : |
| Name of publisher, distributor, etc. | Routledge, |
| Date of publication, distribution, etc. | 2017. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xxiv, 285 pages : |
| Other physical details | illustrations ; |
| Size of unit | 25 cm. |
| 500 ## - GENERAL NOTE | |
| General note | Includes bibliographical references and index. |
| -- | Sloan, J. (2017). Learning to think strategically (3rd ed.). London : Routledge. |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Introduction -- Part I: How Did We Get Here? -- Chronology of Strategy -- Ancient Greek Concept of Strategy -- Military Influence of Strategy -- Twentieth-Century Corporate Strategy -- Strategy and the Academy -- Strategy and Consultancies -- Shift in Corporate Strategy Role -- Contemporary Competing Views of Strategy -- Technical Rational Influence -- Emergent Theory Influence -- Comparative Discussion -- Complexity Theory -- Chaos Theory -- Strategic Planning and Strategic Thinking: Two Sides of the Coin -- Implications of the History of Strategy for Strategic Learning -- Part I: Summary and Questions -- Part II: How Do We Learn To Think Strategically? -- Definition of Strategic Thinking -- Cognitive Clusters of Strategic Thinking and Strategic Planning -- The Sloan Triad Model of Strategy -- Informal and Formal Learning Defined -- Informal Learning -- Incidental and Intentional Learning -- Formal Learning Refuted -- Context and Learning Transfer as Factors in the Strategic Thinking Process -- Metaphor as a Learning Transfer Mechanism -- Part II: Summary and Questions -- Part III: What Does Learning To Think Strategically Look Like? -- Preparation Stage -- Affective Component -- Cognitive Component -- Experience Stage -- Current Experience -- Prior Successful Life Experience -- Application of Prior Experience to New Situations -- Role of Reflection in the Three-Stage Informal Learning Process -- Reevaluation Stage -- Part III: Summary and Questions -- Part IV: How Can We Get Started? -- Overview of Learning Domains Used for Strategic Thinking -- Date, Information, and Knowledge -- Three Predecessors of the Surf and Dive Learning Domains -- The Surf and Dive Learning Domains -- The Surf Domain -- The Dive Domain -- Frames -- Transformative Learning -- Part IV: Summary and Questions -- Part V: How Can We Talk About All of This? -- The Role of Dialogue in the Strategic Thinking Process -- Comparison of Dialogue, Discussion, and Debate -- Three Factors of a Good Strategic Thinking Dialogue -- What is the Role of Inquiry in Critical Dialogue? -- Inquiry Supports Good Strategy Dialogue -- Learning to Dialogue -- Part V: Summary and Questions -- Part VI: Why Does Some Of This Feel So Familiar? -- Intuition as a Must-Have for Learning to Think Strategically -- Know-How: Our Tacit Knowledge -- Framing and the Intuition Factor -- Noticing "Red Flags" -- Shattering Frames -- Critical Reflection as a Tool for Shattering Frames -- Challenging through Reflection in Action and Reflection on Action -- The Element of Surprise -- Pseudo Frame Change -- Content Reflection, Process Reflection in Action and Reflection on Action -- The Element of Surprise -- Pseudo Frame Change -- Content Reflection, Process Reflection, and Premise Reflection -- Reframing -- Six Framing Traps that Impede the Ability to Reframe -- Expertise and Experience: The Double-Edged Sword -- Part VI: Summary and Question -- Part VII: ...But What About the Numbers? -- The Roles of Analysis and Intuition in Strategic Decision Making -- Intuition as a Check on Analysis -- Analysis as a Check on Intuition -- Decision-Making Approaches to Strategic Thinking -- Traditional Strategic Decision Making -- Integrated Strategic Decision Making -- Coordinating Intuition and Analysis to Facilitate Strategic Thinking -- Part VII: Summary and Questions -- Part VIII: What Role Does Culture Play? -- The Role of Culture in Strategic Thinking -- Culture's Impact on Pattern Recognition -- Typical Faux Pas -- Cross-Cultural Dimensions that Impact upon Frame Formulation -- The Challenge of Introducing Strategic Thinking Across Cultures -- Shattering and Reframing Across Cultures -- Anyone Can Learn to Think Strategically -- Part VIII: Summary and Questions -- Part IX: Is Anybody Born With This Known-How? -- The Five Critical Attributes -- Imagination -- Broad Perspective -- Juggle -- No Control Over -- Desire to Win -- Interplay of the Five Attributes -- Communication Techniques for Attributes Integration -- Adaptation as a Strategic Expectation -- Details Can Doom Adaptation -- Part XI: Summary and Questions -- Part X: How Can We Become Better Strategic Thinkers? -- Developing the Five Essential Attributes -- The Arts to the Rescue -- Benefits of Engaging in the Arts -- Developing Critical Reflective Processes Strengthen the Five Attributes -- "And" Thinking -- Two Learning Processes: Action Learning and Lateral Thinking -- Where We've Come From an Where We Can Go: Some Suggestions -- Suggestions for Individuals -- Suggestions for Facilitators of Learning -- Suggestions for Business School Curricula -- Suggestions for Organizations -- Part X: Summary and Questions -- A "Cheat Sheet" for Individuals and Organizations -- Tips for Individuals -- Tips for Organizations -- Summary |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | 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 if this book also makes it valuable for business and policy executives, managers, and emerging leaders. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Strategic planning. |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | BOOKS |
| Source of classification or shelving scheme | Library of Congress Classification |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Date acquired | Source of acquisition | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Date last checked out | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Library of Congress Classification | MAIN | MAIN | 09/18/2017 | AQ0255-255200 | 4462.00 | 1 | HD 30.28 S56 2017 | 03822 | 09/19/2019 | 09/19/2019 | 09/18/2017 | BOOKS |