Deck 16: Strategy-In-Practice: Learning, Reflecting, Thinking

Question 1

In strategy, what does learning refer to?

A) New insights arising from that information that help us understand competitors in a different way
B) Receiving information
C) Taking in information
D) Information assembly

Answer 1

A

Question 2

Why has the experiential learning circle (ELC) been subject to criticism?

A) Because it represents learning as a neat orderly cycle that always follows a fixed routine
B) Because it misses out key analysis steps
C) Because it is only a partial representation of the corporate strategy
D) Because it is overly simplistic

Answer 2

A

Question 3

Situated learning theory recognizes that strategic knowledge derived from cognitive learning processes is not static, but:

A) has a dynamic aspect in both formation and content
B) is fluid and changing
C) is difficult to articulate
D) Is constantly updated

Answer 3

A

Question 4

Critical reflection is capable of…

A) bringing stakeholders together
B) forcing stakeholders apart
C) challenging the status quo
D) generating greater collective insight

Question 5

Which of the following is not a factor noted by Porter (2017) that stops people from reflecting?

A) We plan to come back to it during strategic review
B) We don't like the results that can emerge from reflection
C) We don't know how to reflect
D) We have a strong bias for action which overrides our willingness to ponder

Question 6

Reflection requires us to be:

A) Honest with ourselves and others
B) Critical of others
C) Complimentary to our selves
D) Congratulatory on our achievements

Question 7

The ELC emphasizes the need for considered reflection and reflective practice as a way of improving strategizing performance.

Question 8

Which two of the following help us to test the validity of our plans?

A) Dissenting voices
B) External perspectives
C) External experts
D) Internal review

Question 9

Which two of the following are key phases in experiential learning?

A) Absorb information about context, actions, and outcomes
B) Refine the new insights arising from small-scale actions or debate with others
C) Prioritise organizational data
D) Use the internal processes to guide a decision

Question 10

The most reliable means of dissecting a situation into its constituent parts and reassembling them in the desired pattern is not a step-by-step methodology such as systems analysis. Rather, it is that ultimate nonlinear thinking tool, the human brain.