TABLE OF CONTENTS This part does not include a list of how-to exercises and activities. Rather, I am recommending things that work for clients in my consulting practice to support the long-term sustainable development of strategic thinking, things that are heavily reliant on informal learning yet easily adaptable to formal workshops and lectures that are more structured. I invite readers to use the information in this book as a source to create their own developmental ideas, to experiment, and to modify current approaches.
The overall recommendations I put forth in this part focus on strengthening the five essential attributes discussed in Part IX (imagination, broad perspective, juggle, no control over, and desire to win) and on developing critical reflection as discussed in Parts IV, V, and VI. These recommendations enable rigorous practice of the combined five attributes and critical reflection, thus allowing strategists to link learning in their expanded life experience to a global business strategy context.
Chapter 26 discusses the role the arts can play in developing strategic thinking. Chapter 27 describes three practical ways to address development of critical reflective processes: and thinking, action learning, and lateral thinking. Chapter 28 presents a list of suggestions for individuals, learning facilitators, business schools, and organizations.
If we assume, as many organizations do, that human capital is the only true competitive global strategic advantage, and if we also assume that the global reality, in which we make strategy, promises only to become more complex and challenging, then common sense dictates that we address...
