MANAGING HUMAN PROBLEMS IN STRATEGIC PLANNING SYSTEMS

During the last two decades, strategic planning has become one of the more important administrative systems for senior‐level executives. Researchers, consultants, and corporate staff have invested a great amount of time and effort in both learning how to design planning systems and training others in ways to do so. Throughout this period, however, the accumulated knowledge and experience has gotten somewhat out of balance. That is, one seems to know a great deal more about how to design strategic planning systems than about how to manage these systems.