Improwizacja vs. planowanie w decyzjach strategicznych w warunkach niepewności: dylemat czy paradoks w praktyce strategów?
Improvisation vs. Planning in Strategic Decisions in the Conditions of Uncertainty: Dilemma or Paradox in the Practice of Strategists?

Summary/Abstract: The aim of this article is to identify strategists' approaches to the planning vs improvisation dilemma in strategic decision-making in the conditions of increasing environmental uncertainty. The research was conducted using a qualitative approach, employing in-depth interviews with strategists (n=18). The results reveal three dominant patterns of strategic decision-making: planning-oriented, improvisation-driven and paradoxical approaches combining both logics. While some strategists retained their existing approach during increased uncertainty, others shifted emphasis by enhancing the role of intuition while maintaining structured decision processes. The research does not confirm radical changes in preferences - such as the replacement of planning by improvisation in strategic decision-making. However, it indicates a growing tendency to apply both approaches concurrently. These strategies reflect a paradoxical mindset, which may provide a relevant response to high environmental uncertainty.

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