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Strategic Management

Trafford Publishing

Contents

Chapter 1: Looking at the Relevance of Human Cognitive Models — and how they influence strategy ........................01Chapter 2: Strategy does not exist in isolation ..............................................................................22Chapter 3: The "Revolutionary" Strategic Management Principle Explained ......................................................38Chapter 4: Enhancing Our Mental Ability ......................................................................................59Chapter 5: Change Management & Culture .......................................................................................90Chapter 6: "Win" With TRIANGULATION ..........................................................................................111Chapter 7: Overcoming the Stumbling Blocks towards Making the Desired Change .................................................133Chapter 8: The "Radical" Strategic Management Principle Explained ............................................................150Chapter 9: What Is "Matrix Quality Management" - MQM Exactly? ................................................................162Chapter 10: The Fundamental Principles of Strategic Re-Engineering ...........................................................177Chapter 11: Understanding Why Structure Has To Follow Strategy ...............................................................188Chapter 12: Reframing & Systems Thinking .....................................................................................204Chapter 13: The Logical Steps to Take In the Radical Strategic Planning Process ..............................................214Chapter 14: Developing a Business Plan .......................................................................................235Chapter 15: All About Thinking: The Quiet Mind and Critical Thinking .........................................................247Chapter 16: Critical Thinking for the Professional ...........................................................................269Chapter 17: The Reality of Industrial Espionage and Security .................................................................283Chapter 18: Building a Successful Network ....................................................................................289Chapter 19: Learning "The Art Of War", - By Studying the Three Grand Masters .................................................297Chapter 20: The Matrix .......................................................................................................328Chapter 21: Masks and Strategic Thinking .....................................................................................360Chapter 22: The Rapid Dominance Strategy .....................................................................................370Chapter 23: Making Use of Nero Linguistic Programming (NLP) ..................................................................379Chapter 24: The Sum Of The "Whole" Is Always Bigger Than The "Individual" ....................................................384Chapter 25: Wisdom vs. Knowledge .............................................................................................396Chapter 26: The Leadership Trap ..............................................................................................404Chapter: 27: "POWER" is having Balance .......................................................................................418Chapter 28: Campbell's & Geel's Strategic Alignment Model ....................................................................426Chapter 29: The Principle of Trust ...........................................................................................448Chapter 30: Beware Of "Pigs" Preaching "Principles" & "Politics" .............................................................454Chapter 31: The Time Spiral Continuum ........................................................................................489Chapter 32: The Four Basic Principles of Power ...............................................................................509Chapter 33: The Final Analysis — The Radical Strategic Management Matrix for Predators .................................525Chapter 34: "The Grand Strategic Planning Process in Short" ..................................................................530Chapter 35: The Note Book ....................................................................................................546

Chapter One

Not everything in life is always "Black or White" but a shade thereof, this chapter teaches us how to deal with this aspect of human cognitive modelling.

Looking at the Relevance of Human Cognitive Models

In order to understand what really influences and informs strategy; we need to be able to "see" strategy as it exist, and relate with it through conversation. This type of conversation must revolve around a model for it to become meaningful and entrenched in culture. Strategic conversation needs structure and reference points that join people with the whole aspect of communicating purposefully. Strategic conversation deals with concepts. Now, if we see a specific concept mentally, then we are engaged in "paradigm" reasoning. Therefore, if we understand what "paradigms" are, and how they influence our strategic communication, then we are on our way to "seeing" relationships where others only "see" complexity.

What is a Paradigm then, and how do they become so significant in strategic culture?

Paradigms have great power and influence on our thinking and reasoning. First, we need to understand what makes up paradigms. How we perceive something will determine how we will think about it in the future - because of the way we have regarded - perceived it - in the past.

The point to make here about perception is this; we have many informal perceptions — presumptions — that form daily, things floating in and out of our minds that we have no proof of, nonetheless its useful information, and we can use it as the premises on which we make decisions, or conversation over. Especially when we communicate with others, read, listen, watch shows, any sensory input creates both informal paradigms — uncertainties; in the form of suspicion, worries, doubts, and formal paradigms — certainties; belief, certainty, and trust to name but a few interchangeable examples. Perceptions are cognitive attempts at creating insights and eventually understanding. Perceptions also refer to our ability to observe with all our senses. Observing things refers to; noticing them, seeing things, and putting them into context, even our biases towards certain things are mostly influenced by our perceptions. Current and prevailing perceptions will also determine how we look at our world and ourselves, at any given moment, perception makes us stand in judgement of others, the situation and ourselves.

Perceptions become the building blocks of bigger frames of thinking, called paradigms, all the bits and pieces of information that gets collected through our senses work towards forming our perceptions, and eventually forming a concept of things, and our thinking on them, called a total paradigm. Like bits and pieces of a puzzle. Perceptions still influences our overall consciousness,...