In a lecture given to students on Columbia University’s creative writing programme the novelist Zadie Smith responded to an invitation to speak about her craft. In doing so she gives a very good description of the ways in which one might pay attention to micro-interactions from which the global pattern emerges. She describes a complex, adaptive relationship with the act of writing.
She draws a distinction between macro planners and micro managers, counting herself amongst the latter (and it is interesting to note how the language of managerialism has permeated even novelists’ language). Macro planners organise everything in advance: the material, the plot, the structure, and may even write their novel from the middle. It is this tight structure that they use as their enabling constraint, which gives them freedom on the one hand, but hems them in on the other. As one choice forces another, sometimes they are impelled to change the choices they have made, moving a locale from London to Berlin, for example. Continue reading →
Despite the fact that the literature on strategic planning has diminished considerably in the last fifteen years or so, still most organisations do it. So argues a recent article in the Journal of Management Studies byJarzabkowski and Balogun. It has become what GH Mead would term a social object, and in terms of the social game of organisational practice lots of people do it because lots of people do it. Strategic planning still has its academic adherents, but probably the scholar who has done most to drive a stake through its heart is the Canadian academic Henry Mintzberg. With his two books The Rise and Fall of Strategic Planning and Strategy Safari the second written with two colleagues, he has done more than most to call the practice into question.
Equally Ralph Stacey, from a complexity perspective, has argued that strategic planning must serve some other purpose than being a means of predicting and controlling since they so signally fail to do so in an unpredictable world. Most organisations seem to get by despite their strategic plans rather than because of them. At his most laconic Stacey has considered strategic plans to be like an organisational rain dance.
So what is going on in organisations when people are trying to plan strategically and what kind of thinking do they get caught up in? Continue reading →