Wednesday, July 2, 2014

A Leader’s Guide to Leveraging Diversity: Strategig Learning Capabilities for






A Leader’s Guide to Leveraging Diversity:  Strategig Learning Capabilities for Breackthrough Performance, Learning to Think Strategically  (Panduan Pemimpin Memanfaatkan Keanekaragaman: Kemampuan Strategi Belajar melalui terobosan Kinerja, Belajar untuk Berpikir Strategis)

Buku ini diterbitkan pertama kali Tahun 2006  Oleh Elsevier, Amsterdam.



Judul:  A Leader’s Guide to Leveraging Diversity:  Strategig Learning Capabilities for Breackthrough Performance, Learning to Think Strategically  (Panduan Pemimpin Memanfaatkan Keanekaragaman: Kemampuan Strategi Belajar melalui terobosan Kinerja, Belajar untuk Berpikir Strategis)
Oleh: Julia Sloan
Penerbit: Elsevier, Amsterdam
Tahun: 2006
Jumlah Halaman: 311  hal.


Pengarang:
Julia Sloan adalah seorang konsultan pengembangan eksekutif global bekerja sama dengan perusahaan internasional terkemuka beroperasi di kedua negara berkembang dan mengembangkan pasar. Dengan pengalaman lebih dari satu dekade dengan perusahaan asing, Julia telah tinggal dan terus bekerja secara ekstensif di Asia, Eropa Timur, Timur Tengah, Afrika, dan Amerika Serikat. Penelitiannya meliputi pemikiran strategis dalam kaitannya dengan teori sosial-budaya dan teori belajar. Dia telah mengajar di Columbia University, Massachusetts Institute of Technology dan juga Universitas Tokyo, Nanjing Universitas, dan India Institute of Management. Selain bekerja di sektor korporasi, Julia juga telah berkonsultasi untuk Perserikatan Bangsa-Bangsa, The World Operasi Penjaga Perdamaian Bank, dan PBB. Julia teratur memberi ceramah pada konferensi bisnis internasional dan memiliki hubungan dengan organisasi termasuk MITI (Japan’s Ministry of International Trade and Industry), ASEAN (Association of South East Asian Nations),
JETRO (Japan Export and Trade Organization) dan Departemen Perdagangan di Thailand, India, dan China. Penelitiannya juga diakui oleh komisi perdagangan internasional. Saat berada di New York, Julia meraih gelar doktor dari Columbia Universitas dalam pengembangan kepemimpinan organisasi. Julia bisa dihubungi via email di: sloanconsult@aol.com

Lingkup Pembahasan:
Buku ini menyajikan kisah perjalanan seorang guru untuk memahami bagaimana strategi efektif untuk mencapai sukses belajar untuk mencapai cara  berpikir secara strategis. Buku ini, mengemukakan temuan sintesis dari beberapa tahun penelitian kualitatif dalam mengejar satu pertanyaan: Bagaimana para eksekutif sukses belajar untuk mencapai berpikir secara strategis? Sebagai bagian dari studi kasus interpretatif, penelitian ini dilakukan melalui wawancara mendalam dengan sembilan eksekutif sukses di Jepang, Polandia, China, Jerman, Amerika Serikat, dan Hong  Kong untuk mengejar penyelidikan ini.
Semua temuan dalam buku ini berasal dari wawancara mendalam. Setiap eksekutif berpartisipasi dalam beberapa wawancara, masing-masing berlangsung empat sampai lima jam. Buku ini merupakan Pengembangan suatu proses untuk mengkategorikan pengalaman nyata dari para eksekutif yang merupakan pelajaran hidup, emosional, dan apa pun  yang obyektif. Temuan yang kuat membuktikan bahwa pengajaran, pelatihan, dan pembinaan, telah mempengaruhi praktek profesional.


Daftar Isi:

Preface ix
Acknowledgements xiii
Introduction xvii
PART I: HOW DID WE GET TO THIS POINT? 1
    Back to the Future: A Historical Overview of Strategy


1  Chronology of Strategy 3
    Ancient Greek Concept of Strategy 4
    20th Century Corporate Strategy 6
    Strategy and the Academy 9
    Strategy and Consultancies 12
    Shift in Corporate Strategy Role 13
2  Contemporary Competing Views of Strategy: Two Sides Face Off  15
    Technical Rational Influence 15
    Emergent Theory Influence 18
    Comparative Discussion 19
    Complexity Theory 20
    Chaos Theory 22
    Strategic Planning and Strategic Thinking: Two Sides of the Coin 24
3  Implications of Strategic History for Strategic Learning 27
    Realignment of Strategy Approaches 28

PART II: HOW DO WE LEARN TO THINK STRATEGICALLY? 31
    Formal Learning Takes a Backseat: It’s All About Informal Learning

4  Informal and Formal Learning Defined 33
    Informal Learning 34
    Incidental and Intentional Learning 35
5  Formal Learning Refuted 39
6  Context and Transfer as Factors in the Strategic Thinking Process 45


PART III: WHAT DOES LEARNING TO THINK STRATEGICALLY LOOK LIKE? 49
    A Murky but Miraculous Process: Three-Stage Model of Strategic Learning

7  Preparation Stage 51
    Affective Component 52
    Cognitive Component 56
8  Experience Stage 59
    Current Experience 60
    Prior Successful Life Experience 60
    Application of Prior Experience to New Situations 65
    Role of Reflection in the Three-Stage Informal Learning Process 67
9  Reevaluation Stage 71

PART IV: WHAT KIND OF LEARNING IS REQUIRED TO THINK STRATEGICALLY? 75
    It’s Your Choice: The Surf and Dive Domains of Learning

10 Overview of Learning Domains Used for Strategic Thinking 77
     Data, Information, and Knowledge 78
     Three Predecessors to the Surf and Dive Learning Domains 80
11 The Surf and Dive Learning Domains 85
    The Surf Doman 88
    The Dive Domain 88
    Transformative Learning 95

PART V: HOW CAN WE TALK ABOUT ALL THIS? 99
    Dialogue: An Essential Part of Learning to Think Strategically

12 The Role of Dialogue in the Strategic Thinking Process 101
    Comparison of Dialogue, Discussion, and Debate 103
    Three Factors of a Good Strategic Thinking Dialogue 107
13 The Role of Inquiry in Critical Dialogue 115
    Inquiry Supports Good Strategy Dialogue 115
    Learning to Dialogue 122

PART VI: WHY DO WE LEARN STRATEGIC THINKING THIS WAY? 129
    We Just “Know”: Intuition as an Outgrowth of Experience

14 Intuition as a Must-Have for Learning to Think Strategically 131
     Know-How: Our Tacit Knowledge 134
15   Framing 137
      Pattern Recognition 138
      Noticing Red Flags 142
16  Shattering Frames 145
      Critical Reflection as a Tool for Shattering 146
      Challenging Through Reflection in Action and Reflection on Action 148
      The Element of Surprise 150
      Pseudo Frame Change 151
      Content Reflection, Process Reflection, and Premise Reflection 153
17  Reframing 157
      Expertise and Experience: The Double-Edged Sword of Intuition 158

PART VII: WHAT ABOUT THE NUMBERS? 161
    Strange Bedfellows: Intuition and Analysis as Partners in the Strategic Learning Process

18   The Roles of Analysis and Intuition in Strategic Decision Making 163
       Intuition as a Check on Analysis 166
       Analysis as a Check on Intuition 167
19   Decision-Making Approaches to Strategic Thinking 169
      Traditional Strategic Decision Making 169
       Integrated Strategic Decision Making 171
20   Coordinating Intuition and Analysis to Facilitate Strategic Thinking 175

PART VIII: WHAT DOES CULTURE HAVE TO DO WITH STRATEGIC THINKING? 179
    You’d Be Surprised: Culture as a Factor of Irrelevance for Learning to Think Strategically

21   The Role of Culture in Strategic Thinking 181
       Culture’s Impact on Pattern Recognition 182
       Typical Faux Pas 184
       Cross-Cultural Dimensions That Impact Frame Formation 185
22   The Challenge of Introducing Strategic Thinking Across Cultures 191
       Contents vii
       Shattering and Reframing Across Cultures 193
       Anyone Can Learn to Think Strategically 194

PART IX: IS ANYBODY BORN WITH THIS KNOW-HOW? 199
    The Myth of the Chosen Few: Five Critical Attributes for Learning to Think Strategically

23   The Five Critical Attributes 201
       Imagination 204
       Broad Perspective 208
       Juggle 210
       No Control Over 212
       Desire to Win 214
24   Interplay of the Five Attributes 217
       Communication Techniques for Attribute Integration 218
25   Adaptation as a Strategic Expectation 221
       Details Can Doom Adaptation 224
PART X: WHAT CAN WE DO TO IMPROVE STRATEGIC THINKING? 229
    Engaging in Informal Learning Approaches: Strengthening the Five Attributes and Critical     

    Reflective  Processes
26   Developing the Five Essential Attributes 231
       The Arts to the Rescue 233
       Benefits of Engaging in the Arts 235
27   Developing Critical Reflective Processes 239
       Critical Reflective Processes Strengthen the Five Attributes 239
       “And” Thinking 241
       Two Learning Processes: Action Learning and Lateral Thinking 244
28   Suggestions for Learning to Think Strategically 247
       Suggestions for Individuals 247
       Suggestion for Facilitators of Learning 251
       Suggestion for Business School Curricula 254
       Suggestion for Organizations 257
       Summary 259
Notes 261
Bibliography 267
Index 275
   

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