To understand how successful strategists learn to do what they do so well, Connecting the Dots is based on research that draws upon real-life lessons learned by nine global business strategists and the application of those lesson in a number of corporate settings. <br> <br>Traditional strategic thinking models tend to be premised on a linear and rational concept of problem solving and planning. The findings of this research identify the non-linear, non-rational and affective aspects of learning to think strategically that are essential for success.<br> <br>It is the application of critical thinking, creativity, reflection, dialogue, testing and re-action to the process of thinking strategically that this book discusses. Theoretical models, conceptual tools and practical exercises provide a coherent framework for learning to think strategically.<br> <br>Connecting the Dots asserts that learning is the critical link to thinking strategically. Learning connects knowledge and meaningful action - a “conversion tool” that can transform thinking strategically into a sustainable competitive tool. Substantial discussion is given to the informal learning process and key learning components identified by successful global strategists.<br> <br>Connecting the Dots concludes with common facilitators and critical barriers to learning to think strategically. The final section of the book offers practical exercises and useful tools to strengthen strategic thinking and to build capacity for learning opportunities within organizations. This book takes learning from the academic to the everyday.<br> <br>* Part of the leading edge New Frontiers in Learning series<br>* Application of critical thinking, creativity, reflection, dialogue, testing and reaction to the process of strategic thinking.<br>* Incorporates activities & exercises that strengthen three levels of learning - instrumental, communicative & transfomative.