Strategy workshops and top‐team commitment to strategic change

Strategy workshops and top‐team commitment to strategic change Describes the experience of 40 strategy workshops conducted with the top teams of a variety of businesses. While the aim of the workshops was to produce high levels of commitment to good quality strategies, in a number of cases the outcomes were disappointing; little strategic change took place. Presents and discusses four outcomes from the workshop process: “impoverished strategy”, “consultants′ strategy”, “blinkered strategy” and “workshop strategy”. Indicates the importance of entering the “zone of uncomfortable debate”, and sets out techniques for exploring the “intuitive core” or shared beliefs and assumptions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Strategy workshops and top‐team commitment to strategic change

Journal of Managerial Psychology, Volume 10 (8): 9 – Dec 1, 1995

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Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0268-3946
D.O.I.
10.1108/02683949510100732
Publisher site
See Article on Publisher Site

Abstract

Describes the experience of 40 strategy workshops conducted with the top teams of a variety of businesses. While the aim of the workshops was to produce high levels of commitment to good quality strategies, in a number of cases the outcomes were disappointing; little strategic change took place. Presents and discusses four outcomes from the workshop process: “impoverished strategy”, “consultants′ strategy”, “blinkered strategy” and “workshop strategy”. Indicates the importance of entering the “zone of uncomfortable debate”, and sets out techniques for exploring the “intuitive core” or shared beliefs and assumptions.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Dec 1, 1995

Keywords: Strategic planning; Strategy; Teams

References

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