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

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.

Citation

Thompson, J.L. (1998), "Strategic crisis aversion: the value of a “style audit”", The Learning Organization, Vol. 5 No. 1, pp. 36-46. https://doi.org/10.1108/09696479810200865