Experience of Strategic Thinking in a Volatile, Complex, Uncertain & Ambiguous (VUCA) Environment.

摘要

Purpose of the Study: To understand the experience of leaders when they think strategically in complex environments, where complex environments are characterized by volatility, uncertainty, complexity, and ambiguity (VUCA). Problem Addressed: Across the Department of Defense (DoD), leaders in acquisition program management are faced with increasingly complex environments that challenge their ability to think strategically to guide acquisition program strategies that meet expectations and system requirements. Strategic thinking draws on both the strategy formation as well as cognition literature, however little is understood about the relationships of these topics. In addition, there is little in the literature about how strategic thinking in complex environments occurs, what triggers strategic thinking, what strategic questions are being asked, and what methods are being used to develop insight that help guide longterm strategies and short-term execution decisions. Significance of the Study: The research study will help identify what happens when leaders think strategically in complex environments and how it occurs. As the complexity of the acquisition environment continues to increase, this research study will provide important information that can be used to help improve strategy development and execution decision-making. In addition, the individual participants will acquire knowledge about their own strategic thinking in complex environments.