Fractals of strategic coherence in a successful nonprofit organization

We theorize that organizations that are able to use stories and examples to explain their strategy and offer a flexible guide to discretionary employee behaviors use them in what can be termed a fractal fashion. The thesis is based on the idea of how strategic logic can be communicated and how it can be reiterated to lead to strategic coherence across different levels of analysis in organizations. The parallels of a nonlinear, reinforcing process that is based on iteration inspired us to draw on complexity theory and fractal processes to understand the generation of strategic coherence. We present the case of a successful nonprofit organization where it appears that such a fractal use of stories occurred.