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configured, and cast in institutionalized "standards" and the like, this
kind of planning, at best, "improves" the organization according to self-
serving internal criteria or, at worst, perpetuates organizations that are
already obsolete. In fact, comprehensive planning has the ultimate effect
of making institutions out of all organizations. An institution is an or-
ganization that exists solely for self-perpetuation.Strategic decisions are those commitments that challenge the existing
orders, create disequilibrium, and encourage risk toward new realities.
They are decisions that, at the time, are often completely unrealistic and
generally considered unachievable. But they are all predicated in the fact
that the only reality anyone will ever know is that which he or she sees.
And what one sees is always and only a matter of choice. Strategic de-
cisions create those new realities. The ultimate test of a strategic decision
is this: If the organization that develops a strategic plan can implement
the plan, then truly strategic decisions were not made in the planning
process. High risk? Yes. But not as risky as the alternative."Strategics," then, is a single concept with three critical facets:
1. Strategic Thinking. This is the idea. It establishes the context that gives meaning
to human activity. It defines reality.
2. Strategic Planning. This is the technique by which all variables are synthesized
and the means by which all energies are dedicated to one ideal intent. Un-
derstanding and commitment are set forth in a plan that is, in effect, both
stimulus and expedient.
3. Strategic Action. This is the realization of the plan and the discovery of new
possibilities within the action. This is the idea.

-4-

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Publication Information: Book Title: Strategics: The Art and Science of Holistic Strategy. Contributors: William J. Cook Jr. - author. Publisher: Quorum Books. Place of Publication: Westport, CT. Publication Year: 2000. Page Number: 4.
    
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