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A strategy is not a plan or a set of goals. It is a shared mental model of how the organization creates and captures value — a schema that tells every member what to prioritize, what to ignore, and how their work connects to the organization's purpose. When the strategy schema is clear and shared, the organization acts with coherence. When it is vague or fragmented, even talented people pull in contradictory directions.
Different departments, functions, and levels within an organization often hold conflicting schemas — different mental models of what matters, how work should flow, and what success looks like. These conflicts are not personality clashes or communication problems. They are structural: each group's schemas were formed by different experiences, incentives, and professional training. Surfacing and reconciling these schema conflicts prevents the coordination failures that masquerade as interpersonal friction.