Thinking about strategic #DecisionMaking
Intuition and analysis in strategic harmony...

Strategic thinking and strategic planning are said to be two different but complementary concepts that converge in the field of strategic management. / #Managers

According to Mintzberg (renowned academic and author on business and management), “planning concerns analysis – establishing and formalizing systems and procedures; thinking involves synthesis – encouraging intuitive, innovative and creative thinking at all levels of the organization” . / #DriveInnovation  
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Strategic thinking includes finding and developing a strategic foresight capacity for an organization, by exploring all possible organizational futures, and challenging conventional thinking to foster decision making today.[7][8] Recent strategic thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional “What?”,[9] but “Why?” or “How?”.[9] 
http://en.wikipedia.org/wiki/Strategic_thinking
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Enter Daniel Kahneman's Thinking, Fast and Slow.

The book's central thesis concerns a dichotomy between two modes of thought:

System 1 is fast, instinctive and emotional; System 2 is slower, more deliberative, and more logical.

System 1 involves intuitive synthesis, pattern linking.  (Strategic Thinking?); System 2 involves planning and logical analysis. (Strategic Planning?)

http://en.wikipedia.org/wiki/Thinking,_Fast_and_Slow
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Okay, back to the key points from my reading of Fiona Graetz's paper, from which the figure below was clipped: http://goo.gl/JOE7pv

... strategic planning deals with the step-by-step, rational, systematic, logical process.

... strategic thinking can be viewed as a pattern, which suggests “unplanned, emergent strategy patterns or consistencies that are realized despite, or in the absence, of intentions” (Graetz, p. 456).
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As integral components of the strategic management framework (see Figure 1), there need to be moments of convergence and moments of divergence, a synergistic tension that reconciles creativity with rationalism and pragmatism, and blends synthetic with analytic critical thinking (Heracleous, 1998, p. 485). Recognising and valuing the creative tension between strategic thinking and planning provides a powerful driving force within the strategy-making process.
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By asking the creative question '"What if?'" followed by the critical question "If ... then ...?" strategic thinking spans the analytic-intuitive dichotomy that Mintzberg refers to in his definition of thinking as synthesis and planning as analysis.
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Q: What if? (Sys 1) If .. then ..? (Sys 2)
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