Course II:  Thinking Strategically

Course II: Thinking Strategically

Demystifying Strategy Course 2 of 4: Thinking Strategically, explores the “mental process” of strategic thinking across three cognitive abilities: visual-spatial intelligence, critical thinking and emotional intelligence. Each serving a special role in the formulation and communication of strategic ideas. The central question of this module is: Can strategic thinking be learned? And if so, how?

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“The result of all this strategic thinking, is a choice between competing alternatives about what to do next.”

In 1963, just a year after Alfred Chandler introduced strategy as a business concept, French military strategist, Andre Beaufre, defined strategic thinking as, “a mental process of synthesizing both rational and intuitive information.”

“The strategist,” writes Beaufre, “must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the information on which he makes his diagnosis; synthesis in order to produce from this information the diagnosis itself.”

The result of all this strategic thinking, Beaufre concludes, is a choice between competing alternatives about what to do next. But Beaufre fails to tell us what’s really going on in the mind of the strategic thinker.

What specific skills and abilities are being called upon; and whether those skills and abilities can be practiced and improved.

Course II, Thinking Strategically, explores this “mental process” across three cognitive abilities: visual-spatial intelligence, critical thinking and emotional intelligence. Each serving a special role in the formulation and communication of strategic ideas. The central question of this module is: Can strategic thinking be learned? And if so, how?

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