Entry
Reader's guide
Entries A-Z
Subject index
Logical Incrementalism
In the 1950s, Charles Lindblom studied decision-making processes in public administration. He observed that the objective was rarely to achieve a long-term strategy. Decisions were primarily made to solve short-term problems. In many instances, there was no connection at all between the decisions. Many actors were involved and there was no central coordination. Lindblom refers to such decision-making processes as “disjointed incrementalism.” In the late 1970s, James Brian Quinn began a large research project that documented the processes used to formulate and implement strategy in 10 large and diversified firms. The sample included firms from a variety of industries and countries (e.g., Chrysler, Exxon, General Mills, Pilkington, Pillsbury, Xerox). The result of Quinn’s research project was a landmark book titled Strategies for Change: Logical Incrementalism. Like Lindblom, Quinn found that decision-making processes were incremental. Unlike Lindblom, however, he did not conclude that they were disjointed. According to Quinn, top executives in firms do not “muddle”; they seem to direct decision-making processes toward a long-term goal. Because of this underlying logic, he coined the expression: logical incrementalism. In 1980, Quinn defined logical incrementalism as an approach in which a manager “probes the future, experiments, and learns from a series of partial commitments rather than through global formulation of total strategies” This entry presents the fundamentals of the concept and concludes with an assessment of its validity and its impact on the management literature.
Fundamentals
Two major approaches are generally used to describe how managers formulate and implement strategy: the formal planning approach and the power-behavioral approach. Logical incrementalism is different from the formal planning approach. In the formal planning approach, the full strategy is formulated before it is implemented. Thus, the formulation and implementation of strategy are sequential activities. In logical incrementalism, strategy formulation and strategy implementation take place simultaneously. In addition, logical incrementalism emphasizes qualitative and organizational factors, whereas the formal planning approach focuses on quantitative analysis. The underlying rationale is that quantitative analysis is less useful for nonroutine activities (such as the development of a new strategy) than for routine activities. Logical incrementalism is also different from the power-behavioral approach. The power-behavioral approach focuses on negotiation processes and the practice of “muddling” in public administration. While logical incrementalists negotiate with stakeholders, they also have a clear sense of direction.
As Quinn made clear, successful strategies are rarely brought about deliberately through a process of formulation followed by implementation. They often emerge over time as managers proactively develop a course of action and reactively adapt to unfolding circumstances. The implications are straightforward. Instead of setting a course of action in advance, managers should proceed incrementally. Initially, the strategy is likely to be broad and vague. As more information becomes available, it will become more precise. Interestingly, there are two potential uses of logical incrementalism. Although logical incrementalism can be used as a process to formulate a strategy, it can also be used as a process to implement a strategy that already exists in the mind of top managers. In that case, the implementation of strategy (rather than the formulation of strategy) is incremental.
...
- Nature of Management
- Managing People, Personality, and Perception
- Affect Theory
- Affective Events Theory
- Big Five Personality Dimensions
- Causal Attribution Theory
- Cognitive Dissonance Theory
- Emotional and Social Intelligence
- Fairness Theory
- Image Theory
- Individual Values
- Job Demands–Resources Model
- Locus of Control
- Organizational Commitment Theory
- Organizational Identification
- Organizationally Based Self-Esteem
- Psychological Contract Theory
- Psychological Type and Problem-Solving Styles
- Schemas Theory
- Self-Concept and Theory of Self
- Self-Fulfilling Prophecy
- Sensemaking
- Social Cognitive Theory
- Social Construction Theory
- Social Identity Theory
- Social Information Processing Model
- Theory of Emotions
- Theory of Reasoned Action
- Theory of Self-Esteem
- Type A Personality Theory
- Managing Motivation
- Managing Interactions
- Circuits of Power and Control
- Conflict Handling Styles
- Critical Theory of Communication
- Dialectical Theory of Organizations
- Dual-Concern Theory
- Genderlect and Linguistic Styles
- Influence Tactics
- Informal Communication and the Grapevine
- Information Richness Theory
- Organizational Assimilation Theory
- Patterns of Political Behavior
- Principled Negotiation
- Social Exchange Theory
- Social Information Processing Model
- Social Movements
- Social Network Theory
- Social Power, Bases of
- Strategic Contingencies Theory
- Structuration Theory
- Theory of Cooperation and Competition
- Trust
- Managing Groups
- Asch Effect
- Group Development
- Group Polarization and the Risky Shift
- Group Punctuated Equilibrium Model
- Groupthink
- High-Performing Teams
- Multicultural Work Teams
- Norms Theory
- Role Theory
- Social Facilitation Management
- Social Identity Theory
- Social Impact Theory and Social Loafing
- Virtual Teams
- Work Team Effectiveness
- Managing Organizations
- Actor-Network Theory
- Agency Theory
- Behavioral Theory of the Firm
- Bureaucratic Theory
- Complexity Theory and Organizations
- Compliance Theory
- Cooptation
- Differentiation and the Division of Labor
- Dramaturgical Theory of Organizations
- High-Reliability Organizations
- Knowledge-Based View of the Firm
- Matrix Structure
- Meaning and Functions of Organizational Culture
- Multifirm Network Structure
- Organic and Mechanistic Forms
- Organizational Culture and Effectiveness
- Organizational Culture Model
- Organizational Culture Theory
- Organizational Identity
- Organizational Socialization
- Organizational Structure and Design
- Sociotechnical Theory
- Stewardship Theory
- Systems Theory of Organizations
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Typology of Organizational Culture
- Managing Environments
- Strategic Management
- Agency Theory
- Balanced Scorecard
- BCG Growth-Share Matrix
- Business Policy and Corporate Strategy
- Competitive Advantage
- Core Competence
- Diversification Strategy
- Dynamic Capabilities
- Excellence Characteristics
- Firm Growth
- First-Mover Advantages and Disadvantages
- Game Theory
- Hypercompetition
- Knowledge-Based View of the Firm
- Modes of Strategy / Planned-Emergent
- Organizational Effectiveness
- Product-Market Differentiation Model
- Resource Orchestration Management
- Resource-Based View of the Firm
- Seven-S Framework
- Six Sigma
- Stakeholder Theory
- Strategic Decision Making
- Strategic Flexibility
- Strategic Frames
- Strategic Groups
- Strategic Profiles
- Strategy and Structure
- Strategy-as-Practice
- SWOT Analysis Framework
- Tacit Knowledge
- Upper-Echelons Theory
- Value Chain
- Human Resources Management
- Attraction-Selection-Attrition Model
- Behavioral Perspective of Strategic Human Resource Management
- Career Stages and Anchors
- European Model of Human Resource Management
- High-Performance Work Systems
- Human Capital Theory
- Human Resource Management Strategies
- Human Resources Roles Model
- Knowledge Workers
- Model of Occupational Types
- Organizational Demography Model
- Personal Engagement (at Work) Model
- Protean and Boundaryless Careers
- Strategic International Human Resource Management
- Theory of Organizational Attractiveness
- Theory of Transfer of Training
- International Management and Diversity
- Acculturation Theory
- Cultural Attitudes in Multinational Corporations
- Cultural Intelligence
- Cultural Values
- Diamond Model of National Competitive Advantage
- GLOBE Model
- High- and Low-Context Cultures
- Institutional Theory of Multinational Corporations
- Interactional Model of Cultural Diversity
- Managing Diversity
- Multicultural Work Teams
- Organizational Demography
- Social Identity Theory
- Transnational Management
- Managerial Decision Making, Ethics, and Creativity
- “Unstructured” Decision Making
- Analytic Hierarchy Process Model
- Bounded Rationality and Satisficing (Behavioral Decision-Making Model)
- Brainstorming
- BVSR Theory of Human Creativity
- Componential Theory of Creativity
- Decision Support Systems
- Decision-Making Styles
- Escalation of Commitment
- Ethical Decision Making, Interactionist Model of
- Evidence-Based Management
- Experiential Learning Theory and Learning Styles
- Garbage Can Model of Decision Making
- Image Theory
- Interactionalist Model of Organizational Creativity
- Intuitive Decision Making
- Investment Theory of Creativity
- Managerial Decision Biases
- Moral Reasoning Maturity
- Participative Model of Decision Making
- Programmability of Decision Making
- Prospect Theory
- Stages of Creativity
- Strategic Decision Making
- Management Education, Research, and Consulting
- Academic-Practitioner Collaboration and Knowledge Sharing
- Action Research
- Analytical and Sociological Paradigms
- Appreciative Inquiry Model
- Bad Theories
- Critical Management Studies
- Engaged Scholarship Model
- Evidence-Based Management
- Large Group Interventions
- Management (Education) as Practice
- Multilevel Research
- Narrative (Story) Theory
- Organizational Development
- Positive Organizational Scholarship
- Process Consultation
- Psychological Type and Problem-Solving Styles
- Theory Development
- Theory of the Interesting
- Management of Operations, Quality, and Information Systems
- Kaizen and Continuous Improvement
- Adaptive Structuration Theory
- Decision Support Systems
- Gantt Chart and PERT
- Lean Enterprise
- Management Control Systems
- Quality Circles
- Quality Trilogy
- Strategic Information Systems
- Technology Acceptance Model
- Technology Affordances and Constraints Theory (of MIS)
- Theory of Constraints (TOC)
- Total Quality Management
- Management of Entrepreneurship
- Management of Learning and Change
- Action Learning
- Business Process Reengineering
- Continuous and Routinized Change
- Double Loop Learning
- Experiential Learning Theory and Learning Styles
- Force Field Analysis and Model of Planned Change
- Learning Organization
- Logical Incrementalism
- Organizational Development
- Organizational Learning
- Process Theories of Change
- Punctuated Equilibrium Model
- Quantum Change
- Strategies for Change
- Management of Technology and Innovation
- Architectural Innovation
- Dual-Core Model of Organizational Innovation
- Innovation Diffusion
- Innovation Speed
- Lead Users
- Open Innovation
- Patterns of Innovation
- Product Champions
- Profiting From Innovation
- Sociotechnical Theory
- Stages of Innovation
- Technological Discontinuities
- Technology Acceptance Model
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Technology S-Curve
- Transfer of Technology
- Management and Leadership
- Attribution Model of Leadership
- Authentic Leadership
- Charismatic Theory of Leadership
- Cognitive Resource Theory
- Competing Values Framework
- Contingency Theory of Leadership
- Leader–Member Exchange Theory
- Leadership Continuum Theory
- Leadership Practices
- Level 5 Leadership
- Managerial Grid
- Path-Goal Theory of Leadership
- Servant Leadership
- Situational Theory of Leadership
- Substitutes for Leadership
- Theory X and Theory Y
- Trait Theory of Leadership
- Transformational Theory of Leadership
- Management and Social / Environmental Issues
- Loading...
Get a 30 day FREE TRIAL
-
Watch videos from a variety of sources bringing classroom topics to life
-
Read modern, diverse business cases
-
Explore hundreds of books and reference titles
Sage Recommends
We found other relevant content for you on other Sage platforms.
Have you created a personal profile? Login or create a profile so that you can save clips, playlists and searches