By Thomas L. Wheelen
This ebook includes the most recent study and examples of recognized and not-so-well identified businesses facing complex strategic issues. A Strategic administration version that runs throughout the first 11 chapters and is made operational in the course of the Strategic Audit, a whole case research when it comes to exterior and inner components and takes the coed in the course of the iteration of strategic choices and implantation courses.
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Additional resources for Concepts: Strategic Management & Business Policy (11th Edition)
In the collaborative process that is a rehearsal, every Chapter 2 • Artful Making Relies on Emergence 21 choice an actor makes enters the play and, in some form or other, remains there. Actions become experience, and experience becomes the material that future choices are made of. Our Streetcar story from Chapter 1 offers an example. Suppose the director decided that Mitch’s attack on Stanley couldn’t really fit into the play. She could tell the men to cut it, and they would. But the older actor would not forget how one day he had nailed the younger; the younger actor would not forget how one day he’d been unfairly tricked and made to appear weaker than the old guy.
Exploration and Efficiency David Bradley, a resident director at People’s Light, further explains the process of rehearsal with an analogy to painting: It’s like Picasso’s Guernica. He did tons of elaborate color sketches and renderings that are works of art themselves. He did all of that exploration, and then did a black and white painting. 5 Like Adams, Bradley describes a process that combines exploration and production. As Picasso created Guernica, he was developing, but he was also producing, making.
And, given this, we’ll suggest a new enabling metaphor as a tool for thinking about work and management, illustrating it with art and business examples. We badly need this alternative metaphor. Without it, our industrial age reflexes cause us to fall back on industrial metaphors. Deep in our hearts, we all know the factory is the wrong model for knowledge work. ”2 Even people who admit the different nature of knowledge work have difficulty accepting the full implications of the differences. That elephant is troublesome, we concede, but we cling to its attractive qualities.
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