Making Great Strategy: Arguing for Organizational Advantage by Sorensen Jesper B.; Carroll Glenn R

Author:Sorensen, Jesper B.; Carroll, Glenn R.
Language: eng
Format: epub
Tags: BUS063000, Business & Economics/Strategic Planning, BUS019000, Business & Economics/Decision-Making & Problem Solving
Publisher: Columbia University Press
Published: 2021-11-07T00:00:00+00:00

[At this stage] there is absolutely no interest in opinions as to whether the conditions pertaining to a given possibility are true. In fact, expressing such opinions is counter-productive. The only interest is in ferreting out what would have to be true for every member of the group to feel intellectually and emotionally committed to the possibility under consideration.10

The visualization and formalization tools we have used in this book are particularly important for addressing the filtering challenge and for getting the rest of the convergence phase of the strategy formulation process off to a good start. We wish to emphasize two things about this stage. First, this step may take significant analysis—and associated time—for the arguments to gel in a way that the strategy-making team believes makes each of them fully valid. In our observation, at this stage executives too often become impatient. As a result, they then reach and announce a decision (pro or con) about an argument or option without rigorously vetting its validity. Second, at this stage leaders must resist the temptation to debate how reasonable the assumptions in a given argument appear: reasonableness concerns the soundness of the argument, not its validity. This advice is particularly important when one executive assesses an argument proposed by another, and even more so when the evaluator holds more authority than the proposer. A failure to accept the proposer’s premises “for the sake of argument” can all too easily be seen as an arbitrary exercise of power.

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