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Insights into the development of strategy from a complexity perspective

Author

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  • Amanda Gregory

    (The Centre for Systems Studies, University of Hull, East Yorkshire, UK)

  • Mark Ronan

    (Pocklington School, East Yorkshire, UK)

Abstract

This paper provides an account of an ongoing project with an independent school in the UK. The project focuses on a strategy development intervention which, from the start, was systemic in orientation. The intention was to integrate simple systems concepts and approaches into the strategy development process to: address power relations in actively engaging a wide range of stakeholders with the school’s strategy-making process; generate a range of good ideas; and make the strategy-making process transparent in order to inspire stakeholder confidence in, and commitment to, it and its outcomes. This paper describes how seeking to meet these aims entailed a series of workshops during the course of which an awareness of the relevance, in our interpretation, of Complex Adaptive Systems concepts grew.

Suggested Citation

  • Amanda Gregory & Mark Ronan, 2015. "Insights into the development of strategy from a complexity perspective," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 66(4), pages 627-636, April.
    • Handle: RePEc:pal:jorsoc:v:66:y:2015:i:4:p:627-636
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    Cited by:

    1. Gregory, Amanda J. & Atkins, Jonathan P. & Midgley, Gerald & Hodgson, Anthony M., 2020. "Stakeholder identification and engagement in problem structuring interventions," European Journal of Operational Research, Elsevier, vol. 283(1), pages 321-340.
    2. Gregory, Amanda J. & Atkins, Jonathan P., 2018. "Community Operational Research and Citizen Science: Two icons in need of each other?," European Journal of Operational Research, Elsevier, vol. 268(3), pages 1111-1124.

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