Leading strategy making: Facilitating commitment to strategy
Leading strategy making that is both analytically sound and also politically feasible is difficult but essential if the strategy is to stand a chance of being implemented effectively. This paper discusses the contribution of attending to social and psychological processes in making strategy. The pap...
| Main Authors: | , , |
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| Format: | Conference Paper |
| Published: |
2011
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| Online Access: | http://hdl.handle.net/20.500.11937/27230 |
| _version_ | 1848752205824262144 |
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| author | Eden, C. Page, K. Ackermann, Fran |
| author_facet | Eden, C. Page, K. Ackermann, Fran |
| author_sort | Eden, C. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Leading strategy making that is both analytically sound and also politically feasible is difficult but essential if the strategy is to stand a chance of being implemented effectively. This paper discusses the contribution of attending to social and psychological processes in making strategy. The paper explores a number of considerations for avoiding crafting a strategy that has no commitment to implementation. Specifically the paper discusses: balancing cohesion with divergence; recognizing the role of identity, networks, and institutionalization; ensuring engagement, fairness and commitment; and using facilitated group support to lead the negotiation of strategy. The paper sets out the key concepts to provide consultant-facilitators guidance for effective strategy making that attends the social context of groups. |
| first_indexed | 2025-11-14T08:04:56Z |
| format | Conference Paper |
| id | curtin-20.500.11937-27230 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:04:56Z |
| publishDate | 2011 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-272302019-04-03T06:15:05Z Leading strategy making: Facilitating commitment to strategy Eden, C. Page, K. Ackermann, Fran Leading strategy making that is both analytically sound and also politically feasible is difficult but essential if the strategy is to stand a chance of being implemented effectively. This paper discusses the contribution of attending to social and psychological processes in making strategy. The paper explores a number of considerations for avoiding crafting a strategy that has no commitment to implementation. Specifically the paper discusses: balancing cohesion with divergence; recognizing the role of identity, networks, and institutionalization; ensuring engagement, fairness and commitment; and using facilitated group support to lead the negotiation of strategy. The paper sets out the key concepts to provide consultant-facilitators guidance for effective strategy making that attends the social context of groups. 2011 Conference Paper http://hdl.handle.net/20.500.11937/27230 restricted |
| spellingShingle | Eden, C. Page, K. Ackermann, Fran Leading strategy making: Facilitating commitment to strategy |
| title | Leading strategy making: Facilitating commitment to strategy |
| title_full | Leading strategy making: Facilitating commitment to strategy |
| title_fullStr | Leading strategy making: Facilitating commitment to strategy |
| title_full_unstemmed | Leading strategy making: Facilitating commitment to strategy |
| title_short | Leading strategy making: Facilitating commitment to strategy |
| title_sort | leading strategy making: facilitating commitment to strategy |
| url | http://hdl.handle.net/20.500.11937/27230 |