Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving.
Partly cited in Changing by design: a practical approach to leading innovation in nonprofit organizations by Douglas C. Eadie (1997, p.128)
Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.Henry Mintzberg
Data don't generate theory – only researchers do that.Henry Mintzberg
Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs and for the same reason: theories help us make sense of incoming information.Henry Mintzberg
Anecdotal data is not incidental to theory development at all, but an essential part of itHenry Mintzberg
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.Henry Mintzberg