www.engineerspress.com Volume: 1 Issue: 7 Pages: 20-26 Comprehensive strategic thinking model considering three aspects: Current Literature, Islam, and Iran Ali Reza Mirakhori 1 *, Mohammad Reza Daraei 2, Yashar Salamzadeh 3 1 MBA, Department of Management, Payame Noor University, Tehran, Iran 2 Assistant Professor, Department of Management, Payame Noor University, PO BOX 19395-3697, Tehran, IRAN 3 PhD in Human Resources Management ABSTRACT The fundamentals of each action by human beings; whatever it is good or bad, right or wrong; is his/her thinking. As a matter of fact, it's the thinking way of humans that will both attain them to the correct or incorrect decisions and lead to success or fail. This simple principle has attracted the attention of the organizations' managers in this current variable world and also has faced them with a considerable challenge. Thus, the strategic thinking has a special importance in the current international literature. Therefore, considering the aforesaid explanation as well as the essence of customization excluding the unquestioning usage of human science and managerial topics emphasized by the Honorable Iranian Supreme Leader; this research aims to present a comprehensive model of strategic thinking based upon three aspects: the current literature, Islam, and Iran. For this reason, firstly, the current related literature has been analyzed and 19 components of its famous models have been extracted. Then the subject of thinking in Islam has been analyzed so that 17 components have been identified from the two important Islamic resources, i.e., Koran's verses, and the words of the prophet and other Islamic leaders. After that, 15 components for Iranian thinking have been extracted by surveying both the lectures of the Honorable Supreme Leader and consulting with the experts. Subsequently, 13 components have been identified by removing the similar components and excluding those minor components that could be covered by the other major ones. KEYWORDS: Thinking, Strategic thinking, Current literature, Islam, Iran, Supreme leader
21 1. Introduction Thinking will bring the useful effects for someone who tries to think, especially when he/she encounters with daily events, even if the person is a (an) scientist, researcher, manager, employee, or ordinary person. It is certain that all the humans think about the different social, organizational, or individual issues as well as the events that they are faced with, in order to make the best and efficient decision(s). However, each person thinks about the various issues in a particular way that he/she believes it as the right way of thinking. That's why some decisions will be considered as logical and correct, but others will be taken into account as illogical and incorrect decisions. Furthermore, the decision will be very important when the great number of people will benefit from them just like when the decision maker is the manager of an organization. In this case, the decisions will affect on the whole organization. What is important in such condition considering the variety of the organization environment is that whether you have thought correctly and decided fairly for your organization? Will your decisions be appropriate for solving the current and existing circumstances? How will you be able to build the infrastructure of strategic movement at the organization for achieving the corporate goals in the current variable environment? How will you be able to find something that other people won't? These are some kind of questions that you as an organizational manager may encounter with. Therefore, here is when the essence of kind of thinking arises which can present strategic results for the organization, and for this reason, the process of strategic thinking has been discussed. The important question that still remains in mind is that why this research is trying to identify the strategic thinking components by considering the three aspects of current literature, Islam, and Iran? To respond to the question, it should be notified that the managerial models and processes generated by the developed countries have been imitated unquestioning by the developing countries for so many years. In addition, it's for several years that the managers of the developing countries believe that they can utilize the western models and processes as they use their imported goods and for this reason, they have followed the western models instead of attempting to attain their own managerial models and processes. The managers in the developing countries have not noticed that the success in the current world can be attained by presenting the managerial models and theories based on local conditions as well as the national social and cultural features. As proof of this, we can refer to the lectures of the Honorable Iranian Supreme Leader. Thus, the strategic thinking in this study has been analyzed from the three following aspects in order to identify the related components in connection with the Iranian culture and society: 1. The Current Literature: in the first stage, the current literature in the field of strategic thinking will be discussed and its components will be also extracted. 2. Islam: in the second stage, the thinking subject will be discussed based upon the two important Islamic resources, i.e., the Koran's verses and the words of the prophet and other Islamic leaders, and then the related components will be extracted. 3. Being Iranian: in the third stage, the lectures of the Honorable Supreme Leader will be discussed and the thinking components for Iranian people will be extracted. Subsequently, the final components for strategic thinking will be extracted after analyzing the three mentioned aspects. 2. The Current Literature The strategic thinking has been originated from the early twentieth century, but its maturity refers to 1960-1990 when the majority of the fundamental techniques and tools for strategic management have been developed. (Allio, 2006) The word strategic thinking is so generally being used nowadays that there's a threat for changing its real meaning in the near future. Many people who utilize the word are not able to define it. Most of time, the term strategic thinking have been used to address all kind of thinking about
22 strategy instead of inferring a special case of thinking that possesses particular features. (Liedtka, 1998) Therefore, we should confess that there's no obvious definition for strategic thinking (Tavakoli& Lawton, 2005) and in many cases, the term strategic thinking has been used for addressing the concepts like strategic management and/or strategic planning. (Liedtka, 1998) As an example, Carter in his article named Strategic Planning Reborn has utilized the term Strategic Planning to introduce strategic thinking, and he only notifies it as a requirement for fast alteration in facing with environmental changes. (Carter, 1999) However, some definitions for strategic thinking have been presented in Table 1. Table 1: Some definitions of strategic thinking Defined by (Year) Stumpf (1989) Zabriskie & Huellmantel (1991) Stacey (1992) Mintzberg (1994) Hamel & Prahalad (1994) Goldsmith (1996) Raimond, (1996) Kaufman, Oakley-Browne, Watkins, & Leigh (2003) Bonn (2005) Hughes & Beatty (2005) Abraham (2005) Baloch & Inam (2007) Jelenc (2008) Definition (Reference) Identifying different ways for people to attain their chosen objectives and determining what actions are needed to get them into the position they want to be in. (Stumpf, 1989, p. 31) The prelude to designing an organization s future. (Pellegrino & Carbo, 2001, p. 376) Designing actions on the basis of new learning. (Stacey, 1992, p. 105) Emphasizes on synthesis, using intuition and creativity to create an integrated perspective of the enterprise. (Mintzberg, 1994, p. 108). Crafting strategic architecture based on creativity, exploration, and understanding of discontinuation of business. (Hamel& Prahalad, 1994) The ability to learn from the environment while taking a broad point of view, is a defining characteristic of good management. (Goldsmith, 1996, p. 1437) Strategy as intelligent machine and creative imagination. (Raimond, 1996, p. 210) Strategic thinking is the way in which people in an organization think about, assess, view and create the future for themselves and their associates. It is more than responding to both day-to-day as well as long-term problems, opportunities and new realities; it is creating tomorrow. (Kaufman, Oakley-Browne, Watkins, & Leigh, 2003, p. 40) A way of solving strategic problems that combines a rational and convergent approach with creative and divergent thought processes. (Bonn, 2005, p. 337) The collection, interpretation, generation, and evaluation of information and ideas that shape an organization s sustainable competitive advantage. (Hughes& Beatty, 2005, p. 44) Strategic thinking is the process of finding alternative ways of competing and providing customer value. In other words, strategic thinking can be defined as identifying alternative viable strategies or business models that deliver customer value.(abraham, 2005, p. 5) Strategic thinking is a planning process aiming to create a strategy that is coherent, unifying, integrative framework for decisions especially about direction of the business and resource utilization. It is conscious, explicit, and proactive and defines competitive domain for corporate strategic advantage over its rivals. (Baloch & Inam, 2007, p. 3) Strategic thinking is a process in which a person perceives, reflects, feels, realizes and acknowledges the signs that impact the future of the firm, by giving them meaning and finally acting upon them by accordingly shaping their impressions, perspective and behavior. (Jelenc, 2008, p. 29)
23 Analyzing the current literature together with the presented definitions and models and also having consultant with the experts, 19 following components have been extracted as the strategic thinking components from the current literature: Creativity, Future Vision, Integrity, System Thinking, Long-Term Viewpoint, Logical Reasoning, Intuition, Intent Focus, Hypotheses Driven, Thinking in Time, Intelligent Opportunism, Continuous Learning, Efficient Communications, Thinking Distinctly, Predict Power, Curiosity and Exploration, Choice Building, Creating Capability, and Analysis Power. 3. Thinking from the aspect of Islam In this part, thinking from two important Islamic resources has been discussed. These two resources are: Koran's verses, and the words of the prophet and other Islamic leaders. According to the Koran's verses as well as the words of the prophet and other Islamic leaders and also having consultant with the experts and cleric professors to have a kind of thinking which help humans to attain moral objectives, 17 components have been extracted as follows: Analysis Power, Foresight, Conceptual Picturing, Environmental Survey, Internal Factor Identification, Continuous Learning, Concentrating on Signs, Focusing on Subjects, Devastating the Existing Rules, Good Insight, Good Understanding, Consulting with the Experts, Using Intuition and Perception, Understanding the Instincts and Differences, Critical View on the Issues, Ability to be Experienced, and Knowledge in Time. 4. Thinking from the aspect of Iranians In this section, the thinking components for Iranians have been identified. In fact, by analyzing the lectures of the Honorable Iranian Supreme Leader and also consulting with the experts, 15 following components have been identified as thinking factors for Iranian people: Knowledge in Time, Insight, Taking Lessons, Watchfulness, Learning, Internal Environment Identification, Perimeter Environment Identification, Reasoning Power, Understanding the nature of the Phenomena, Exploring the Relations among the Phenomena, Integrity, Idealism, Creativity, Spiritual-Based Thinking, and Futurism. 5. Strategic Thinking Components from three aspects of the Current Literature, Islam, and Iran After identifying 19 components from the current literature, 17 components from the aspect of Islam, and 15 components from the viewpoint of Iranians; the final components for strategic thinking have been extracted. It should be noted that 13 components have been identified by removing the similar components and excluding those minor components that may be covered by the other major ones; and subsequently the following components have been chosen as the short list by consulting with the expert: Creativity, Future Vision, System Thinking, Futurism, Analysis Power, Insight, Intent Focus, Ability to be Experienced, Knowledge in Time, Continuous Learning, Efficient Communications, Building Capability, and Spiritual-Based Thinking. Finally, the comprehensive model of the strategic thinking can be considered as shown in Figure 1. In addition, the definition of each component has been stated in Table 2 to clarify their meanings.
24 Creativity Future Vision System Thinking Futurism Analysis Power Insight Intent Focus Comprehensive strategic thinking model Ability to be Experienced Knowledgein Time Continuous Learning Efficient Communications Building Capability Spiritual-Based Thinking Figure 1: Comprehensive strategic thinking model Table 2: The components of comprehensive strategic thinking model Components Definition Mental ability of the person which new ideas, plans, and concepts can be presented by using it or Creativity the existing ideas, plans, and concepts that can be improved and enhanced via composing and merging the abilities. Considering an obtainable, realistic, successful, and desirable future comparing the current Future Vision situation and of course more attractive to facilitate the movement toward the defined path. System It's a thinking system that the total system and its parts, the relation among the parts and the total Thinking system, and the relation between the total system and environment can be understood through it. The ability to expand the vision, future imagination, observing the nature of the problems and Futurism results, and measuring the expediency. In other words, it means viewing the future at present. The ability to logically analyze the issues and events as well as data and information together with Analysis Power their classification and priorities and also choosing the actions and activities beyond them. Natural power originated from scientific and applicable awareness together with perspicacity, Insight discernment, comprehension, vigilance, and ingenuity that help us to identify the realities and utilize them well. Taking the goal(s) into the consideration in all actions, activities, and decisions via focusing on Intent Focus resources in orderr to attain the objectives. Ability to be The ability to introduce the hypotheses as well as the various alternatives together with testing and Experienced experiencing them.
25 Having knowledge and awareness to the existing situation so that not only a person will be aligned Knowledge in with the current alteration, but also he/she will be able to create a range of changes. In other words, Time having dominationn on the present and past and trying to move toward future. Continuous Ability to acquire knowledge and useful deeds and behaviors continually via planned trainings, Learning getting experience, studying, and understanding the changes in environment. Efficient Ability to establish the relation with others and having contribution with them as well as Communications identifying and consulting with the individuals who are eligible and expert. Building Ability to create, develop and/or targeted improvement of resources and key capacities for Capability attaining competitive advantages. Spiritual-Based Ability to notice and move comprehensively toward the spiritual values and moral principles. Thinking Acknowledgements Since the comprehensive strategic thinking model has been designed from three aspects of the Current Literature, Islam, and Iran; it's time that the model to be evaluated in Iranian private or governmental organizations and their results is presented. Another suggestion is that the model to be measured in countries with the same culture with Iran. References Abraham, S. (2005), Stretching Strategic Thinking, Strategy & Leadership, Vol. 33, No. 5, Pp. 5-12. Allio, R. J. (2006), Strategic Thinking: The Ten Big Ideas, Strategy & Leadership, Vol. 34, No. 4, Pp. 4-13. Baloch, Q. B., & Inam, M. (2007), Strategic Thinking: Catalyst to Competitive Advantage, Journal of Managerial Sciences, Vol. 1, No. 2, Pp. 1-26. Bonn, I. (2005), Improving Strategic Thinking: A Multilevel Approach, Leadership & Organization Development Journal, Vol. 26, No. 5, Pp. 336-354. Carter, H. (1999), Strategic Planning Reborn, Work Study, Vol. 48, No. 2, Pp. 46-48. Goldsmith, A. A. (1996), Strategic Thinking in International Development: Using Management Tools to See the Big Picture, World Development, Vol. 24, No. 9, Pp. 1431-1439. Hamel, G., & Prahalad, C. K. (1994), Competing for the Future, Boston: Harvard Business Press. Hughes, R. L., & Beatty, K. M. (2005), Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success, San Francisco: Jossey-Bass. Jelenc, L. (2008), The Impact of Strategic Management Schools and Strategic Thinking on The Performance of Croatian Entrepreneurial Practice, Unpublished Doctoral Dissertation, University of Ljubljana. Kaufman, R., Oakley-Browne, H., Watkins, R., & Leigh, D. (2003), Strategic Planning For Success: Aligning People, Performance, and Payoffs, San Francisco: Jossey-Bass. Liedtka, J. M. (1998), Strategic Thinking: Can it be Taught?, Long Range Planning, Vol. 31, No. 1, Pp. 120-129.
26 Mintzberg, H. (1994), The Rise and Fall of Strategic Planning, Harvard Business Review, Vol. 72, No. 1, Pp. 107-114. Pellegrino, K. C., & Carbo, J. A. (2001), Behind the Mind of the Strategist, The TQM Magazine, Vol. 13, No. 6, Pp. 375-381. Raimond, P. (1996), Two Styles of Foresight, Long Range Planning, Vol. 29, No. 2, Pp. 208-214. Stacey, R. (1992), Managing the Unknowable, San Francisco: Jossey-Bass. Stumpf, S. A. (1989), Work Experiences That Stretch Managers Capacities for Strategic Thinking, Journal of Management Development, Vol. 8, No. 5, Pp. 31-39. Tavakoli, I., & Lawton, J. (2005), Strategic Thinking and Knowledge Management, Handbook of Business, Vol. 6, No. 1, Pp. 155-160.