THE IMPACT OF STRATEGIC THINKING ON ORGANIZATIONAL EXCELLENCE AN ANALYTICAL MODEL FOR THE NATIONAL SECURITY ADVISORY

Purpose: The aim of the research is to diagnose the level of awareness of human resources in the organization, the research sample, of the contents of strategic thinking, and to indicate the extent to which the researched organization possesses strategic thinking and invests it in work realistically. Theoretical framework: The theoretical framework of the research is represented by highlighting the research problem and developing hypotheses that are temporary solutions to the problem. In order to obtain the results, a sample of (95) employees of the National Security Advisory Council were selected at various administrative levels. The research included three main hypotheses from which some sub-hypotheses emerge. Methods : The research adopted the descriptive analytical approach as it is compatible with the data of the current research. This approach is based on the process of collecting data and information on the research variable (strategic thinking), according to this approach, the opinions of the respondents are verified, their answers to the questionnaire items are determined, and these opinions are analyzed. Results and Conclusions: The existence of a significant correlation between strategic thinking and organizational excellence, as well as the existence of a clear impact of strategic thinking on organizational excellence from the point of view of the employees working in the research sample chancellery. The results showed a high level of embodiment of strategic thinking at the general level in the Chancellery of the research sample, despite the varying level of importance between the dimensions of strategic thinking. Research implications: The research diagnoses the level of awareness of human resources in the organization, the research sample, of the contents of strategic thinking, and indicates the extent to which the researched organization possesses strategic thinking and invests it in work realistically. Originality/value: The research community was represented by the staff working in the National Security Adviser at different administrative levels and functional specializations. To achieve harmony among the respondents from the community, a random sample of (95) employees were chosen. As (100) questionnaires were distributed, (98) questionnaires were retrieved, and (3) questionnaires were not valid for statistical analysis.


INTRODUCTION
The issue of strategic thinking received great attention from researchers specialized in the field of management, so strategic thinking became a turning point that attracted the orientations of researchers and practitioners, and this is a result of the changes that occurred in the world in general and the business environment in particular, in which traditional thinking became useless, and so began The subject of thinking is a business philosophy adopted by managers in managing the affairs of their organizations.
Researchers, managers, and specialists alike have been convinced that thinking has an effective role in improving the level of performance and achieving the goals of organizations. In this regard, the organization's management should know what strategic thinking is, and how to embody it in the work of the organization, in a manner that achieves compatibility with the developments taking place and leads to creativity and innovation.
Thus, the matter requires the availability of strategic thinking as one of the tools associated with the excellence and superiority of the organization. Realistic events from the business environment, as well as studies that dealt with strategic aspects, have proven that strategic planning alone is no longer sufficient for the management of organizations to achieve their desired goals. Exceptional thinking is characterized by depth and innovative tendencies, and this is embodied in strategic thinking, as it is one of the most wonderful contemporary methods used by the organization's management in order to reach the goals it seeks, foremost of which is the achievement of organizational excellence.
Based on this, the idea of this proposed research came (The Impact of Strategic Thinking on Organizational Excellence: An Analytical Research in the National Security Apparatus), which is an attempt to shed light on two very important concepts that rose to the forefront of the issues of strategic and organizational thought. The problem of the study is evident in the failure to adopt strategic thinking as required and in a way that leads to achieving organizational excellence. The research derives its importance from the importance of its topics, as well as the importance and status of the researched organization and its role in maintaining the national security of the country.

THEORETICAL FRAMEWORK
Organization managers seek to achieve success and excellence, which necessitates that they adopt an advanced business philosophy that is compatible with contemporary environmental data in order to be able through them to possess the capabilities that lead them to success, and then to survive and continue in the business environment, and in order to achieve this, organizations seek to interact with Environmental changes through the adoption of strategic thinking, and benefit from it as one of the important tools in achieving organizational excellence and effective and rapid response to environmental variables, so abstract strategic planning is no longer sufficient for the management of the organization in improving performance and the status of the organization and its competitive position, the matter should be associated with the presence of strategic thinking that It has become of paramount importance to the organization's management and leadership, as it is one of the most important elements of the organization's survival, continuity, and excellence in the changing business environment.
Based on the foregoing, the features of the research problem are clear in the organizations' neglect of the role of strategic thinking and considering it as part of their work philosophy. Here, a question becomes clear: What is the awareness of human resources in the organization, the research sample, of the contents of strategic thinking, and to what extent does the researched organization possess the concept of strategic thinking?
The research attempts to apply an academic methodology by following the basic foundations of scientific research, including designing an aspect of knowledge related to research variables by presenting the relationships between variables and dimensions and understanding them, based on the problem addressed by the research, and this research dealt with a number of paragraphs, including the research problem, its objectives, importance, the research hypothesis scheme, research hypotheses, research method, research community and its sample, research limits, data collection tools and statistical methods, the validity and stability of the resolution, and procedural definitions of research variables and its dimensions, as follows: The features of the research problem are evident in the failure of organizations to reach excellence, due to the absence of strategic thinking in their work philosophy as a function of excellence, as well as not neglecting the role of strategic thinking, and this was evident through the researcher's knowledge of the researched organization. Several questions arise in this regard, as follows: 1. To what extent does the researched organization on the concept of strategic thinking? 2. What is the nature of the correlation between strategic thinking and organizational excellence? 3. What is the impact of strategic thinking on achieving organizational excellence for the organization? Whilst we could clarify the importance of the research through the following aspects: 1. First, the research derives its importance from the important of topics it addresses (strategic thinking and organizational excellence) ، as contemporary administrative trends that have a great impact on the survival, continuity, and success of the organization. 2. The importance of the organization under discussion, which has immense importance in the field of national security and maintaining the security of the country and the safety of its citizens, as well as its regional and international security, as the organization in question enjoys a great position, especially in the current circumstances the country is going through. 3. The research is a modest contribution on part of the important topics in administrative and organizational thought in general and in the field of strategic management in particular. 4. Presenting a theoretical aspect regarding the main variables of the research (knowledge management, strategic thinking).

METHODOLOGY
The research attempts to apply an academic methodology by following the basic foundations of scientific research, including designing an aspect of knowledge related to research variables by presenting the relationships between variables and dimensions and understanding them, based on the problem addressed by the research, and this research dealt with a number of paragraphs, including the research problem, its objectives, importance, the research hypothesis scheme, research hypotheses, research method, research community and its sample, research limits, data collection tools and statistical methods, the validity and stability of the resolution, and procedural definitions of research variables and its dimensions.
On the other hand, we could refer to the objectives of the research as follows: a. Diagnosing the level of awareness of human resources in the organization, the research sample, of the contents of strategic thinking. b. Determine the extent to which human resources in the researched organization understand the concept of organizational excellence. c. Indicating the degree of possessing the researched organization of strategic thinking and investing it in work in a realistic manner. d. Identify the extent to which organizational excellence is achieved in the research sample organization. e. Clarifying the correlation between strategic thinking and organizational excellence. f. Knowing the impact of strategic thinking in the embodiment of organizational excellence in the work of the researched organization.
In order to clarify the parameters of the study and the interrelationship between its variables, it requires a model for the study that reflects the nature of the relationship between the two research variables: strategic thinking (the independent variable), with its dimensions (intentional thinking, systemic thinking, opportunity thinking, temporal thinking), and organizational excellence (the dependent variable) with its dimensions ( knowledge generation,  nature of the correlation relationship between the independent variable with its dimensions  combined and the dependent variable with its dimensions combined, as well as the impact of  the independent variable with its dimensions combined on the dependent variable with its dimensions combined, and the same is the case with regard to the effect of each of the dimensions Strategic thinking in the dependent variable with its combined dimensions.

The Hypothesis of the Research
We can see in Figure (1) which shows the proposed hypothetical model for the study, which is clear of the relationship between the two variables, and they are as follows: • The first hypothesis: There is a significant correlation between strategic thinking and organizational discrimination. • The second hypothesis: There is a significant effect between strategic thinking on organizational discrimination. • The third hypothesis: There is a significant effect between the dimensions of strategic thinking together in organizational discrimination. The community was represented by the employees working in the National Security Adviser at different levels of management and functional specializations. To achieve harmony among the respondents from the community, a random sample of (95) employees were selected .Based on the relationships shown in the hypothetical model of the study.  The occurrence of massive technological development, the information revolution, and changes in the business environment, which included many aspects, including economic, social, political, and technical, led to the emergence of various challenges facing organizations' departments at the present time, including the challenges associated with these changes. Many problems arose that required dealing with them effectively, and here the importance of Strategic thinking as a tool through which leaders can read the current environmental reality and anticipate future challenges in order to reduce the repercussions of complexity and environmental change and adopt the proactive principle in order to adapt to environmental changes in order to invest in available opportunities and deal with threats in accordance with the resources available to the organization. Based on that, the contents of this topic deal with the concept of strategic thinking to explore some aspects related to it, as follows: 4.1.1.1 First: The Emergence of Strategic Thinking It has been mentioned in the Holy Qur'an what invites man to think, as is the case with thinking about the creation of the Creator, the highest, when it came in the Book of the Mighty God: "Thus does God make clear to you the verses, so that you may reflect" (Surah Al-Baqarah / 219), (Indeed, in the creation of the heavens and the earth and the alternation of the night And the day are signs for those with understanding, who remember God standing, sitting, and on their sides, and reflect on the creation of the years and the earth. These verses are a small part of a huge number of verses related to thinking, which means that every human being is a thinker. The initial features of the emergence of strategic thinking can be attributed to the first ages of human life, as the strategic direction at that time represented preserving his survival, and man sought at that time to move to invest in the environmental opportunities and resources available in the environment, and in return trying to avoid the risks posed by that environment, and embodied this In its time, simply to take advantage of the opportunities for food availability and to avoid the risk of death, and thus the development of strategic thinking with the development of human life (Abdul Qadir, 2022:523).
The concept also highlights the limitations of fragmented thinking between natural and social sciences. This is exemplified by the fact that these journals are inter-or trans-disciplinary.
The scientific premise that positions nature as an 'inhuman 'object, separate from the humans who study it, is invalid because humankind is inseparable from nature The human both constitutes and is constituted by nature. Thus, the concept of the Anthropocene opposes the fragmented view promoted by positivist science and Cartesian thought. This fragmented perspective is highly responsible for the Anthropocene phenomenon ().
When the French philosopher Descartes (1596-1650) wrote his books, including Discourse on Method in the year (1637) and Reflections on First Philosophy in the year (1641), he expressed in it his belief in separating mind from matter, He presented his famous saying (I think, therefore I exist) and his theses had a profound impact on Western philosophy. This concept of separation is deeply rooted in our contemporary view of the world, and the concept of strategic thinking has evolved within this largely unconscious and dominant paradigm of separation. The term "strategic thinking" itself is a strong indication of the steadfast dominance of the head-based nature of the process and how it continues despite the increasingly complex and turbulent nature of the world around us (Karami & Gorzynski, 2022:372).
It was said in ancient Indian philosophy (you are today where your thoughts came from, and you will be tomorrow where your thoughts take you). In a series of complex ideas that take place in the human mind very quickly, all to simplify the issues that occupy the mind by analyzing its primary elements to reach the ability to compare and represent (Abdul Qader, 2022:523).
The concept of strategic thinking, whose real launch as a term is in February of the year 1994 after the issuance of an article (Mintzberg) in (Harvard Business Review), which confirmed that the conceptual intertwining between planning and thinking would cause confusion to senior management and reflect negatively on the vision of the organization. Thinking in general is a high-level mental product that passes through a package of mental processes that includes analysis, synthesis, and the formulation of assumptions, so that its final outputs are embodied in the form of concepts, judgments, and theories, and thinking interacts with reality and reflects it and is associated with the social and psychological system (Hassan et al., 500:2021). (Mintzberg) introduced the concept of strategic thinking into an academic field, defining its objectives and dimensions, and setting the boundaries that separate it from other concepts, describing it as a special way of thinking that focuses on insight and the use of intuition and creativity in strategy (Hadi, 2019: 375).
Strategic thinking was widely used in administrative literature at the end of the twentieth century, and this was done in the field of strategic management, as strategic thinking refers to the processes related to the mind and knowledge, which the manager adopts in order to anticipate the future and explore the opportunities and challenges posed by the environment of the organization, including its rapid changes, and all This is for the survival of the organization and its continuity (Abdul Rasul and Kazem, 652:2022).
The researcher believes that strategic thinking appeared at the beginning of the last century and attributed its emergence to rapid environmental changes and tremendous developments in all fields, which require a way of thinking beyond traditional trends.
The researcher believes that the stages of strategic thinking continue one after the other, as it began from the process of understanding that appeared at the end of the last century, and then began the other stage, which is the stage of development of the concept if the development includes the concept of strategic thinking, followed by the stage of discrimination, which includes the development of breaks between strategic thinking, strategic management, and strategic planning, Finally, the stage of actual application of the contents of strategic thinking.

Second: The Concept of Strategic Thinking
Thinking is one of the higher cognitive mental processes, which has an active role in the development of human life, the superiority of man over the rest of other living beings, and the investigation and exploration of effective methods of generating solutions through which he overcomes the difficulties and problems produced by life, and it is clear that most of the manifestations of scientific and practical progress that have been achieved are based on the thinking process (Sakr et al., 2022:355). Thinking is one of the foundations of mental formation, due to its role in cognitive processes as in cognition, dealing with information in order to reach meaningful results, thinking as a mental activity that can be learned and mastering its requirements, and thinking skills are related to information processing, decision-making, obtaining knowledge and achieving creativity, as this cannot be achieved without thinking (Hussein and Alwan, 2021: 331).
The concept of thinking acquired a strategic feature in the modern era in the eighties of the last century, the concept has been associated with philosophical trends in the field of related 8 research, which was an attempt to use strategic management as a method of the strategic planning process, and its effective contribution to achieving the goals and objectives of the organization, Strategic planning appeared in organizational thought in the sixties of the twentieth century and then began to receive great attention in the last quarter of the century (Abdul Rasoul and Kazim, 2022: 652). The concept of strategic thinking has its roots in several disciplines and fields, including cognitive science, inclusion theory, organization (considering leadership), systems approach, and strategic management, the latter of which forms the theoretical perspective through which the presented research is embodied (Amitab & sahay: 2007). Strategic thinking critically complements the field of strategic management (Piorkowska et al,2021:316).). Therefore, strategic management and strategic thinking are seen as the process of developing a strategic plan to achieve goals.
Strategic thinking is different compared to other types of thinking, due to several features that shape this type of thinking. Strategic thinking is a thoughtful method of thinking, aimed at change, progress, and achieving all that is best for the organization. This type of thinking is competitive, challenging the current situation, and looking at things from different perspectives. It allows the individual who owns it to see things and situations from angles the author of this type of thinking offers new and different solutions (Al-Zalzali, 2022:782). Table  (1) presents the most important differences between strategic thinking and (normal) operational thinking. The researcher believes that strategic thinking can be defined as the mental ability to extrapolate environmental data and make decisions related to the future of the organization to achieve strategic goals.

The importance of strategic thinking
Strategic thinking is not only a series of systematic plans, but a pattern of cognitive planning, which is not the roadmap to be followed, but a comprehensive view of all ways to reach the goal. Strategic thinking requires the ability to make predictions about the future, which relates to determining the direction of all variables that affect the organization (Ginanneschi,2021:2).
Strategic thinking is proactive and reflexive, and especially necessary for those individuals who want to become successful entrepreneurs, it is also necessary for all humanity, strategic thinking contributes to enabling entrepreneurs to move confidently in a dynamic and competitive environment, strategic thinking helps organizations identify ways to prepare confident forecasts, reduce uncertainty in business decisions, and is also essential to generate and maintain competitive advantage, Many of the problems facing organizations and the lack of strategic thinking are communicating with other organizations or individuals in pursuit of the goals and objectives they aim to reach (Olaniyi & Lucas, 2016:24). (Sakr et al., 2022:356) pointed out that the importance of strategic thinking is that it focuses on the critical and basic aspects of the organization, as in the process of change adopted by the organization, as well as diagnosing the strategy with a high impact on the performance of the organization, as well as allocating the necessary resources in drawing the organization's vision and mission, Provide assistance to the organization's leadership in demonstrating their current positions and required future locations in order to improve the level of efforts to reach an effective level of strategic performance.
The importance of strategic thinking is that it creates a competitive advantage by introducing and enhancing procedures that create value for customers, as this is done through awareness of market requirements and emerging responsibilities Al desh:) 2021), and its importance is also reflected in the organization's need for an effective strategy, as the reasons behind the strategy may relate to a weak market position and a change in technology.
The importance of strategic thinking is embodied in being a necessity that extends to all fields, and represents one of the pillars for the development of competitive capabilities, the world, especially in the field of business, is currently dominated by a strategic revolution at the level of thought, sharp competition, scarce resources, and the tremendous change that has become a feature of the current era, as well as various environmental data, It has made strategic thinking a decisive factor in achieving compatibility with the changing environment in order to achieve success (Abdelkader,2022:526).
The importance of strategic thinking, especially within the strategic planning process, is evident as a necessity for organizational survival and sustainability, which is an essential key, and a message in communicating to participate with the community, whether inside or outside the organization, and is closely related to dealing with the external environment with its current and potential variables and events (Karaim & Gorzynski,2021:381). Strategic thinking is important in finding alternative solutions to competition to deliver value to customers, as well as allowing communications to control power, and supporting rapprochement and optimism (Arayesh et al, 2017:265).
Strategic thinking contributes to enabling managers to understand everything that is effective to achieve goals, and how to generate value for customers, and strategic thinking determines the necessary strategy or business model that helps achieve the mentioned value, and it provides appropriate strategic options, as part of the strategic management process, it is the practical result of strategic thinking, strategic thinking leads to a better strategy, and that managers who have the skill of strategic thinking enable them to encourage others to find creative solutions to build a prosperous organization, Strategic thinking is critical to designing the future of an organization and achieving organizational leadership (Jafari et al, 2017:5).
Strategic thinking leads managers to imagine the future, and according to the fact that moving forward requires linking the organization to many elements of its environment, managers must understand the internal relationships between these elements and as suggested by Zahra & Nan bisme: 2012, strategic thinking involves building connections between different elements (Srivastava & D'Souza 2020:55).
Strategic thinking is one of the critical challenges faced by the management of the organization, in order to raise the level of strategies, provided that this is coupled with the availability of the necessary ability to adopt strategic thinking to reach the desired goals and strategic thinking is a contemporary trend of strategic management, as its focus is on adopting thinking the rationale for strategic management (Mohammed and Saleh, 2021: 153), as well as the importance that it derives by describing it as a means of drawing future features, as the importance of strategic thinking is evident in that it is a pattern that helps to achieve harmonization between the capabilities of the organization and the actual competitive situation, by extrapolating the requirements of the environment, in addition to that strategic thinking is one of the crucial requirements in the contemporary business environment. Muriithi et al., 2018: 2) Based on the proposals of several researchers, (Gilbat, 2023:463) pointed to a set of aspects that represent the importance of strategic thinking, which are as follows: 1. A comprehensive outlook by diagnosing and investing opportunities and avoiding the largest number of challenges by responding quickly. 2. Help reduce potential mistakes at work and avoid failures related to organizational decision-making. 3. Providing a favorable organizational culture that contributes to motivating employees in the organization at all levels to present creative ideas. 4. Enhancing the confidence of individuals working in the organization and their affiliation to it and spreading hope in them about their abilities to make the future. 5. Investigating the data of the organization's environment, accurate prediction about the future, preparing the necessary strategies, and making sound decisions to achieve compatibility with environmental changes. The researcher believes from the above that strategic thinking is of great importance, but it is key to the success of the organization's management in dealing with environmental variables, and its importance is embodied in being more like sensors that sense what is going on in the environment, and what is likely to happen in the future in light of rapidly changing and turbulent environmental data that make it very difficult to read the future.

Characteristics of strategic thinking
Although strategic thinking has long been used in everyday life and in business, it has recently been researched as an academic concept, and researchers have begun to recognize and define this over the past two decades. There are definitions given by scientists interested in this type of thinking, and strategic thinking is a special way of thinking and is concerned with processing insight, which leads to an integrated perspective of the organization, through a synthetic process resulting from employing good intuition and creativity in formulating strategic directions. Strategic thinking is a disparate intellectual and creative process aimed at discovering imaginative strategies that can rewrite the rules of the competitive game and visualize the potential future differently through a set of characteristics that distinguish it (Alomari, 2020:567). The most prominent characteristics of strategic thinking include: 1. Creative thinking is characterized as creative and innovative thinking because it investigates new ideas based on the principle of creativity and innovation, and therefore it requires exceptional abilities in terms of visualizing things, perceiving them, and understanding their relationships (Taleb, 2021: 626). 2. Strategic thinking consists of the processes of collecting and processing information about the organization and its environment and creating mental models that help evaluate information and make business decisions, and given the heterogeneity of managers cognitively, the way they think, and process strategic information can be considered a distinctive factor and a potential source of competitive advantage for the organization. The leader's ability to think strategically contributes to the organization's outputs and performance, through the organization's willingness to respond appropriately to changes in the environment The term "strategic thinker" is often associated with the person responsible for the success of an organization (Piorkowska et al,2021:318).
3. Strategic thinking is characterized as a holistic and comprehensive and organized thinking, as those who have this thinking look at what surrounds him in a holistic view based on generalities in dealing with environmental data and understanding the events that may appear in the environment. 4. Strategic thinking is characterized as competitive thinking, as it supports the process of competition between opposing parties, while supporting the likelihood of those with strategic minds in the process of competition, because they are always looking to invest opportunities before other parties (Alomari, 2020:567). 5. One of the important characteristics that distinguish strategic thinking is that it is optimistic and humane thinking, with a firm belief in the ability of the vulva and its mental potential to penetrate the world of the unknown and the possibility that can occur (Al-Karawi and Saleh, 2020: 33). As well as harnessing the knowledge in the organization and encouraging the principle of participation. 6. Understand the interdependence and complexity of the relationships in the organizational environment, as well as the key role in preparing the organization's strategic vision, formulating its strategies and time frames for their implementation, and monitoring developments in the environment (Al-Hakim and Majhab, 2019:33). 7. Relying on aspects of perception and intuition to anticipate distant points and try to read the future by drawing its expected features (Falih and Kazim, 2019: 362). Here, the process of linking ideas with facts and merging them together to come up with new creative ideas becomes clear (Ibrahim, 2019:216). 8. One of the characteristics that distinguish a strategic thinker is to adopt a long-term perspective in line with Sun Tzu's proposal that the strategy is not (shallow and shortsighted) but (deep and long-term), adopting a strategic perspective also means the ability to think comprehensively and systematically about the organization and its environment, the strategic thinker does not see the organization as a set of independent elements (a divided conglomerate of separate parts) competing for resources, Rather, the organization is viewed through the prism of the relationships between these elements and the functions it performs further, so it understands the organization's environment and understands the relationship between the organization and its stakeholders, and at the same time adopts multiple perspectives, frameworks and mental models, which helps to generate new visions and innovative development ideas (Piorkowska et al,2021:319). 9. Strategic thinking is characterized by thinking with a developmental character rather than reformist thinking, as its starting point is the future while evoking the image of the present, and its start is from an external vision represented in the view of the external environment by dealing with the internal environment, and strategic thinking proactively and multifaceted thinking (Taleb,2021:626). The researcher believes by presenting the characteristics of strategic thinking that the most important characteristic is the creative and innovative characteristic, as well as being a process related to foreseeing the future and seeking to invest in the opportunities it contains and avoid the threats it contains.

Obstacles to the strategic thinking process
Appear in the applied reality a set of influences are obstacles to strategic thinking, hinder the way of strategic thinking as in the hesitation and fear of criticism directed by others, and the degree of self-confidence, may prevail view the individual limited energy, and that his ideas will not change something of the prevailing reality, and that he will not be able to withstand the tide counter, and apprehension of the unknown and the repercussions, In addition to simulating previous models, all these aspects constitute obstacles to the strategic thinking process (Nuntamanop et al, 2013: 245), and these obstacles are classified according to the environmental, organizational and personal levels, as follows: 1. Constraints of the external environment: These constraints are related to the economic and cultural environmental factors that surround the organization, which lead to reducing the role of leaders in the organization (Abu Junaib, 2020: 18). Including the absence of competition, especially between government organizations, which does not make their leaders take into account the dangers and challenges facing them, which limits the capabilities of strategic thinking, There is also in these obstacles the influence of pressure groups and stakeholders and their role in resisting change because they believe that change resulting from strategic thinking will harm their interests, as well as the prevailing culture, traditions, and social customs (Saidi and Jabri, 2016: 256). 2. Organizational obstacles: These obstacles are related to the organization and its work methods, as well as the administrative systems adopted, whether centralized or decentralized, and the suitability of the organizational climate prevailing in the organization for strategic thinking processes (Abu Junaib, 2020: 18). As well as the budgets allocated by organizations, which do not allow managers to think for long periods of time, due to the inability to provide the necessary resources for them (Bouaziz, 2015:52). Leadership is one of the aspects that have a significant impact on strategic thinking, as the leadership style contributes to the creative orientations of the president and the extent of his influence on subordinates, as the leader has an active role in shaping the behaviors of the subordinate and providing an organizational climate that supports strategic thinking for them (Junaidi, 2020: 33). i. Personal obstacles: These obstacles are represented in many aspects, including: (Al-Karawi and Saleh, 2020:34) ii. Negative habits: Bad habits crystallize managers' thinking methods over a period, leading to a reduction in strategic thinking. iii. Haste: Some managers rush to make decisions, especially in some tasks that require sufficient time, considering the pressure of time to reach the desired results. iv. Imbalance: It is a process of imbalance between thinking and implementation. v. Marginal: Strategic thinking and development is crucial, and its adoption is an integral part of the components of the job, and ignoring this matter is one of the biggest obstacles to the development of strategic thinking among managers. The researcher believes that the conceptual contents associated with strategic thinking, as well as the results of studies related to the fact that strategic thinking faces a number of obstacles that stand in the way of its embodiment among the leaders of organizations and managers in them, and these obstacles are related to the external environment of the organization, including those related to the atmosphere of the organization, and other obstacles related to the personality of the decision-maker.
By reviewing the benefits of strategic thinking, its positive effects extend inside and outside the organization, as well as on current and future time periods, as well as benefits at the personal and organizational levels, all of which depend on the right strategic directions, optimal use of opportunities in the organization's environment, and dealing wisely with potential threats.

The concept of organizational excellence
Excellence in language means uniqueness and difference, if it is said that a person is separated from his people, it means that he differs from them or is unique in qualities they do 13 not possess, and is known to the Greeks by the term Aristeia, which means the best conditions and means the flow of light, stability, and compatibility, but in the English language, excellence means creativity and mastery, which is not limited to success, It represents progress effectively (Abu Odeh, 2018:19). English Language Dictionary The word excellence also refers to more than one meaning, excellence means quality and uniqueness, first-class work, and excellence in work, good work is no longer enough in the current business environment that is characterized by change and turmoil, so the organization should be superior by focusing on all its parts in order to provide high-quality products to customers (Kuttab et al., 2022: 219). The word "excellence" is used to refer to the highest rank in evaluation, although it is difficult to know when excellence status is reached, and this description is frequently used in business organizations (Diekola,2021:89). Economic globalization has encouraged organizations to excel in their performance to survive alongside prosperity, especially in a turbulent and rapidly changing business environment today, and organizational excellence requires strong components within the organization, such as flexibility, diversity, and innovation, as well as sustainable advantage and stability (Shakhour et al, 2021:2).
Many organizations currently seek to achieve excellence, but they cannot achieve it, due to the lack of a deep understanding of the concept of organizational excellence and its standards, as achieving greater competition is the primary goal of most organizations, whether operating in the public or private sector, and thus, excellence in management is a modern way that makes this possible (Mehtarizadeh & Pourkiani, 2021:249).
The concept of organizational excellence emerged from the administrative theories that represent the product of schools of thought in management, as is the case in scientific management, which emphasized efficiency as a basis for the excellence of the organization, and then the interest increased based on the essential role played by the human resource in the organization (Jassim and Taha, 2022:412).
Organizational excellence (OE) is the ability of organizations to contribute strategically by excelling in their performance, solving their problems, and then achieving their goals in an effective manner that distinguishes them from other organizations (Alharafsheh et al,2022:363). It is also the ability of an organization to adapt to sudden changes and restore the stability of its systems through the dynamic process of the organization (Omar & Yousif,2023:34). Organizational excellence can be described as the ability to align and coordinate the organization's resources and operate them in integration and coherence for maximum effectiveness rates to achieve output levels commensurate with needs. and the expectations of all parties involved in the organization (Mohammed and Al-Zeidi 2022:107).
Through the previous definitions, the researcher believes that organizational excellence can be defined as an exceptional ability of the organization based on creativity and innovation in all organizational fields to provide a distinguished level of performance, which leads to the inability to imitate or repeat it.

The importance of organizational excellence
The importance of organizational excellence is also evident through the growth of organizations, as organizations have a major role in the economic and social development of societies in the modern world, and thus excellence contributes to providing the ability to adapt to sudden changes and restore the stability of organizational systems through the dynamic process of the organization as well as achieving high expectations (Omar & Yousif, 2023:34).
Quoting (Al-Azzawi and Mohsen, 2017: 289), (Abu Tabeekh and Al-Dhubhawi, 2020: 211) pointed to the importance of organizational excellence as follows: 1. Helps the organization adapt by giving it high flexibility to face environmental changes.

2.
Achieving a high level of outstanding performance, which in turn leads to building a good reputation for the organization compared to other organizations and thus obtaining a distinguished position and achieving profitability and growth. 3. It is the main incentive for the organization to keep pace with developments and work on the optimal use of resources in a way that increases their value. • 4. The constant pursuit of the introduction of modern technology, has a major role in the survival of the organization in a privileged position. The researcher believes that the importance of organizational excellence is evident in that it is a definite function to achieve excellence in the highly disturbed business environment, and it allows the organization to achieve excellence in the fields of work, and the performance and behavior of employees, in a way that contributes to enhancing their loyalty, with the establishment of an effective incentive system based on empowering employees, using technology effectively, as well as investing resources in the best condition.  (2) shows the most important tools used by the organization to achieve organizational excellence. The organization needs to excel in the current business environment that is characterized by intense competition, therefore, the organization needs to invest its resources and benefit from them effectively, and organizational excellence is comprehensive because it raises the level of organizational performance. There are tools that must be properly coordinated to distinguish the organization over others, and all five of these tools should be applied at the same time to obtain the desired result, and these tools are: (Diekola,2021:93).

Organizational excellence tools
1. Knowledge management: Knowledge nowadays is a key factor for the success of any organization, as more competitive advantages are gained by applying more knowledge and technology, technology is present in every part of our lives, as is the knowledge inside the employee's mind, which should be well documented. 2. Resource management: Resources are the sources of everything, as an organization cannot achieve anything without resources. Resource management includes all assets and resources available within the Organization.

Process management:
Process management is a set of interrelated practices that produce outputs by processing inputs in the organization, to achieve organizational excellence, and the process should be well managed. 4. Project management: Studies show that out of 26 percent of successful projects, the most successful are process engineering and redesign. 5. Change management: For any organization, change is inevitable, so change should be embraced to ensure the success of any organization. There are three elements to change management: determining what should be changed, how to change, and implementing the change.

The Relationship Between Strategic Thinking and Organizational Excellence
Strategic thinking is the understanding that things cannot always be solved through a linear approach, for this reason, organizations must find ways to adapt to environmental uncertainty in a more informed and flexible way, at this stage strategic thinking emerges as a cognitive process that also takes competitive alternatives into account and reveals ways to deal with environmental uncertainties related to the organization more sensitively and wisely. In other words, strategic thinking is not a series of plans Methodology, it is a pattern of cognitive planning, instead of the road map that should be followed, there is a comprehensive view of all ways to reach the goal, and strategic thinking requires, the ability to predict about the future, which relates to determining the direction of all variables that affect the organization, so it is clear the active role of strategic thinking techniques that organizations can use to discover unexpected details and possibilities for the future ( Piotrkowska et al,2021:316).
Organizations are complex entities that play a key role in the economic and social development of societies, and organizational excellence is one of the most required traits that at the same time ensures the highest long-term organizational performance and satisfaction of employees and stakeholders, and excellence is a state of quality or a state of continuous excellence (Felicio et al,2022:1).
Despite the importance of the two topics (strategic thinking and organizational excellence) and the first look at them, which suggests a direct relationship between them, the reality of the situation and the contents of previous studies indicate otherwise, as there is nothing in previous studies that indicates the relationship between them through direct paths, as this idea is still rare at the applied level, so the essential point is clear here in understanding the foundations of the relationship through indirect paths (Dusan schreiber, Et al. 2022: P.-7).This is what the researcher will try to present in this section, based on the logical relationships produced by the data of other variables, which are the well-known mathematical substitution relationships, which will support the existence of the relationship between the two concepts.
Organizational excellence is one of the main pillars to raise the level of comprehensive performance of organizations, through its essential role in promoting organizational values and beliefs, as well as crystallizing the behavior of employees working in the organization, in order to shift organizational orientations towards modernity, and the strategic thinking of leaders represents a level of excellence in the performance of leaders of organizations in the field of strategic planning and attracting distinguished human resources, and making a qualitative shift in thinking and methods of performing tasks, This enables the organization to gain competitive advantage (Mrazek et al., 2019:266). It is clear from this cognitive proposition that the relationship between organizational excellence, strategic intelligence and strategic planning exists, and this implies the embodiment of the relationship of strategic thinking with organizational excellence, especially since the concepts of strategic intelligence and strategic planning are among the elements of strategic thinking and this is what was included in the theoretical proposals contained in the theoretical investigations of the thesis, as some researchers pointed out that strategic planning is part of strategic thinking, Others considered them synonymous concepts (Abdelkader,2022:526).
In a study conducted by (Al-Omari,2017) that included (368) employees working in the private sector in Riyadh, which included the relationship between organizational change and organizational excellence, its results showed the existence of positive relationships between the dimensions of the two variables, as well as the impact of organizational change on organizational excellence at the level of all dimensions except the dimension of organizational structure (Al-Omari, 2017: 130). It is known that there is a relationship between strategic thinking and organizational change, Strategic thinking contributes to the process of organizational change that occurs in anticipation of achieving compatibility with environmental changes, and this is what both (Abdul Rasoul and Kazim, 2022: 652) pointed out; it is closely related to dealing with the external environment with its current and potential variables and events (Karaim & Gorzynski, 2021: 381). This is consistent with what was presented by (SEAKR et al., 2022:356) They pointed out that importance of strategic thinking is that it focuses on critical and essential aspects of the organization, such as in the process of change adopted by the organization. Thus, it is clear that strategic thinking is of great importance, but it is a key to the success of the organization's management in dealing with environmental variables, and its importance is embodied in being more like sensors that sense what is going on in the environment, What is likely to happen in the future in light of rapidly changing and turbulent environmental conditions makes it very difficult to read the future. This is an inference of the relationship of strategic thinking to strategic change and then access to organizational excellence.
In the study of (Al-Wahidi et al., 2020), and the study of (Bin Ahsan, 2018), the results showed a strong relationship between strategic thinking and competitive advantage, and here it must be noted that competitive advantage is one of the most important pillars of organizational excellence, which implies the embodiment of the relationship between strategic thinking and competitive advantage, and this comes in agreement with what he referred to (Al-Zalzali, 2022: 782), being a style of thinking, aimed at change, progress and achieving everything that is best for the organization, and this type of thinking is characterized as competitive, and carries with it a challenge to the current situation, and looks at things from different sides. As well as the description is given by (Asobee,2021:56) that strategic thinking is the process of generating business ideas and applying them continuously to achieve competitive advantage Mohsin Rashed Musaheb. (2020), pp. 1957-1969 (The interdependence is achieved in the description of (Al-Dehisat, 2022:86) as forward-thinking based on mental intelligence in terms of making decisions focused on the future to enhance the organization's ability to adapt, survive and achieve competitive advantage. Thus, the distinguished organization achieves a competitive advantage in its work, and strategic thinking achieves the same competitive advantage, this indicates the relationship between strategic thinking and organizational excellence through secondary tracks, the foremost of which is a competitive advantage.
The study (Qaddouri and Al-Alusi, 2018), it aimed to identify the role of strategic foresight in achieving organizational excellence, as the results of the study showed a correlation and a high impact of strategic foresight in organizational excellence, and if we take into account that strategic foresight is one of the pillars of strategic thinking, it means the impact of strategic thinking on organizational excellence, resulting from the significance of strategic foresight.
The literature and many studies have pointed to creativity and innovation as important factors in achieving organizational excellence, and the literature included a description of strategic thinking as creative and innovative thinking because it looks at new ideas based on the principle of creativity and innovation, and therefore it requires exceptional capabilities with regard to visualizing things, realizing them and understanding their relationships (Taleb, 2021: 626), which in turn leads to achieving organizational excellence, The relationship between strategic thinking and organizational excellence is shown.
Based on all the above, strategic thinking is represented in its active role in competitive advantage, environmental adaptation, organizational change, creativity, and innovation, and each of these aspects is one of the elements of organizational excellence for organizations, thus crystallizing the role of strategic thinking and its effective relationship with organizational excellence. This is supported by a study (Ahmed et al., 2023) tagged: Achieving Organizational Excellence through Reason the Strategic, which is the engine of strategic thinking for administrative leadership, as the study included telecommunications companies in Iraq and the results showed that the strategic mind has a positive impact in achieving organizational excellence. Illustrates the relationship between strategic thinking and organizational excellence.

RESEARCH RESULTS AND DISCUSSION
This part of the analysis focuses on the initial tests that must be conducted to ensure the readiness of the questionnaire to conduct subsequent statistical analyzes and tests, as the focus here is on the models used in the research, from the sincerity of their formative construction, the compatibility of the questions with the dimension in particular, and the dimension with other dimensions within the same model in general, as well as highlighting the extent of the validity and stability of the models, and follow the normal distribution or not, and the existence of the problem of linear multiplicity within the dimensions (independent variable), in addition to knowing whether the sample size withdrawn from the community is sufficient or not, all these tests will be addressed in this section.

Description and Coding of Research Metrics
In order to address the questions for each dimension with some ease and not to lose any part of the data, the researcher resorted to coding all the questions of the scales, including dimensions and variables, as shown in Table (2).

Sample and Research Population
This part of the analysis focused on the research sample, which was represented by the directors of the concerned departments and divisions in the National Security Advisory, as (98) forms were distributed and retrieved and valid for statistical analysis amounted to (95) forms, as shown in Table (3).

Moderate (Normal) Distribution of Data
The research tended to rely on the moderate distribution of data in order to choose the appropriate statistical method for analysis, as the torsion coefficient (Skewness) and flattening (Kurtosis) were relied on in that, as in the case of the values of the coefficients ranged between (1.96±), this means that the data are moderately distributed (naturally) as follows:

The normal Distribution of the Variable of Strategic Thinking
Table (4) shows the results of the moderation (normal) of the data, as the number of samples reached (95) respondents, and the results showed that the values of the torsion and flattening coefficients ranged within the period (1.96±), which means that the questions are distributed in a normal moderate distribution. The results also showed that there were no missing values within the questions in general, as the results showed that the lowest answer to the research sample was at (1) any when answering (I do not strongly agree) and that the highest answer was at (5) any when answering (strongly agree).

Natural (Moderate) Distribution of the Organizational Discrimination Variable
Table (5) shows the results of the moderation (normal) of the data, as the number of samples reached (95) respondents, and the results showed that the values of the torsion and flattening coefficients ranged within the period (1.96±), which means that the questions are distributed in a normal moderate distribution. The results also showed that there are no missing values within the questions in general, as the results showed that the lowest answer to the research sample was at (1) any when answering (I do not strongly agree) and that the highest answer was at (5) any when answering (strongly agree). In light of the above, parametric methods will be adopted to conduct subsequent statistical analyses. The questions and dimensions of the strategic thinking model show that it consists of four basic dimensions with (5) questions for each dimension, as it also shows the quality indicators of the extracted matching, which were within the criteria required to accept and adopt the model, as shown in Table (6).

20
It should be noted here that the two questions (PT2 and PT3) were deleted after thinking about the chances, as they turned out to be insignificant and affect the quality of conformity to the model in general, according to the recommendations of the modification indicators (Modification Indices).
Table (7) shows the values of the estimates, which ranged between (0.81, -0.556), as it is clear that all questions are influential, as well as the values of (CR) and their values range between (8.821, -4.387) and are outside the period of (critical value) of (1.96±), which is a sufficient indicator to adopt the model in the final form in subsequent analyzes.

Organizational discrimination form
The questions and dimensions of the organizational discrimination variable model, as it is generally shown, that the model consists of five basic dimensions, with (4) questions for each dimension, from watching the figure, it is also clear the indicators of the quality of the extracted matching, which were within the criteria required to accept the model and as shown in Table  (8).  (9) shows the values of the estimates, which ranged between (0.909-0.477), as it is clear that all questions are influential, from the values of (CR), which ranged between (10.599-3.121), which is greater than the (critical value) of (1.96), which is a sufficient indicator to adopt the final model in subsequent analysis.

CONCLUSIONS
The research reached a set of conclusions, the most prominent of which are the following: 1. The existence of a significant correlation between strategic thinking and organizational excellence, as well as the existence of a clear impact of strategic thinking on organizational excellence from the point of view of the employees working in the research sample chancellery. 2. The results showed a high level of embodiment of strategic thinking at the general level in the Chancellery of the research sample, despite the varying level of importance between the dimensions of strategic thinking. 3. It turns out that there is a rather high level of interest, but it does not rise to the level of ambition regarding the development of officials' abilities to anticipate the future. 4. A level of interest approaching the average from the administration of the Chancellery of the research sample on the employment of knowledge related to the preparation of new and creative strategies in the Chancellery. 5. A modest level of interest by the Chancellery administration in the research sample on promoting holistic thinking among the Chancellery staff at all levels to improve their ability to provide a high and distinguished level of performance. 6. The weak interest of the administration of the Chancellery research sample on seizing the opportunities available in the external environment, and then investing them for the benefit of the Chancellery, which reflected negatively on the level of thinking opportunities, which achieved the lowest level of embodiment in the research sample compared to what it is with the rest of the dimensions of strategic thinking. 7. A modest investment by decision-makers in the Chancellery of the research sample about adequacy in using the time of reflection effectively. 8. The low effectiveness of the reward system in the surveyed chancellery, especially about rewarding creative and distinguished employees, and in line with the efforts made and creative activities aimed at achieving the desired goals.
9. Weakness in the work systems of the chancellery of the research sample, as this appeared in the adoption of the design of an organizational structure that is not in line with the participatory orientation at work, and it became clear that there is a modest level regarding the embodiment of team spirit at work and encouraging creative thinking, as the repercussions of this appeared in the low level of excellence of the organizational structure, which achieved the lowest level of interest compared to the rest of the types of excellence, from the point of view of the employees working in the aforementioned chancellery. 10.
The inadequacy of the effectiveness of the organizational culture prevailing in the Chancellery of the research sample, and its incompatibility with the requirements and nature of the work of the Chancellery, as the low trend towards supporting and encouraging creators by various means, whether material, financial or moral.