Leading strategy making: Facilitating commitment to strategy

Abstract

Leading strategy making that is both analytically sound and also politically feasible is difficult but essential if the strategy is to stand a chance of being implemented effectively. This paper discusses the contribution of attending to social and psychological processes in making strategy. The paper explores a number of considerations for avoiding crafting a strategy that has no commitment to implementation. Specifically the paper discusses: balancing cohesion with divergence; recognizing the role of identity, networks, and institutionalization; ensuring engagement, fairness and commitment; and using facilitated group support to lead the negotiation of strategy. The paper sets out the key concepts to provide consultant-facilitators guidance for effective strategy making that attends the social context of groups.