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The learning school - Coggle Diagram
The learning school
Emergence of learning school
logical incrementalism
The real strategy tends to evolve as internal decisions and external events flow together to create a new, widely shared consensus for action among key top management team members.
Disjointed incrementalism
continual nibbling is a substitute for a good bite
Evolutionary theory
Strategic venturing
Burgelman's process model of internal corporate venturing
Structural context
The various administrative mechanisms such as information and measurement systems, rewards and punishing systems that top managers use to shape the context in which front-line managers make decisions
Strategic context
The political processes that middle managers use to convince top managers of the new fields of business that the firm should enter and develop
Impetus
The sociopolitical processes that front-line and middle-managers use to champion and promote strategic initiatives
Definition
The cognitive processes that front-line managers use to transform ambiguous information about technologies and markets into explicit data for decision making by middle managers
Strategy
Emergent strategy
learning—coming to understand through the taking of actions what those intentions should be in the first place
Deliberate strategy
control—making sure that managerial intentions are realized in action
Learning strategy in the professional organization
Decisions made by administrative fiat
Professional autonomy restricts the ability of central managers to manage professionals through conventional hierarchical methods
Decisions made by collective choice
decision-making in professional organizations involves interactive processes that bring together professionals and managers from various levels and units
Decisions made by professional judgment
professionals have the autonomy to determine the mission and services offered based on their individual judgment
Strategies in the professional organization
Decisions made by professional fiat can obviously lead to strategies, but even the collective processes can lead to consistent patterns
Retrospective sense making
A grassroots model of strategy formation
Such strategies become organizational when they become collective, that is, when the patterns proliferate to pervade the behavior of the organization at large
To manage this process is not to preconceive strategies but to recognize their emergence and intervene when appropriate
These strategies can take root in all kinds of places, virtually anywhere people can learn and the resources to support that capacity
The processes of proliferation may be conscious but need not be; likewise they may be managed but need not be
Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse
New strategies, which may be emerging continuously, tend to pervade the organization during periods of change, which punctuate periods of more integrated continuity
The hothouse model of strategy formation
These strategies come out of this process fully developed, then to be made formally explicit
These explicit strategies are then formally implemented
The CEO formulates strategies through a conscious, controlled process of thought
To manage this process is to analyze the appropriate data, preconceive insightful strategies
There is only one strategist, and that person is the chief executive officer
More effective, less clever strategies