Strategic decisions: the value of diversity and conflict

Abstract

Underlines that when decisions are strategic, they normally involve the commitment of large‐scale resources, have long‐term implications and are often difficult to reverse once taken and further points to other reasons for the importance of strategic decision‐making processes. Looks at the role of conflict, taming interpersonal conflict, and the value of eccentricity. Concludes that some degree of eccentricity must be accepted and argues it is unlikely that any techniques for encouraging expression of different views will improve the strategic decision‐making process.

Citation

Kippenberger, T. (1998), "Strategic decisions: the value of diversity and conflict", The Antidote, Vol. 3 No. 7, pp. 27-29. https://doi.org/10.1108/EUM0000000006594