strategy formulation

• "Development of alternative course of action for mission accomplishment" (p. 363) definition
  • (Note - see below, it's not just alternate - includes principal course of action in subdimension of deliberate planning)
  • Includes:
    • Deciding how individuals will achieve their missions
    • expectations
      • me Why is this different than goal specification 👆🏻?
    • communicate task-relevant info
    • prioritization
      • me Again - why is this different than goal specification👆🏻?
    • communication of plans
  • Should consider constraints of:
    • time
    • situation
    • changing environment
    • member expertise
    • sequencing of actions
    • me Is all this just more granular than mission analysis👆🏻?
  • QUESTION where does team charter fit into this? More related to mission analysis, or to strategy formulation?
• Split into subdimensions:
  • deliberate planning - the "formulation and transmission of a principal course of action for mission accomplishment" (p. 365) definition
    • This could be the daily standup, figuring out what's up next and who will work on what.
    • Based on current environmental info.
    • This is the part of planning that is most commonly found in lit to date, on planning and strategy development
  • contingency planning - "the a priori formulation and transmission of alternative plans and strategy adjustments in response to anticipated changes in the performance environment" (p. 366) definition
    • If-then adjustments that will be made if things change - like if an event falls behind schedule. Plan B's.
      • (Related - before action reviews, had that idea mentioned in one of Lauren Kuykendall's classes, to identify potential trigger events? premortem)
  • reactive strategy adjustment - "the alteration of existing strategy or plans in response to unanticipated changes in the performance environment and/or performance feedback" (p. 366) definition
    • When you invent new plans on the fly. "occurs during action phases" (p. 366), in response to changing environmental demands, or to feedback that the current strategy isn't working.
      • All of Elisa's work builds on this, where she separates into acting, monitoring, and recalibrating - so once that's incorporated, this process can probably be left out.