"Specifically, we need to develop capabilities for paradoxical thinking, peripheral vision, connected thinking, learning to see things from different perspectives, and the skill to differentiate and integrate complex interconnected issues for clearer thinking"

Wright, R.P., Paroutis, S.E. and Blettner, D.P. (2013). 'Strategic Tools Usefulness'. Journal of Management Studies, 50(1): 118.

A few words on the Article
 
Robert Wright, Sotirios Paroutis, and Daniela Blettner, in 'How Useful Are the Strategic Tools We Teach in Business Schools', evaluate how practical and effective are some of the key strategic tools that are commonly taught in business schools. These are, for instance, the SWOT analysis, Porter's Five Forces, and the Balanced Scorecard.

The study argues for the theoretical soundness and value of these instruments. At the same time, the authors highlight the way in which these tools are applied varies among managers. Many managers adapt these tools to their specific organizational contexts, suggesting that flexibility in application is a crucial element for these tools to be effective.

The authors argue that managers reflect in dualities, favor multiple-tools-in-use, which allow to encompass complexity, to hold a peripheral vision, and to deal with highly complex issues by guiding the overall thinking process effectively. 

In business school contexts, practical guidance emerges as central, alongside theoretical instruction. Additionally, the research emphasizes the importance of tools that address modern challenges.