Toward High Involvement Strategy Formation: Conversations and Decisions that Matter
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Traditional modes of crafting strategy have been criticized as overly rational and partial in nature. A major deficiency of traditional strategy making is that most minds within the organization are not brought into the process. This paper provides a framework for understanding and designing high involvement processes for generating and implementing strategic change. Several generic principles of high involvement strategy formation are defined: the ethic of reciprocity, psychological safety, ideation, and simple rules. These dimensions are illustrated by way of two high involvement approaches that have been extensively tested in a variety of organizations: Appreciative Inquiry and Circular Organizing. We summarize and compare these approaches. As such, the key design parameter of high-involvement strategy processes appears to be whether the main interest is in “conversations that matter” or “decisions that matter”.
Paper for BAWB 2009 Global Forum, Track 2: Massive Innovation: What Do We Know About Change at the Scale of the Whole?
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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