The creation of momentum for change through the process of strategic issue diagnosis

Article Abstract:

A model of how strategic issues are interpreted by decision makers is presented. The strategic issue diagnosis model identifies activation, assessment of urgency and assessment of feasibility as three critical events in decision making. The manner in which organizations will respond to changes in the decision environment can be predicted by the relationship of the interpretive assessments to the momentum for change. The systematic effect of an organization's belief structure and its resources on the interpretation of issues is examined.

Organizational change

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Problem formulation as a purposive activity

Article Abstract:

The multiple purposes that problem statements can serve in formulating a strategic plan are examined. Problem statements can serve both functional and dysfunctional purposes. Variables that can be used to identify the dysfunctional purposes of problem formulation are discussed.

Problem solving

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An interactive strategic analysis framework

Article Abstract:

A framework to help managers systematically evaluate strategic alternatives is presented. The application of the framework is demonstrated empirically. The way in which changes in beliefs about environmental factors affect the payoffs of strategic alternatives is presented.

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