Strategic Issues as Tensions

Abstract

A framework that helps managers identify, interpret, and describe a strategic issue and form an issue agenda is presented. In the framework, issues are treated as tensions in which opposing forces push or pull the organization in several ways at the same time. Strategic managers that deal with just one of the poles in a tension are apt to miss opportunities and fail to deal with threats. Treating an issue as tension between opposing forces broadens the search for strategic responses and increases the prospects of taking appropriate action. Six types of issue tensions are defined to help strategic managers test the completeness of their issue agenda. Illustrations of each type of tension and how it can arise are provided. Both applications and research questions posed by the issue-tension framework are discussed.

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