Traditional views of strategic reasoning have emphasized the role of cognitive analytic processes, often to the neglect of affective and social behavioral functions. This bias has influenced both the theory and the practice of strategic planning. Neuroscientific research holds the promise of identifying a much broader range of human capacities that contribute to the ability to engage and excel in strategic reasoning. Our study of the strategic reasoning performance of a group of mid-career business leaders identified the engagement of social and emotional brain processes that play an important role in strategic thinking ability. In identifying the neural processing correlates of strategic and tactical thinking, we hope to expand and revise the theories of strategic thinking and help develop models for more effective application. We suggest that understanding and engaging the brain’s fuller range of information-processing capacity in accomplishing strategic expertise is itself an important strategy for enhancing the performance of individuals and organizations. We also explore the need to create brain-friendly organizational environments to enhance human performance
