The Paradox of Deliberate and Emergent Strategy


 
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The Paradox of Deliberate and Emergent Strategy
Pat Hannon, Member
Mintzberg and Waters (1985) state that few strategies were purely deliberate or emergent, but normally a mix of the two is used. Understanding the internal political dynamics of the organisation and detailed analysis of the external environment is essential in shaping strategy. Strategy should be shaped on what is feasible, attainable and not on what is ideal.
Deliberate strategy gives direction and commitment while emergence allows for opportunism, flexibility and ongoing learning. This would suggest that deliberate and emergent strategies are opposite so managers need to choose one strategy at the expense of the other not so.
Managers would like to forecast the future and design plans to to prepare for it. Yet on the other hand some managers believe that experimentation learning and flexibility are needed to deal with the unpredictability of the future. However while implementing deliberate strategies the uncertainty of the environment may throw up emergent strategies. Even...
 

 
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