nmental factors dictated against strategic planning based on predetermined objectives and goals. McCaskey (1974, pp. 281 291) held that strategic planning must be an intuitive process, if it is to be effective. He perceived an intuitive strategic planning process to be one in which strategic planners proceed to (1) identify arenas of activity, and (2) preferred (by the organization) styles of action.
Proceeding in the manner described above, the strategic planning mode within an organization would depend primarily upon (1) the specific tasks confronting a firm at a given point in time, (2) the character and structure of the firm's organization at a given point in time, and (3) the capabilities and preferences of the people within the firm at a given time. With such a perspective, objectives and goals would be determined subsequent to the development of strategy, as opposed to providing bases for strategy development. Certainly, McCaskey's approach better provided for incorporation of environmental dynamics into the strategic planning pr
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