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Polarity: strategy-lifestyle


Distinguishing Emergent Conceptual Polarities: experimental ordering of a collection of research papers (Part #6)


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Strategy (management, doing) -- Lifestyle (community, being)

Strategy: The development of a database of strategy profiles has been undertaken for two editions of the Encyclopedia of World Problems and Human Potential (1986, 1995).

An early and continuing concern has been the use, by networks of organizations, of information (Need for a World Management Information Network, 1969; 1969; 1999) in support of collective strategy and action plans (Strategic Correspondences: computer-aided insight scaffolding, 1995; Computer representation of strategy networks, 1995; Computer-assisted generation of strategies, 1995; Missiles, Missives, Missions and Memetic Warfare: Navigation of strategic interfaces in multidimensional knowledge space, 2001) -- as well as how to move beyond its constraints (Coherent Policy-making Beyond the Information Barrier, 1999), notably through recognizing the variety of decision-making styles (1994).

This focus included use of management games (1967) , the possibility of planetary management (Managing Planetary Management, 1973), indicative case studies (1969), network organization strategy (1976*, 1995), action against it (Anti-networking strategies, 1978) and the simulation of a "global brain" (2001). Strategic deficiencies have been a particular focus (International Organizations and the Generation of the Will to Change, 1970; Discrimination and Fragmentation in the 1970s: the UN's System's Ivory Tower Strategy, 1971).

The challenges to imagination (1994) focused attention on the role of metaphor (Innovative Global Management through Metaphor, 1989; Future Coping Strategies: Beyond the constraints of proprietary metaphors, 1992; Strategic metaphors for thriving, 1995), especially with respect to management in developing cultures (Knowledge Gardening through Music: patterns of coherence for future African management as an alternative to Project Logic, 2000) and transcending strategic dilemmas (Configuring Strategic Dilemmas in Intersectoral Dialogue, 1992) through emphasis on their configuration (2003) and complementarity (1995, 1998), the advantages of avoiding military metaphor (1998), as well as the role of "negative" strategies (1995).

The strategic role of denial (1995), non-decision-making (1997), "truth-handling" (2003), the "unsaid" (2003), and "terrorism" have been a recent focus (Promoting a Singular Global Threat -- Terrorism: Strategy of choice for world governance, 2002; Backside to the Future: coherence and conflation of dominant strategic metaphors, 2003) as well as the limitations of civil alternatives (Global Civil Society: strategic comments on the path ahead, 2003). From a news management perspective, some of these strategic issues were highlighted in matching "briefings" for the Messiah (1999) and Satan (1999).
Lifestyle: In contrast to the "project logic" (2000) of the strategic focus, there has also been a continuing concern with lifestyles (1977), their design (1978), their comprehension (1997), their support (Facilitating Community through Information: suite of software-enabled participation tools, 1996; Product / Service Substitution Database: Proposal in support of sustainable lifestyles, 1999) and their dynamics (Being Other Wise: dynamics of a meaningfully sustainable lifestyle, 1998; 1983), notably in relation to the future of work (Being Employed by the Future: reframing the immediate challenge of sustainable community, 1996; 1996) and the challenge of change (Individual Inability to Initiate Personal Lifestyle, 1977).

These concerns have been explored in relation to the challenge of alternative communities (1975, 1978, 1996, 1997), sustaining their emergence in networks (Transnational network of research and service communities: organizational hybrid, 1976), their need for requisite variety (Living Differences as a basis for Sustainable Community: Designing a difference engine, 1998; 1998; Boundaries of Sustainability in Community-Oriented Organizations, 1998), the need for dialogue to sustain community (1995), participant roles (1997), and the possible psychological dimensions of future communities (Gardening Sustainable Psycommunities: Recognizing the psycho-social integrities of the future, 1995).

These dimensions have highlighted the need to shift to a dynamic understanding of community (From Statics to Dynamics in Sustainable Community, 1998). The implications of several case studies have also been explored (Challenges to Learning from the Swadhyaya Movement, 1995; Collective strategy-making: designing a strategic array, 1995; Renaissance Zones: experimenting with the intentional significance of the Damanhur community, 2003), as well as the possibility of a learning exchange between them (1998).


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