According to Mintzberg (2005), "planning" usually involves premeditated reasoning about the future. By contrast, "crafting" involves planning on the fly, as the course of business ensues. In most cases, including support from his research, Mintzberg believes crafting is more reflective of what good managers do. This type of emergent planning is more effective, given the challenges of the business environment.

Mintzberg uses a pottery analogy, which demonstrates how a medium can be used as a starting point. The thinking occurs as the craft is molded. The project may take on many forms, and the end result completely different from the original intent. This is not performed randomly; rather, it is done expertly based on prior experience.

Mintzberg characterizes the actuality of planning as falling on a continuum from emergent to deliberate. The potter's practice falls at the emergent end of the continuum, but not completely since it mixes elements of traditional planning. As a business strategist, it is important to learn from this example, and avoid remaining at the deliberate end of the continuum, instead mixing elements of emergent and deliberate strategy. Flexibility in managing is very important. A key element for good decision making is to know how the company is operating. This requires getting the hands dirty, like the craftsman. A first-hand understanding of the operations is important for making emergent-style decisions. Eisenhardt's (2005) analogy of the jazz artist supports this well. In this, the importance of improvisation is emphasized. The jazz artists operate within a simple set of rules, yet the music is very much original. Accomplishing this requires communicating with other band members and paying attention to what each is doing and playing. They play in the "now." The real benefit of the improvisation approach is adaptability.

How can periods of convergence and divergence be effectively managed? Attend to each in turn. Those who never change lose creativity and become obsolete. Those who are always changing never settle down. They can never exploit or develop a distinctive competence.

Mintzberg's experience and research shows that stability is the norm. Change is subtle, but occasionally comes as a dramatic revolution. In most cases stability pervades. Because of this, the focus should be on effectiveness and efficiency with the strategy already in place. The trick is to choose the appropriate time for initiating change.

In closing, the words associated with a craft include, "dedication, experience, involvement with the material, the personal touch, mastery of detail, a sense of harmony, and integration" (p. 111).

Reference List

Eisenhardt, K. M. (2005). Strategic decisions and all that jazz. In C. W. Weick (Ed.). Out of context: A creative approach to strategic management (pp. 115-118). Mason, OH: Thomson/South-Western.

Mintzberg, H. (2005). Crafting strategy. In C. W. Weick (Ed.). Out of context: A creative approach to strategic management (pp. 102-114). Mason, OH: Thomson/South-Western.