This paper examines the emergent and deliberate views in strategy making through, what we develop as, a sequence of thinking and acting.Combining the features of thinking and acting may enhance the organization?s ability to achieve change, an ability that remains untapped unless it is accompanied by a change in mental models. Both action thinking emergent issues as well as thinking?acting deliberate issues may constitute triggering events, when contrasted with a previously agreed frame of reference. We develop a framework to show how thinking co-evolves with action in a succession of strategic activities, and within an agreed upon frame of reference. Our aim is to shed light on the circumstances under which deliberate or emergent modes take place throughout the strategy making process. We claim that changes in strategic activities are determined by attention-triggering events, driven by both thinking and acting.