The Resource Learning to think strategically, by Julia Sloan

Learning to think strategically, by Julia Sloan

Label
Learning to think strategically
Title
Learning to think strategically
Statement of responsibility
by Julia Sloan
Creator
Contributor
Author
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Sloan, Julia
Index
index present
LC call number
HD30.28
LC item number
.S53 2017
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ProQuest (Firm)
http://library.link/vocab/subjectName
Strategic planning
Label
Learning to think strategically, by Julia Sloan
Instantiates
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: Strategy: A Snapshot -- 1.Chronology of Strategy -- Ancient Greek Concept of Strategy -- Military Influence on Strategy -- Twentieth-Century Corporate Strategy -- Strategy and the Academy -- Strategy and Consultancies -- Shift in Corporate Strategy Role -- 2.Contemporary Competing Views of Strategy -- Technical Rational Influence -- Emergent Theory Influence -- Comparative Discussion -- Complexity Theory -- Chaos Theory -- Strategic Planning and Strategic Thinking: Two Sides of the Coin -- 3.Implications of the History of Strategy for Strategic Learning -- Part I: Summary and Questions -- Formal Learning Takes a Backseat to Informal Learning -- 4.Definition of Strategic Thinking -- Cognitive Clusters of Strategic Thinking and Strategic Planning -- The Sloan Triad Model of Strategy[™] -- 5.Informal and Formal Learning Defined -- Informal Learning -- Incidental and Intentional Learning -- 6.Formal Learning Refuted -- 7.Context and Learning Transfer as Factors in the Strategic Thinking Process -- Metaphor as a Learning Transfer Mechanism -- Part II: Summary and Questions -- Murky and Miraculous: A Three-Stage Model for Strategic Learning -- 8.Preparation Stage -- Affective Component -- Cognitive Component -- 9.Experience Stage -- Current Experience -- Prior Successful Life Experience -- Application of Prior Experience to New Situations -- Role of Reflection in the Three-Stage Informal Learning Process -- 10.Reevaluation Stage -- Part III: Summary and Questions -- Go Exploring!: The Surf and Dive Domains of Learning -- 11.Overview of Learning Domains Used for Strategic Thinking -- Data, Information, and Knowledge -- Three Predecessors of the Surf and Dive Learning Domains -- 12.The Surf and Dive Learning Domains -- The Surf Domain -- The Dive Domain -- Frames -- Transformative Learning -- Part IV: Summary and Questions -- Dialogue: An Essential Part of Learning to Think Strategically -- 13.The Role of Dialogue in the Strategic Thinking Process -- Comparison of Dialogue, Discussion, and Debate -- Three Factors of a Good Strategic Thinking Dialogue -- 14.What Is the Role of Inquiry in Critical Dialogue? -- Inquiry Supports Good Strategy Dialogue -- Learning to Dialogue -- Part V: Summary and Questions -- We Just "Know": Intuition as an Outgrowth of Experience -- 15.Intuition as a Must-Have for Learning to Think Strategically -- Know-How: Our Tacit Knowledge -- 16.Framing and the Intuition Factor -- Noticing "Red Flags" -- 17.Shattering Frames -- Critical Reflection as a Tool for Shattering Frames -- Challenging through Reflection in Action and Reflection on Action -- The Element of Surprise -- Pseudo Frame Change -- Content Reflection, Process Reflection, and Premise Reflection -- 18.Reframing -- Six Framing Traps that Impede the Ability to Reframe -- Expertise and Experience: The Double-Edged Sword -- Part VI: Summary and Questions -- Strange Bedfellows: Intuition and Analysis as Partners in the Strategic Learning Process -- 19.The Roles of Analysis and Intuition in Strategic Decision Making -- Intuition as a Check on Analysis -- Analysis as a Check on Intuition -- 20.Decision-Making Approaches to Strategic Thinking -- Traditional Strategic Decision Making -- Integrated Strategic Decision Making -- 21.Coordinating Intuition and Analysis to Facilitate Strategic Thinking -- Part VII: Summary and Questions -- You'd Be Surprised: Culture as a Factor for Learning to Think Strategically -- 22.The Role of Culture in Strategic Thinking -- Culture's Impact on Pattern Recognition -- Typical Faux Pas -- Cross-Cultural Dimensions that Impact upon Frame Formulation -- 23.The Challenge of Introducing Strategic Thinking Across Cultures -- Shattering and Reframing Across Cultures -- Anyone Can Learn to Think Strategically -- Part VIII: Summary and Questions -- The Myth of the Chosen Few: Five Critical Attributes for Learning to Think Strategically -- 24.The Five Critical Attributes -- Imagination -- Broad Perspective -- Juggle -- No Control Over -- Desire to Win -- 25.Interplay of the Five Attributes -- Communication Techniques for Attributes Integration -- 26.Adaptation as a Strategic Expectation -- Details Can Doom Adaptation -- Part IX: Summary and Questions -- Engaging in Informal Learning Approaches: Strengthening the Five Attributes and the Critical Reflective Processes -- 27.Developing the Five Essential Attributes -- The Arts to the Rescue -- Benefits of Engaging in the Arts -- 28.Developing Critical Reflective Processes -- Critical Reflective Processes Strengthen the Five Attributes -- "And" Thinking -- Two Learning Processes: Action Learning and Lateral Thinking -- 29.Where We've Come From and Where We Can Go: Some Suggestions -- Suggestions for Individuals -- Suggestions for Facilitators of Learning -- Suggestions for Business School Curricula -- Suggestions for Organizations -- Part X: Summary and Questions -- Tips for Individuals -- Tips for Organizations -- Summary
Dimensions
unknown
Edition
Third edition.
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781134853045
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Reproduction note
Electronic reproduction.
Sound
unknown sound
Specific material designation
remote
Stock number
99969600055
System control number
(NhCcYBP)13250836
Label
Learning to think strategically, by Julia Sloan
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: Strategy: A Snapshot -- 1.Chronology of Strategy -- Ancient Greek Concept of Strategy -- Military Influence on Strategy -- Twentieth-Century Corporate Strategy -- Strategy and the Academy -- Strategy and Consultancies -- Shift in Corporate Strategy Role -- 2.Contemporary Competing Views of Strategy -- Technical Rational Influence -- Emergent Theory Influence -- Comparative Discussion -- Complexity Theory -- Chaos Theory -- Strategic Planning and Strategic Thinking: Two Sides of the Coin -- 3.Implications of the History of Strategy for Strategic Learning -- Part I: Summary and Questions -- Formal Learning Takes a Backseat to Informal Learning -- 4.Definition of Strategic Thinking -- Cognitive Clusters of Strategic Thinking and Strategic Planning -- The Sloan Triad Model of Strategy[™] -- 5.Informal and Formal Learning Defined -- Informal Learning -- Incidental and Intentional Learning -- 6.Formal Learning Refuted -- 7.Context and Learning Transfer as Factors in the Strategic Thinking Process -- Metaphor as a Learning Transfer Mechanism -- Part II: Summary and Questions -- Murky and Miraculous: A Three-Stage Model for Strategic Learning -- 8.Preparation Stage -- Affective Component -- Cognitive Component -- 9.Experience Stage -- Current Experience -- Prior Successful Life Experience -- Application of Prior Experience to New Situations -- Role of Reflection in the Three-Stage Informal Learning Process -- 10.Reevaluation Stage -- Part III: Summary and Questions -- Go Exploring!: The Surf and Dive Domains of Learning -- 11.Overview of Learning Domains Used for Strategic Thinking -- Data, Information, and Knowledge -- Three Predecessors of the Surf and Dive Learning Domains -- 12.The Surf and Dive Learning Domains -- The Surf Domain -- The Dive Domain -- Frames -- Transformative Learning -- Part IV: Summary and Questions -- Dialogue: An Essential Part of Learning to Think Strategically -- 13.The Role of Dialogue in the Strategic Thinking Process -- Comparison of Dialogue, Discussion, and Debate -- Three Factors of a Good Strategic Thinking Dialogue -- 14.What Is the Role of Inquiry in Critical Dialogue? -- Inquiry Supports Good Strategy Dialogue -- Learning to Dialogue -- Part V: Summary and Questions -- We Just "Know": Intuition as an Outgrowth of Experience -- 15.Intuition as a Must-Have for Learning to Think Strategically -- Know-How: Our Tacit Knowledge -- 16.Framing and the Intuition Factor -- Noticing "Red Flags" -- 17.Shattering Frames -- Critical Reflection as a Tool for Shattering Frames -- Challenging through Reflection in Action and Reflection on Action -- The Element of Surprise -- Pseudo Frame Change -- Content Reflection, Process Reflection, and Premise Reflection -- 18.Reframing -- Six Framing Traps that Impede the Ability to Reframe -- Expertise and Experience: The Double-Edged Sword -- Part VI: Summary and Questions -- Strange Bedfellows: Intuition and Analysis as Partners in the Strategic Learning Process -- 19.The Roles of Analysis and Intuition in Strategic Decision Making -- Intuition as a Check on Analysis -- Analysis as a Check on Intuition -- 20.Decision-Making Approaches to Strategic Thinking -- Traditional Strategic Decision Making -- Integrated Strategic Decision Making -- 21.Coordinating Intuition and Analysis to Facilitate Strategic Thinking -- Part VII: Summary and Questions -- You'd Be Surprised: Culture as a Factor for Learning to Think Strategically -- 22.The Role of Culture in Strategic Thinking -- Culture's Impact on Pattern Recognition -- Typical Faux Pas -- Cross-Cultural Dimensions that Impact upon Frame Formulation -- 23.The Challenge of Introducing Strategic Thinking Across Cultures -- Shattering and Reframing Across Cultures -- Anyone Can Learn to Think Strategically -- Part VIII: Summary and Questions -- The Myth of the Chosen Few: Five Critical Attributes for Learning to Think Strategically -- 24.The Five Critical Attributes -- Imagination -- Broad Perspective -- Juggle -- No Control Over -- Desire to Win -- 25.Interplay of the Five Attributes -- Communication Techniques for Attributes Integration -- 26.Adaptation as a Strategic Expectation -- Details Can Doom Adaptation -- Part IX: Summary and Questions -- Engaging in Informal Learning Approaches: Strengthening the Five Attributes and the Critical Reflective Processes -- 27.Developing the Five Essential Attributes -- The Arts to the Rescue -- Benefits of Engaging in the Arts -- 28.Developing Critical Reflective Processes -- Critical Reflective Processes Strengthen the Five Attributes -- "And" Thinking -- Two Learning Processes: Action Learning and Lateral Thinking -- 29.Where We've Come From and Where We Can Go: Some Suggestions -- Suggestions for Individuals -- Suggestions for Facilitators of Learning -- Suggestions for Business School Curricula -- Suggestions for Organizations -- Part X: Summary and Questions -- Tips for Individuals -- Tips for Organizations -- Summary
Dimensions
unknown
Edition
Third edition.
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781134853045
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Reproduction note
Electronic reproduction.
Sound
unknown sound
Specific material designation
remote
Stock number
99969600055
System control number
(NhCcYBP)13250836

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