Learning to Think Strategically

Citation

Cattell, A. (2008), "Learning to Think Strategically", Industrial and Commercial Training, Vol. 40 No. 1, pp. 54-55. https://doi.org/10.1108/ict.2008.40.1.54.1

Julia Sloan's credentials as the author of this book include working with corporate expatriate executives and as a global executive development consultant running her own consultancy. Additionally she has gained a doctorate from Columbia University in organizational leadership development. This text which is part of the publishers New Frontiers in Learning series shares the authors' in‐depth research and reflection with nine global business leaders and strategists in answering the question “How do successful executives learn to think strategically?” The book has a potentially wide readership ranging from organizational leaders interested in their own strategic development, to students, academics, line managers and HR and OD professionals and those responsible for developing their own and others strategic thinking and awareness within their organizations.

The authors' aim for the text is to develop a clear understanding of practical learning processes that enable the readership to facilitate their own and others strategic development. This is summed up in Sloan's statement “My intention is for this book to be a starting point for exploring ways of learning to think strategically.”

As such the text majors on the learning dimensions of thinking strategically rather than on the processes of formulating and implementing strategy per se.

Whilst traditional strategic frameworks suggest the need for a linear and rational approach to problem solving and planning, the findings of Sloan's research provide alternative ideas and viewpoints which are identified as the book progresses. The text also makes a critical distinction between strategic planning and strategic thinking.

The book is divided into ten parts which cover:

1. 1.

   How did we get to this point? Back to the future – a historical view of strategy?

2. 2.

   How do we learn to think strategically – formal learning takes a backseat: it's all about informal learning.

3. 3.

   What does learning to think strategically look like? – A murky but miraculous process: three stage model of strategic learning.

4. 4.

   What kind of learning is required to think strategically? It's your choice: the surf and dive domains of learning.

5. 5.

   How can we talk about all this? Dialogue: an essential part of how to think strategically.

6. 6.

   Why do we learn strategic thinking this way? We just “know”: intuition as an outgrowth of experience.

7. 7.

   What about the numbers? Strange bedfellows: intuition and analysis as partners in the strategic learning process.

8. 8.

   What does culture have to do with strategic thinking?

9. 9.

   Is anybody born with this know‐how? The myth of the chosen few: five critical attributes for learning to think strategically.

10. 10.

    What can we do to improve strategic thinking? Engaging in informal learning approaches: strengthening the five attributes and critical reflective processes.

In each of the parts shown above the author identifies within the title (presented above in italics) key aspects of the research findings. These essentially identify the non‐linear, non‐rational and affective aspects of learning to think strategically that are common themes amongst the research population and are seen as essential to success. Included amongst these are the application of critical thinking, creativity, intuition, experience, reflection, dialogue, testing and re‐action to strategic thinking processes.

There is a lot to digest within the text and much that challenges traditional perceptions regarding strategic thinking and associated learning. The authors' attempts to make a potentially complex subject simpler succeed in part, and provide the reader with plenty of food for thought. Theoretical frameworks, models, conceptual tools and practical exercises seem designed to translate the academic and research based nature of the text into the practical. The final chapter includes Suggestions for Learning to Think Strategically for Individuals, Learning Facilitators, Business Schools and Organizations which are practical and realistic. The emphasis on learning provides a refreshing and differentiated look at the process of strategic thinking and places learning as critical and central to the process. A welcome addition to the bookshelf of anyone interested and involved in learning and strategy.