Uncertainty and Strategic Decision Making

Abstract

For organizational leaders, manag \ning strategic change is a prim \nary management activity (By, 2005). Reflecting \nits significance as a management \nfunction, there is now a subst \nantial body of literature and many dynamic \nmodels and ‘recipes’ advising managers how to lead and implemen \nt strategic change. These models present an \nordered macro approach to what \n, in reality, is a highly complex \n, recursive and messy pro \ncess. In this chapter we \neschew these neatly packaged cha \nnge management processes and ex \nplore the micro level arguments of leaders \nas they grapple with the uncertainty of strategic change and se \nek to give primacy to their sense of the change \nand related issues. Based on th \ne findings of our extensive mic \nro level study, we prese \nnt a theoretical model \nwhich explains the mechanisms that underpin this important acti \nvity.

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