By Kristopher T. Blume
Strategic planning. Those two words receive forced association. I would like to introduce the notion that we evaluate three words: thinking, planning, and strategy. When we evaluate these three words separately, we can find more creative solutions to organizational challenges. There is no single methodology, process, or algorithm for developing strategy. Strategy is a creative process of synthesis. Synthesis doesn’t come from analysis; those two are incompatible. Planning is the process of reducing the whole into its constituent parts. Strategy is the compound that fuses the two together. Now, let’s add thinking to this equation. “Strategic planning works on the skin and bones; strategic thinking works on the organizational soul.” (Fairholm, 2009) Together, these tools can bring about a realization of organizational or agency goals. However, these two strategic approaches operate on different levels. With the rapidly changing environment full of uncertainty, implying a serious need to innovate, strategic planning alone can be viewed as insufficient to lead our fire service organizations forward.
Strategic thinking not only precedes strategic planning; it also outweighs it. Fire service organizations and their leaders should start with strategic thinking to assist the department in realizing its goals, taking a thoughtful approach for better results. Let’s discuss the fundamental elements that distinguish strategic planning from strategic thinking by offering a broad definition of these two terms. We should also discuss the attitude toward strategic thinking, beginning with how a fire service organization develops its values, the sharing of information, and the change in focus toward embracing uncertainty.
First, we need to discuss the dissimilarities separating strategic planning and strategic thinking before discussing the shift toward strategic thinking. With factors that include dwindling resources, increased service demands, multigenerational workforce, and more, there is a need to augment strategy. There are two main approaches, namely, strategic thinking and strategic planning. These focuses should be used by the senior leadership to ensure that fire service organizations operate more effectively. The above two terms are, however, not identical. The two approaches to strategy differ considerably. Following are definitions of the terms strategic planning and strategic thinking.
Strategic Planning
Seen as a dated approach, the term strategic planning involves a linear process with an upward focus that acts as the blueprint on how and what actions will be taken. This approach focuses on economic, policy, or structural changes that influence the fire service agency. This requires the organizational management to adjust the changes to align with the department’s goals and intended outcomes/results and assess whether a new direction is needed. These changes could be new staff being appointed or senior staff moving up or out. (Raman, 2021) The adjustments will be to the “how” approach and the “what now” approaches. (Fairholm, 2009) Consequently, strategic planning focuses on detailing technical aspects such as the steps needed to resolve a problem/challenge/opportunity or improve a process.
Chaos in the process can be mitigated by employing an approach that allows for “prediction, analysis, and programming.” (Fairholm, 2009) More so, the strategic goals in this approach focus on realistic plans that can be monitored and assessed. However, as Fairholm (2009) stated, “Strategic planning has proven to be very useful but limited.” Furthermore, this approach is more focused on organizational effectiveness; however, some gaps will still be demanding to be filled, and this is where strategic thinking can assist. One of the biggest criticisms of this approach is that the outcome may not be encouraging. Once we understand strategic planning, we can learn more about strategic thinking and how critically important it is.
Strategic Thinking
By comparison, the term strategic thinking is much more fluid than linear thinking, having a notably downward perspective. In fact, this approach provokes a decision-making procedure that is more focused on insight, originality, and research. To form a broad view of the department, the context or understanding of its complex underlying issues must be known in the face of political, technological, institutional, and economic outcomes for the fire service organization. Strategic thinking is the driving force of a well-rounded vision of the department. This vision will then be aligned with its goals to remain competitive by developing unique and innovative strategies that acknowledge the internal and external factors influencing the fire service agency and its future strategic planning. The focus is, therefore, more on strategic thinking than on strategic planning.
Leadership focused on strategic thinking is highly effective in a chaotic world. This type of leadership is grounded in the agency’s core values, which are supported by the organizational mission and vision statements. Focusing on designing a solution through brainstorming ideas could lead to success. (Kazmi & Naaranoja, 2015) On the other hand, strategic planning is more centered on managing projects and tasks to completion. W. Chan Kim & Renée Mauborgne coined the term red ocean to describe fierce competition in the business world. (Schawbel, 2021) This theory is relevant to the fire service, considering the fact that there are a number of external and internal factors affecting any fire service organization’s success. Opting for an agile approach will help control chaos by focusing on the department’s values, identity, and purpose. Strategic planning is focused more on achieving desired goals. Strategic thinking, conversely, takes a holistic and philosophical approach. Its purpose or focus is more on responsibility. Strategic thinking can adapt and respond to the changes faster while driving the company to stay focused on its goals. Focusing on the values is not the only aspect of this process; we should also discuss the importance of information sharing.
The Importance of Information Sharing
With the expansion of the Internet and accessibility to information, there is actually a challenge with the sharing of timely, relevant, and appropriate information. Strategic planning might have controlled or limited access to information. There is a focus on relationship building; gathering feedback (or assessment of a system); and the third factor of trust, which is paramount in organizational strategic development. Once trust has been developed, the department leaders’ intent will be favorably received, which will, in turn, solidify the agency’s goals. This means that, especially in today’s complex circumstances, building a culture of trust is more effective than building structure, which is the goal of strategic planning. This allows the organization to solve its internal issues and build itself up to resist external threats and challenges. Nonetheless, we should also discuss the change in focus to embrace uncertainty.
Change in Focus Must Embrace Uncertainty
As strategic thinking is a reply to what one should be doing and, more so, why, this approach is more aligned with innovation and is viewed as the path to success. (Kazmi & Naaranoja, 2015) However, the focus is on people, not systems. For instance, Google is an example of a company that has applied strategic thinking and innovation. By allowing its engineers to focus on projects on the side, not only the core goals, Google has given birth to new ideas that have led to new products and growth for the company. By embracing uncertainty, a fire service organization is in a position to adapt efficiently and effectively. This would place the agency in a healthier position to offer the membership and community better value. In fact, this point is supported by a study in the business world by Kazmi and Naaranoja (2015) that found a strong link between product innovation and strategic thinking, which the researchers defined as target reach.
Ever Forward, Thinking, and Planning for Successful Strategy
Fire service agencies that use strategic thinking as their core approach to management will include innovation in their organization’s goals. This will have an immediate consequence on the agency’s success. These organizations will be more prone to understanding how to respond to internal and external challenges/threats. Through strategic thinking, departments will follow a more customer-orientated perspective while remaining eager to develop new strategies aimed at the forward progress of the organization. Strategic planning and strategic thinking are codependent through the value exchange from shared quantitative and qualitative data. Omitting strategic thinking will lead to an organization that is unable to effectively address changes to its internal and external environments. This could cause the department to fail to innovate or harvest fully from its membership. (Lowder, 2009) As Fairholm (2009) declares, strategic thinking will “link the organizational soul to the body that is rightly fit together by organizational managers and planners.”
It is a valuable exercise to distinguish between strategic planning and strategic thinking by presenting a broad definition of both terms. Strategic thinking is more beneficial for fire service organizations, as it focuses on its values, promotes information sharing, and changes its focus toward embracing uncertainty. It’s also worth mentioning that strategic thinking is a skill and, unlike strategic planning, strategic thinking is not a process. Strategic thinking can be learned, cultivated, practiced, improved, as well as applied. I encourage you to view strategic thinking as the path forward.
BIO:
Kristopher T. Blume is chief of the Meridian (ID) Fire Department and has more than two decades of fire service experience. He is an author, a lecturer, and an independent consultant. Blume is a graduate of the Executive Fire Officer program and is an instructor at the National Fire Academy. He is focused on values-driven, mission-focused leadership for the fire service.
