In Search of Strategic Consciousness and Using Plans as Mirrors: The Case of Raisio Town

Abstract

In Finland strategic planning has become a popular means to seek a more comprehensive view on development and futures, but if policy-makers are locked in the too instrumental view, their view on strategic planning remain rather narrow, and hence it easily turns out to be a technical exercise in which strategic planning document is the most important outcome. In this paper it is argued that one of the most important ways of managing strategically is to generate strategic consciousness in a never-ending strategy process. It is argued that strategic consciousness is a crucial precondition in a continuous process of strategy. This paper focuses on strategy process in which managers, planners and leading politicians generate shared view on the essence of the municipal organisation and communities. There may be many different ideas and arguments, but in this paper it is argued that strategic consciousness by the aid of mirroring leads to dialogue about conflicting ideas and single measures towards strategic in long run. The role and emergence of a shared strategic consciousness is highlighted using empirical evidence from the strategic management of the Town of Raisio, Finland.