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A critical view of dialectical inquiry as a tool in strategic planning

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  • Richard A. Cosier
  • John C. Aplin

Abstract

Despite weak empirical support for its effectiveness, the dialectical inquiry system (DIS) has been recommended to improve the strategic decision‐making process. This study compares the effectiveness of the DIS to alternative techniques. Thirty‐two organizational planners from the United Way of America were randomly assigned to a DIS and three other planning conditions. All planners submitted a planning report for a common case situation. Results suggest that, in general, the quality of the reports from planners in the DIS condition was inferior to the quality of reports submitted by subjects in the other conditions. For example, reports submitted by planners in a devil's advocate condition were judged to reflect a significantly more appropriate degree of risk than reports submitted by DIS planners. These results suggest that further investigation of the DIS is necessary before the validity of the technique is assumed.

Suggested Citation

  • Richard A. Cosier & John C. Aplin, 1980. "A critical view of dialectical inquiry as a tool in strategic planning," Strategic Management Journal, Wiley Blackwell, vol. 1(4), pages 343-356, October.
    • Handle: RePEc:bla:stratm:v:1:y:1980:i:4:p:343-356
    DOI: 10.1002/smj.4250010405
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    Cited by:

    1. Bergadaa, Michelle, 1999. "Strategic Decisions and Implementation: Prodin(TM), a Prospective Dialectic Interpersonal Method," Journal of Business Research, Elsevier, vol. 45(2), pages 211-220, June.
    2. Michelle BergadaÀ & Raymond-Alain ThiÉtart, 1997. "Stradin: A Strategic Dynamic and Interactive Decision-Making Process," Group Decision and Negotiation, Springer, vol. 6(1), pages 61-75, January.
    3. Miguel Pina e Cunha & Joao Vieira da Cunha & Carlos Cabral Cardoso, 2000. "Looking for complication: The case of management education," Nova SBE Working Paper Series wp394, Universidade Nova de Lisboa, Nova School of Business and Economics.

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