Learning to Think Strategically

  • 4h 56m
  • Julia Sloan
  • Taylor and Francis
  • 2006

In Learning to Think Strategically, author Julia Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved taking learning from the academic to the everyday. This book is an original primer on how successful strategists learn to think strategically. This authoritative book traces the history of strategy, differentiates strategic thinking from planning, describes the influence of culture, streamlines the roles of rationality and intuition, and identifies five key attributes for learning to think strategically. Learning to Think Strategically asserts that learning is the critical link to strategic thinking. Learning is a "conversion tool" that can transform thinking strategically into a sustainable competitive advantage.

  • Part of the leading edge New Frontiers in Learning series
  • Application of critical thinking, creativity, reflection, dialogue, testing and reaction to the process of strategic thinking.
  • Incorporates activities & exercises that strengthen three levels of learning - instrumental, communicative & transfomative.

About the Author

Julia Sloan is a global executive development consultant working with leading international corporations operating in both emerging and developed markets.

With more than a decade of expatriate corporate experience, Julia has lived and continues to work extensively in Asia, Eastern Europe, the Middle East, Africa, and the United States.

Her research interests include strategic thinking in relation to learning theory and social-cultural theory. She has lectured at Columbia University, Massachusetts Institute of Technology and also Tokyo University, Nanjing University, and India Institute of Management. In addition to working in the corporate sector, Julia has also consulted for the United Nations, The World Bank, and UN Peacekeeping Operations.

Julia regularly presents at international business conferences and has addressed organizations including MITI (Japan’s Ministry of International Trade and Industry), ASEAN (Association of South East Asian Nations), JETRO (Japan Export and Trade Organization), and the Ministry of Commerce in Thailand, India, and China. She has also testified before an array of international trade commissions.

Currently residing in New York, Julia holds a doctorate from Columbia University in organizational leadership development.

In this Book

  • Learning to Think Strategically
  • Introduction
  • Chronology of Strategy
  • Contemporary Competing Views of Strategy—Two Sides Face Off
  • Implications of Strategy History for Strategic Learning
  • Informal and Formal Learning Defined
  • Formal Learning Refuted
  • Context and Transfer as Factors in the Strategic Thinking Process
  • Preparation Stage
  • Experience Stage
  • Reevaluation Stage
  • Overview of Learning Domains Used for Strategic Thinking
  • The Surf and Dive Learning Domains
  • The Role of Dialogue in the Strategic Thinking Process
  • The Role of Inquiry in Critical Dialogue
  • Intuition as a Must-Have for Learning to Think Strategically
  • Framing
  • Shattering Frames
  • Reframing
  • The Roles of Analysis and Intuition in Strategic Decision Making
  • Decision-Making Approaches to Strategic Thinking
  • Coordinating Intuition and Analysis to Facilitate Strategic Thinking
  • The Role of Culture in Strategic Thinking
  • The Challenge of Introducing Strategic Thinking Across Cultures
  • The Five Critical Attributes
  • Interplay of the Five Attributes
  • Adaptation as a Strategic Expectation
  • Developing the Five Essential Attributes
  • Developing Critical Reflective Processes
  • Suggestions for Learning to Think Strategically
  • Notes
  • Bibliography