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In order to attain a more pleasant situation, organizations often strive to formulate a strategy. For many years, numerous
concepts and techniques have been suggested for the purpose of a achieving an appropriate strategy out of which some center on
adjusting the resources and skills of an organization to the opportunities and risks arising from the external environment
(porter Buzz ell and Bradley) and Some others ell1phasize the resources and capabilities of an organization as drives for
co111petitive benefits (Grant 1991).
All such concepts and techniques il1lply the possibility of
identifing a systematized strategic direction. Today, it is crystal
clear that this end Blight be achieved only when the assul1lptions concerning the environmental turbulence have not changed and


the goals of the organization have been properly defined. (Mintz berg) challenging different rivalries shall demand a new
approach to the strategy. Strategy formulation and developIl1ent are traditionally based on a process of this conception that a
business environn1ent is analyzed with regard to the causal rein tions between external and internal cricumstances and the
resultant strategy is forn1ed by drawing on a single- oriented approach. Most of the strategy developn1ent processes tend to
focus on the tasks performed by Andrews Kristian sell at Harvard Business School in the 1960s. Such processes, by employing the
single - oriented approach, entail son1e defined steps which are consecutively taken as follows:
Feurer and Kazem chaharbaghi, 1995)
1 - Data collection and analysis
2 - Forll1ulation of strategies 3 - Evaluation of strategies
4 - Selection and implementation of strategies
However, owing to rapid environmental changes which
transform the value systen1 of a business environl11ent, it seems in appropriate to en1ploy the single-oriented approach causing the
initial assumptions to change before a strategy could be established or implemented such observations necessitate us
presenting a dyna111ic approach based on SOI11e fundamental itell1s as fol1ows:
1 – a regular simultaneous and timely assessment of the
simul
characteristic and urgent issues of the organization as well as choices of its competitive enviroment.
2 - Ability to identify the essential strategic ite111s appropriate to the cricumstances.
3 - AbilitY to measure the speed 0f impiementing the formulated stratey.
4 - Ability to shift from one strategic direction to another choice restarting the process of implementation from one
strategic direction to another.
The foregoing ite111s dell1and that the dynamic formulation and
development of a strategy account for the following there process which are accoplished in parallel with each other:
1 - Deterll1iation of strategic items
2 - AsseSStl1en t of the organizations present competive
situtaion
3 - Identification of strategic change process
Research has proved that policy l11aking is an extraordinarily complex process in which delicate, intangible and often unconcious factors emerging from humann thought have effective
roles. The subject of learning plays a considerable role in the creation of new strategies (Mintzberger).
The rational logic used in dealing with the countless intricacies of the strategic behavior seems to be ineffective (is like a wood
stick). By no stretch of the ill1agination could ratiocination work on that scroe and rationalists build their house on the quick sands.


Therefore, it is necessary to gain some behavioral and political insignts into the views in conjunction with a logical behavioral and
political framework of argu111ents.( Ansoff, 1996)