برنامه ریزی استراتژیک و گفتمان مسبوق هابرماسی: واقعیت یا فصاحت و بلاغت
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|28036||2004||15 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Critical Perspectives on Accounting, Volume 15, Issues 4–5, May–July 2004, Pages 469–483
This paper analyses the inherent inconsistencies of the traditional strategic planning process that has resulted in the rise of a movement entitled emergent strategic planning. This in itself, although a move in the right direction, has its own set of failings. Instead an alternative approach is proposed grounded in an argument-based discourse utilizing Habermasian insights. It advocates the use of a methodology incorporated with Decision Assurance theory. The theory argues for the use of an epistemically robust, collectively oriented decision-making framework that minimizes power and authority and utilizes decision inputs across the organization. This process has been integral to the current strategic planning process utilized by Murdoch University during the latter half of 2001 and into 2002. It concludes however that the claim of collaboration and participation in this example of a University forging a new strategic direction is more a case of rhetoric rather than reality.
Traditional strategic planning is antediluvian. Strategic planning is a corporate managerialist, top-down model operating usually in an economic rationalist framework. The prevailing process has come under increasing scrutiny and critique from a growing and diverse range of authors and consultants (Desai, 2000, Entrekin and Court, 2001, Gan, 1998, Mintzberg, 1994, Mulhare, 1999 and Wright et al., 1999) who advocate a shift towards an emergent approach to planning issues. This study chronicles an inside account of the development, acceptance and implementation of a process utilized by Murdoch University in Western Australia in its current strategic planning round. The process is ongoing and has as its central aim the engagement of the various groups with the organizational community, including students, academics, administrators and senior management to engender a higher degree of “ownership” of the final outcome(s). This aim is to enable groups of internal stakeholders a fairer and more equitable involvement in crucial decision outcomes. The critical question is whether this was achieved or was the whole exercise one of dramaturgical game playing with the notion of supposed empowerment of the workforce. The paper is constructed in three main sections. The first part analyses the strategic planning process that prevails in the majority of organizations. The second part introduces the notion of a more effective framework and theory (Decision Assurance) that is argued to deliver epistemically enhanced, collectively oriented decision-making outcomes. The Habermasian insight of the “…force of better argument” is a key feature in this section. The final part will document and critique the current process and outcomes(s) that have been constructed and accepted as integral to the current Murdoch University planning process.
نتیجه گیری انگلیسی
It is evident that traditional, formalized strategic planning processes have serious flaws that could be argued to be significantly detrimental to the organization in the modern, increasingly globalized world in which strategic agility will be a hallmark of excellence. The ‘emergent’ planning process has the greater potential to allow organizations to cultivate innovation, creativity, flexibility, organizational learning and cope more effectively with a chaotic and changing business environment. The example of what has occurred within Murdoch University shows that any organization, even a highly politicized one, is capable of making paradigm shifts in management thinking to incorporate what has been learnt through extensive research, business experience and consultancy. Decision Assurance theory with its collective decision-making orientation and Habermasian insight provides a solid platform to legitimize and operationalize such an approach. However, the process should not be limited to relatively infrequent exercises such as strategic planning rounds. If Murdoch University does wish to distinguish itself in a management sense then it needs to ensure that decision-making powers are cascaded down through the layers of the organization otherwise the reality will not match the rhetoric embedded in the espoused vision and values of the institution. If organizations are to reap the benefit from the existing high levels of knowledge/intellectual capital then strategic decision-making should not remain the exclusive domain of specific individuals or very, small elite groups. Effectiveness and not efficiency (falsely perceived as timely) should be the aim of well-constructed decision outcomes. The adaptability and self-organising capability of the workforce requires an inclusive, not exclusive, decision-making methodology to unlock and realize the full future potential of the organization.