TY  - JOUR
AB  - Describes the experience of 40 strategy workshops conducted with
the top teams of a variety of businesses. While the aim of the workshops
was to produce high levels of commitment to good quality strategies, in
a number of cases the outcomes were disappointing; little strategic
change took place. Presents and discusses four outcomes from the
workshop process: “impoverished strategy”,
“consultants′ strategy”, “blinkered strategy”
and “workshop strategy”. Indicates the importance of
entering the “zone of uncomfortable debate”, and sets out
techniques for exploring the “intuitive core” or shared
beliefs and assumptions.
VL  - 10
IS  - 8
SN  - 0268-3946
DO  - 10.1108/02683949510100732
UR  - https://doi.org/10.1108/02683949510100732
AU  - Bowman Cliff
PY  - 1995
Y1  - 1995/01/01
TI  - Strategy workshops and top‐team commitment to strategic change
T2  - Journal of Managerial Psychology
PB  - MCB UP Ltd
SP  - 4
EP  - 12
Y2  - 2024/04/25
ER  -