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In Discussing Strategic Management Systems Bryson Seems To Be Somewha

In discussing strategic management systems, Bryson seems to be somewhat uncertain and emphasizes that formal and bureaucratic systems develop when there is an attempt to institutionalize strategic planning and management. He argues that these systems, in many instances, tend to drive systems away from wise strategies and action. Discuss what needs to happen when any strategic management system or strategic planning process is threatened by forces that drive away wise strategies, actions, and learning.

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Strategic management systems play a crucial role in guiding organizations toward achieving their long-term goals and ensuring adaptive capacity in a dynamic environment. However, as Bryson (2019) highlights, these systems often become rigid and bureaucratic when overly institutionalized, consequently hindering strategic agility and wisdom. When external or internal forces threaten to divert strategic processes from effective decision-making, organizations must implement specific interventions to preserve strategic integrity, foster continuous learning, and adapt proactively to environmental shifts.

One fundamental step to counteract forces that compromise strategic wisdom is fostering a culture of strategic agility and learning. Organizations need to cultivate an environment where adaptability is valued, and strategic reviews are participatory and ongoing rather than static or overly formalized (Eisenhardt & Sull, 2001). This involves encouraging open dialogue, critical questioning of assumptions, and flexible planning processes that can pivot when necessary. Cultivating a mindset that values experimentation and viewing failures as opportunities for learning can help organizations stay aligned with wise strategies despite external disruptions.

Another critical measure is leadership commitment to strategic clarity and integrity. Leadership must communicate the importance of strategic discipline while remaining open to feedback and new insights (Kaplan & Norton, 2004). Leaders should facilitate understanding across all levels about the organization’s strategic priorities, thus ensuring alignment and commitment. When forces threaten to skew strategies either through political influence, misaligned incentives, or bureaucratic resistance, strong leadership can serve as the anchor, reinforcing the core strategic intent and guiding organizational resilience.

Strategic flexibility can also be enhanced through the development of adaptive strategic planning tools. These include scenario planning and real-time environmental scanning, which enable organizations to anticipate and respond quickly to changes that threaten strategic coherence (Schoemaker, 1995). Scenario planning, in particular, allows organizations to explore different future contexts and prepare contingency strategies, making strategic processes more resilient against unpredictable forces that may divert focus or distort priorities.

In addition, fostering cross-functional collaboration is vital in maintaining strategic focus. Silos and departmental isolation often lead to fragmented strategies that lose sight of organizational-wide objectives. Creating mechanisms for ongoing communication between departments ensures that insights and feedback inform strategic adjustments, keeping the organization aligned with wise and adaptive strategies (Moore, 2010). Such collaborative governance supports a learning environment where diverse perspectives contribute to the evolution of strategic initiatives.

Institutionalizing strategic management through continuous professional development and embedded learning systems is also crucial. Regular training programs, strategic reviews, and embedded feedback loops help to embed strategic thinking into the organizational fabric (Lane & Lubatkin, 1998). This persistence ensures that even when external forces attempt to derange strategic focus, the organization can realign quickly based on well-understood principles and knowledge reservoirs.

Finally, it is essential to recognize and address organizational biases and cognitive limitations that may distort strategic thinking. Leaders and managers should be aware of phenomena such as groupthink, overconfidence, or short-termism, which can undermine strategic wisdom (Janis, 1982). Implementing checks and balances, encouraging dissent and debate, and promoting evidence-based decision-making help safeguard strategies from being inadvertently skewed by internal cognitive distortions or external pressures.

In conclusion, maintaining strategic integrity in the face of forces that threaten to divert organizations away from wise strategies requires a balanced approach. It involves fostering a culture of agility and learning, reinforcing leadership commitment, utilizing adaptive planning tools, encouraging cross-functional collaboration, embedding continuous learning, and addressing cognitive biases. Together, these steps ensure that strategic management systems remain resilient, focused, and capable of guiding organizations successfully through uncertain and rapidly changing environments.

References

• Bryson, J. M. (2019). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. John Wiley & Sons.
• Eisenhardt, K. M., & Sull, D. (2001). Strategy as Externalization of Organization: Building agile organizations. California Management Review, 43(3), 31-51.
• Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting intangible assets into tangible outcomes. Harvard Business School Press.
• Schoemaker, P. J. H. (1995). Scenario Planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
• Moore, M. H. (2010). Recognizing Strategic Organizations. Nonprofit Management & Leadership, 20(1), 3–20.
• Lane, P. J., & Lubatkin, M. (1998). Relative Absorptive Capacity and Interorganizational Learning. Strategic Management Journal, 19(5), 461–477.
• Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes. Houghton Mifflin.
• Bryson, J. M. (2019). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. John Wiley & Sons.