| Abstract [eng] |
In the context of more complicated process of Lithuanian international environment it is getting more difficult to draw a line between foreign and home policy. On the traditional foreign policy agenda new items are to be seen (e.g. terrorism, international migration, etc.) obviously, new activity models are required to deal with these problems successfully. The sector of foreign policy becomes a linking chain that makes it possible to combine inner and outer environmental dynamic processes as well as to more effectively implement national interests. That is why it is extremely important to ensure the efficiency of mechanisms for forming and implementing foreign policy. The work is based on a presumption that the effective planning and management are to be indispensable condition for successful foreign policy. The aim of the work is to estimate the situation in strategic planning and management of foreign Lithuanian policy and to find out if there is any evidence of the development in this particular area. The objectives of the work are: a) to analyze the institutional structure of the strategic planning and management in the Lithuanian foreign policy; b) to investigate the contents of strategic documents; c) to identify the shortcomings in the process of strategic management as a whole and in its separate chains; d) to estimate the situation in the system of strategic management and to characterize its perspectives for future development; e) to give recommendations on how to eliminate drawbacks and encourage development in strategic planning and management. The development of strategic planning and management in Lithuanian foreign policy is limited by the following factors: a) De jure – a great gap between formally consolidated principles of strategic management of foreign policy and a real practical model in forming and implementing foreign policy. b) Bureaucratic – the absence of reciprocity between the Government and its institutions. The exchange of information and strategic initiatives is hardly noticeable and this leads to limiting the development of strategic management. c) Perceptive – the lack of strategic management culture and the dominance of incrementalism in foreign policy. The results of the analysis in strategic management support the hypothesis that the development of strategic management of foreign policy is obvious although the system itself carries some imitation elements. Institutional alterations do not go alongside with parallel changes of value. It is necessary to make changes in methods and approaches related to the work of state officers responsible for systemizing and implementing foreign policy. The development of strategic management can be ensured by applying the so called “double loop” learning model in all levels of state management. This model encourages creativity and provides the tools for long term results while a “single loop” model is able to ensure only routine approaches. The efficiency of strategic management in foreign policy might be achieved by encouraging convergence and dialectics. The basis for such a system should be cooperation among different political institutions, society and representatives of academic society. Involving intellectual resources into the process of strategic management might ensure open foreign policy to stimulate the development of “double loop” learning which in its turn might overcome the absence of strategic thinking and strategic management culture. In addition, more intensive monitoring of strategic management system as well as estimation and control on the level of Government and Parliament might serve for further long term foreign policy. Furthermore, the process might provide the feedback and practical experience thus giving a strong bases for “double loop” learning in the strategic development of foreign policy. |
