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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