Strategic decisions: the value of diversity and conflict
Abstract
Underlines that when decisions are strategic, they normally involve the commitment of large‐scale resources, have long‐term implications and are often difficult to reverse once taken and further points to other reasons for the importance of strategic decision‐making processes. Looks at the role of conflict, taming interpersonal conflict, and the value of eccentricity. Concludes that some degree of eccentricity must be accepted and argues it is unlikely that any techniques for encouraging expression of different views will improve the strategic decision‐making process.
Keywords
Citation
Kippenberger, T. (1998), "Strategic decisions: the value of diversity and conflict", The Antidote, Vol. 3 No. 7, pp. 27-29. https://doi.org/10.1108/EUM0000000006594
Publisher
:MCB UP Ltd
Copyright © 1998, MCB UP Limited