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Style and strategy: New metaphors, new insights

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  • Barnett, Steve

Abstract

Traditional strategic planning starts from problematic assumptions about how we know - attempting to predict certainty, or at least high probability, for business relevant futures. This article suggests starting from uncertainty, based on the metaphor of emergent paradigms (self-organizing systems whose evolution cannot be predicted). Planning using emergent paradigms benefits from dialogue with people whose perspectives differ drastically from most senior executives. The goal is to have higher level ongoing strategic conversations, not fixed plans, as the basis of future business success and innovation. Examples of such conversations are provided from the automobile, systems consulting, and food industries. Practical steps are suggested for replacing, or at least supplementing, a traditional strategic style with this 'dialogic' approach to business futures.

Suggested Citation

  • Barnett, Steve, 1996. "Style and strategy: New metaphors, new insights," European Management Journal, Elsevier, vol. 14(4), pages 347-355, August.
    • Handle: RePEc:eee:eurman:v:14:y:1996:i:4:p:347-355
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    Cited by:

    1. Sarpong, David & Maclean, Mairi, 2016. "Cultivating strategic foresight in practise: A relational perspective," Journal of Business Research, Elsevier, vol. 69(8), pages 2812-2820.
    2. Oana-Cãtãlina TÃPURICÃ, 2013. "Advantages and Limits of Using Pollution Control Tools as Strategic Options in the Management of Organizations," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 14(4), pages 585-595, October.

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