Resilience in Man and Machine Conventional strategic management education is dominated by a strong industry recipe that: De Wit and Meyer's Strategy actively challenges the educational orthodoxy to encourage students to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. In this book, the fundamental differences of opinion within strategic management are not ignored or smoothed over.
Resilience in Man and Machine Conventional strategic management education is dominated by a strong industry recipe that: In this book, the fundamental differences of opinion within strategic management are not ignored or smoothed over.
On the contrary, in this text the authors carefully guide the students through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.
The leverage in most management situations lies in understanding dynamic complexity, not detail complexity. Apparently, the concept of a war game does not figure in the concept of Strategy for de Wit and Meyer, although a section on Scenarios is featured.
Otherwise, your strategic approach to learning more about strategy has no better starting place than Strategy by de Wit and Meyer.
These aspects of strategic thinking cannot be transferred through instruction Students cannot be instructed to be strategists, but must learn the art of strategy by thinking and acting themselves The role of the professor is to create the circumstances for this learning. This type De wit meyer decision-focus closely reflects what strategizing managers need to do in practice.
Understanding the broad spectrum of theories is not an end in itself, but a means for more effective strategizing. They are based on the De wit meyer that, by analysis, one or a number of logical solutions can be identified However, most people are not used to, or inclined to, think of a problem as a paradox.
A paradox has no answer or set of answers - it can only be coped with as best as possible Paradoxes will always remain surrounded by uncertainty and disagreements on how to cope. These complex wicked problems also exhibit the following characteristics: Generally, there are various leverage points where analysis and ideas for intervention might focus, as well as many possible approaches and plausible programs of action.
This calls for holistic thinking.
Analysis is only an aid toward reaching a synthesis More important is the need to achieve insight into the nature of the complexity and to formulate concepts and world views for coping with it. They have the predisposition and the capacity to hold in their heads two opposing ideas at once.
This process of consideration and synthesis can be termed integrative thinking. It is this discipline - not superior strategy or faultless execution - that is a defining characteristic of most exceptional businesses and the people who run them. Thanks to the tension that we can create by opposing the thumb and fingers, we can do marvelous things Analogously, we were born with opposable minds, which allow us to hold two conflicting ideas in constructive, almost dialectic tension By forcing a choice between the two, we disengage the opposable mind before it can seek a creative resolution To take advantage of our opposable minds, we must resist our natural leaning toward simplicity and certainty.
Everyone goes through them while thinking through a decision The first step is figuring out which factors to take into account In the second step of decision-making, you analyse how the numerous salient factors relate to one another A leader who embraces holistic They see the entire architecture of the problem: Just as important, they hold all of those pieces suspended in their minds at once A leader who embraces holistic rather than segmented thinking can creatively resolve the tensions that launched the decision-making process.
To deal with these strategic problems, managers must not simply think, but they must go through a strategic reasoning process, searching for ways to define and resolve the challenges at hand. Managers must structure their individual thinking steps into a reasoning process that will result in effective strategic behaviour.
The question is how managers actually go about defining strategic problems how do they identify and diagnose what is going on? To come to grips with a problem, strategists must try to understand the structure of the problem and its underlying causes To deal with a strategic problem, strategists must come up with a potential solution.
If more than one solution is available, strategists must select the most promising one A strategic problem is only really solved once concrete actions are undertaken that achieve results.
To find a suitable solution it is often also necessary to test certain assumptions in practice and to experiment.Buy Strategy 4th Revised edition by Bob De Wit, Ron Meyer (ISBN: ) from Amazon's Book Store. Everyday low prices and free delivery on eligible orders/5.
De Wit, B., R.J.H. Meyer, M.
Brouwer & K. Breed, ‘Het Doel van Overheidsorganisaties: de paradox van verantwoording en verantwoordelijkheid’ (The purpose of public organizations: the paradox of accountability and responsibility, Holland Management. De Wit and Meyer (, p 53) suggest that managers must go through a ‘strategic reasoning process’ in order to find ways to resolve the challenges of strategic problems.
This strategic reasoning is “a string of strategic thinking activities directed at defining and resolving strategic problems”. The highly anticipated new edition of the market-leading introduction to strategic management from Bob de Wit (Maastricht School of Management) and Ron Meyer (TiasNimbas Business School).Reviews: 9.
Bob De Wit and Ron Meyer's innovative and extremely successful strategy text encourages critical and creative strategic thinking. By introducing articles from key strategists to present differing perspectives on each strategic issue covered, the authors stress and contrast the diversity of views in /5.
Strategy synthesis de wit meyer pdf Bob de Wit and Ron Meyer. timberdesignmag.comING STRATEGY PARADOXES TO CREATE COMPETITIVE ADVANTAGE. This summary is timberdesignmag.com Strategy Synthesis by DE WIT MEYER ISBN: from Amazons Book Store.