Strategic thinking has evolved from a concept predominantly based on analytical thinking, closely integrated with strategic planning, to a broader mindset, yet it remains strongly ‘head based’. This study explores a context where a broader, more holistic perspective exists, focusing on the connection of small and medium-sized environmental organizations with the natural world; why and how this relationship influences strategic thinking and how it enables organizations to leverage limited resources.

The research methodology reflects the rationale that a holistic perspective of strategic thinking is best understood by adopting an interpretivist research philosophy, using an inductive, ethnographic approach, focused on interpreting deep, rich layers of meaning within participant data to inform new theory and existing practice. The triangulated multi-method approach, within an embedded case study setting, comprises thirty-eight individual interviews and four workshops (interviews, participant observation).

The research findings indicate that the participants have a strong connection with nature through a diverse, broad range of sensibilities or multiple intelligences (mind, heart, body and spirit), extending beyond a cognitive understanding. Participants share a common experiential process of connection that binds them together as purpose driven organizations.

Both strategic thinking and planning are critical, incorporate different ways of thinking, and enable participant organizations to meet, resolve or simply hold opposing stakeholder worldviews and perspectives, underpinning the ability of organizations to leverage their limited resources, maintain sustainability and achieve core purpose. The strategic thinking process is emergent, complex, interconnected, informal and embedded within pivotal places alongside governance, strategic planning and other key processes.