Strategic crisis aversion: the value of a “style audit”

Thompson, John L. (1998) Strategic crisis aversion: the value of a “style audit”. The learning organisation, 5 (1). pp. 36-46. ISSN 0969-6474

Abstract

Reminds us that different organizations seek to deal with environmental pressures in different ways; some are proactive, others rely largely on reaction. Paradoxically, reactive crisis fighters typically thrive on the challenge of short-term problems. Effective organisations, however, need clear direction for the longer term, winning strategies and an appropriate decision-making style for managing strategy creation and implementation in an environment of change. Looks at how organisations might seek to audit their decision-making style with a view to managing their knowledge and intelligence more effectively and introducing the changes that will open up new competitive and strategic opportunities.

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