Qualitative informationgathering techniques are focused on todetermine whether they can be adapted or adopted to support strategicgoalsetting. Much of the literature suggests that if planning is basedon information gathered and presented in a manner which managers canunderstand they are more likely to act on it, and, for this reason,qualitative rather than quantitative techniques are stressed here.Factors which are not amenable to numerate analysis but which are usefulto the strategic planner, such as experience, judgement and intuition,are also isolated and analysed. An attempt is made to facilitate the useof qualitative datagathering methods and suggestions are made as towhere particular techniques may prove beneficial, together with theirlimitations. Research, from a small n 20, indepth survey ofsmall business owners managers in Canada, is included which shows thatthey do not use quantitative planning processes but that judgementaltechniques were most widely used in general, the less sophisticated theplanning process the higher it would be ranked among the surveyparticipants. The research from other surveys also shows that scientificmathematically based models often do not fit with small businessorganisational reality and that methodologies should be developed thatintegrate research into the decisionmaking process.
Leadership & Organization Development Journal – Emerald Publishing
Published: Mar 1, 1991
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