Visuals in Open Strategy

Paroutis, Sotirios; Knight, Eric

doi:10.1017/9781108347921.013

Cited by 5 publications

(10 citation statements)

References 73 publications

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“…However, running workshops with diverse members of an organization might imply adjustment, for instance, in terms of language. Furthermore, it has been argued that the use of visuals might open up the opportunity to communicate and engage with much less strategically informed actors, such as shop floor workers or other stakeholders (Paroutis and Knight 2019).…”

Section: Discussionmentioning

confidence: 99%

Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

Schwarz

2020

World Futures Review

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The key aim of Open Strategy is to open up the process of strategy development to larger groups within and even outside an organization. Furthermore, Open Strategy aims to include broad groups of stakeholders in the various steps of the strategy process. The question at hand is how can Open Strategy be achieved? What approaches can be used? Scenario planning and business wargaming are approaches perceived as relevant tools in the field of strategy and strategic foresight and in the context of Open Strategy because of their participative nature. The aim of this article is to assess to what degree scenario planning and business wargaming can be used in the context of Open Strategy. While these approaches are suitable, their current application limits the number of potential participants. Further research and experimentation in practice with larger groups and/or online approaches, or a combination of both, are needed to explore the potential of scenario planning and business wargaming as tools for Open Strategy.

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Section: Discussionmentioning

confidence: 99%

Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

Schwarz

2020

World Futures Review

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“…Graphic representations support the strategic planning process (Eppler and Platts, 2009), help to map strategic consensus (Tarakci et al. , 2014), and support transparency and inclusion in open strategy contexts (Paroutis and Knight, 2019). The use of visualizations enhances strategy tools in their interactive role to facilitate creativity, meaning, discourse and knowledge creation and sharing in strategizing (Jarzabkowski and Kaplan, 2015; Knight et al.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Over the last years, knowledge visualization has become an emerging area of research and has received more and more attention in managerial decision making (Moretto et al, 2022;Schiuma et al, 2022). Graphic representations support the strategic planning process (Eppler and Platts, 2009), help to map strategic consensus (Tarakci et al, 2014), and support transparency and inclusion in open strategy contexts (Paroutis and Knight, 2019). The use of visualizations enhances strategy tools in their interactive role to facilitate creativity, meaning, discourse and knowledge creation and sharing in strategizing (Jarzabkowski and Kaplan, 2015;Knight et al, 2018;Paroutis et al, 2015;Pfister and Eppler, 2012).…”

Section: Calibration Of Knowledge and The Promise Of Visualizationsmentioning

confidence: 99%

Improving decision making through visual knowledge calibration

Muntwiler

Eppler

2023

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PurposeThis article aims to explore the so-called illusion of explanatory depth (IOED) of managers regarding their understanding of digital technologies and examines the effect of knowledge visualization one’s current understanding and decision making. Its purpose is to show that managers think they know more than they do and that this affects decision making but can be reduced through knowledge visualization.Design/methodology/approachIn two experiments with experienced managers, the authors investigate the size and impact of the IOED bias in decision making and examine if sketched self-explanations are as effective as written self-explanations to reduce the bias.FindingsThe findings show that experienced managers suffer from a significant illusion concerning their explanatory understanding of digital technologies and that sketching one’s current level of explanatory understanding of these technologies supports the accurate calibration of one’s knowledge. The findings indicate that sketching knowledge is a helpful modality for the detection and subsequent recalibration of biased knowledge in domain-dependent decision making.Originality/valueThis article is the first to explore the effect of sketched knowledge externalization on the calibration of explanatory knowledge of managers. It extends the literature on both, the IOED and on knowledge visualization as an instrument of knowledge calibration.

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“…This projected vulnerability may assist in making strategists more approachable to stakeholders whom they rely on in strategizing. But it may also have negative consequences if this discourse excludes them from the visible recognition (Paroutis & Knight, 2019), intuitive decision-making (Crossan, Lane, & White, 1999), and popular participation (Mirabeau & Maguire, 2014) that are important elements of strategy work in other studies. This contribution also further elaborates the finding of Mantere and Whittington (2020), which questions the unproblematic treatment of hierarchical position in prior studies.…”

Section: Powerlessness Of Elite Strategists: Limits Within Elite Disc...mentioning

confidence: 99%

Presenting as a chief strategy officer: A discourse-analytical study of elite subjectivities and vulnerabilities

Knight

Jarzabkowski

2022

Human Relations

Self Cite

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Do elite strategists always project powerfulness in how they talk about their strategy work? Whilst the strategy discourse literature has often assumed that those occupying senior strategy positions project strength in how they negotiate power through discourse, our findings challenge and elaborate this assumption by revealing aspects of vulnerability and powerlessness in how they talk about themselves as elite strategists. Based on the strategy discourse of 48 elite strategists around the world, our findings extend the literature at the intersection of power and subjectivity, strategy discourse, and strategy work in three ways. First, we illuminate surprising vulnerability and powerlessness in some elite strategists’ discourses about themselves, an element that goes beyond the assumption of exclusivity and influence embedded in current studies. Second, we contribute to the discursive opening up of the strategist role itself, showing how elite strategists position themselves in contrast to a variety of ‘others’ in strategy work beyond traditional hierarchies. Finally, we advance understandings on discursive competence in the strategy professional field, illuminating new ways in which its discursive competitiveness and continuity is manifest.

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Visuals in Open Strategy

Cited by 5 publications

References 73 publications

Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective

Improving decision making through visual knowledge calibration

Presenting as a chief strategy officer: A discourse-analytical study of elite subjectivities and vulnerabilities

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