What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

Maximizing Influence and Sensesight: A Grounded Theory Study of How Executives Make Sense and Lead in Complexity

U.S. health care reform is a significant driver of complexity in healthcare organizations. The highly regulated directive began with the Affordable Care Act of 2008 and seeks to improve value of patient care by reducing costs and improving quality. However, to implement the required changes, executives must continue daily operations while they dismantle and reassemble core clinical and financial processes of the organization. The shift toward value exacerbates complexity in the already complicated and high stakes healthcare field. Complexity challenges improvement efforts and negatively impacts quality of care. Complexity also affects how executives make sense and lead. For success, executive leaders must understand the environment and maximize their influence as they balance operational logistics and cultural aspects of change. Cognitive and social-cognitive processes, such as sensemaking and sensegiving, play a pivotal role in how the leader calibrates a direction and influences the organization. This qualitative constructivist grounded theory study of 17 executive leaders explains the processes executives used to make sense and maximize influence in complex circumstances. The major finding in this study theorizes how sensesight, or insight emerging from sensemaking about sensegiving, maximizes influence during situational demands. The findings provide a theoretical model illustrating the processes and could benefit executives attempting to lead in complexity

Facilitating leadership decisions

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision

Implementing leadership decisions

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a succes

An Embedded Case Study To Understand The Barriers To Cultural Progression In Aviation

The purpose of this qualitative, revelatory, embedded case study was to understand the barriers to cultural progression aviation leaders experience within airlines based in the United States. The study was guided by the research question: What can be learned about the barriers hindering the progression of safety culture within the aviation industry? The research design used a single embedded case study model utilizing participants responsible for managing, participating in, and designing programs and policies associated with an organization\u27s safety management system. The study\u27s theoretical framework was the cognitive dissonance theory and the dialogue-supported organizational learning theory. Data was collected utilizing document reviews of safety policies and procedures, reviewing voluntary reporting program data, one-on-one interviews, and focus groups. Purposeful sampling was used to interview organizational and educational leaders on-site, and snowball sampling was used to select end-users for participation in focus groups. Once the interview and focus group data were transcribed, the data was entered into MAXQDA. Coding was applied to uncover descriptive and interpretive codes to develop emerging themes. Triangulation from multiple sources of evidence, pattern matching, and member checking was used to enhance construct validity. Finally, recommendations are provided so that future aviation educators and organizational leaders may benefit from the study

Structuring the decision process

This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of time pressure in the sense that leaders have not been able to gather enough relevant information. Thus, it is worthwhile for leaders to be able to prioritize properly in order to cope with stressful situations. In some situations, a leader chooses to delegate the decisions to his/her team and then it is important to guard against «groupthink», a phenomenon where members of a team put consensus before anything else as a result of the peer pressure. A number of methods are presented that enable leaders to avoid this phenomenon. Often leaders are involved in decision-making situations where they are forced to navigate between objectives that are in strong conflict with each other. We are talking about «decision dilemmas». These are characterized by the existence of a conflict between the top leadership's desire to control the activities and their wish to give autonomy and independence to the various units. It is important for leaders to be able to strike a balance in different dilemma situations and understand how to best manage conflicts when they aris

The influence of affect on attitude

Priests of the medieval Catholic Church understood something about the relationship between affect and attitude. To instill the proper attitude in parishioners, priests dramatized the power of liturgy to save them from Hell in a service in which the experience of darkness and fear gave way to light and familiar liturgy. These ceremonies “were written and performed so as to first arouse and then allay anxieties and fears ” (Scott, 2003, p. 227): The service usually began in the dark of night with the gothic cathedral’s nave filled with worship-pers cast into total darkness. Terrifying noises, wailing, shrieks, screams, and clanging of metal mimicked the chaos of hell, giving frightened witnesses a taste of what they could expect if they were tempted to stray. After a prolonged period of this imitation of hell, the cathedral’s interior gradually became filled with the blaze of a thousand lights. As the gloom diminished, cacophony was supplanted by the measured tones of Gregorian chants and polyphony. Light and divine order replaced darkness and chaos (R. Scott, personal correspondence, March 15, 2004). This ceremony was designed to buttress beliefs by experience and to transfigure abstractions into attitudes. In place of merely hearing about “the chaos and perdition of hell that regular performances of liturgy were designed to hold in check ” (Scott, 2003), parishioners shoul

Cognitive vulnerability to anxiety: A review and an integrative model.

Consistent research evidence supports the existence of threat-relevant cognitive bias in anxiety, but there remains controversy about which stages of information processing are most important in the conferral of cognitive vulnerability to anxiety. To account for both theoretical and empirical discrepancies in the literature, an integrative multi-process model is proposed wherein core assumptions of dual-systems theories from social and cognitive psychology are adapted to explain attentional and interpretive biases in the anxiety disorders. According to the model, individual differences in associative and rule-based processing jointly influence orientation, engagement, disengagement, and avoidance of threat-relevant stimuli, as well as negatively-biased interpretation of ambiguous stimuli in anxious populations. By linking anxiety-related symptoms to basic principles of information processing, the model parsimoniously integrates different kinds of cognitive biases in anxiety, providing a useful framework for future research and clinical intervention

Transforming School-Based Mental Health to Heal the Collective Soul Wound

Pervasive well-being concerns of youth in Alberta are steadily contributing to society’s collective soul wound. In response to this growing need, K-12 systems are faced with increased demands for school-based mental health services. Public Prairie School Division (PPSD) provides student mental health intervention needs through onsite access to school-based teacher counsellors and referrals to centralized psychologists. However, decisions regarding mental health practitioner allocations or practice standards are often left to individuals and generally follow historical practice. This Organizational Improvement Plan (OIP) problematizes PPSD’s lack of system-wide approaches to mental health interventions that can provide assurance of improved efficacy and equity in meeting student mental health needs. Transformative leadership applied within a utilitarian consequentialist lens has the potential to improve individual and collective student well-being. The decolonizing lens of scarring the collective soul wound will elevate system leadership to counter pervasive neoliberalism and allow for change and healing within ethical spaces. Actioning psychosocial change using transformative learning theory positions practitioners as co-creators of new counselling practice standards in response to student and parent feedback. Allocation changes stemming from systemic analysis of demographic and referral data should increase equity of access to teacher counsellors. Evidence of improved access and efficacy in mental health interventions will be sought through interconnected plan-do-study-act cycles and more broadly confirmed through a RE-AIM framework. Verifying PPSD’s collective soul wound scar also requires the application of an Indigenous wellness perspective

One Foot in the Door:Evidence-based Limits on the Legislative Mandate

Legislative entrenchment or the long-term persistence of legislation has been associated with ineffective and obsolete laws. This position has nonetheless underestimated the natural bias towards the status quo that characterizes our legal order and the difficulty to terminate existing policies and laws. In this Article, I argue that the long-term stability of legislation only becomes a problem when it impedes the passage of new—and, in many cases, more effective—legislation. This Article aims to make two central contributions. First, it scrutinizes the legal and non-legal forces behind this problem. Second, it explains how temporary legislative measures should be employed to correct for the negative effects of legislative entrenchment. This Article suggests two ways in which these instruments may facilitate legislative reform. First, temporary legislative instruments (e.g., sunset clauses) can be employed as consensus-gathering mechanisms regarding legislative changes that might face initial opposition. Second, they can be employed as evidence-based mechanisms which promote research on available legislative alternatives. I contend that temporary legislative instruments such as sunset clauses, pilot programs, and state policy experiments should be used to produce evidence of the effectiveness of new legislation and rationalize the lawmaking process. This evidence-based approach can contribute to the disentrenchment of ineffective legislation and operate as a counterweight against certain de facto entrenchment force