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Advancing new sense-making tools for organizational strategy, this book demonstrates how to deal with asymmetric threats and opportunities. It employs participatory methods and multiple sector strategies to shift strategic thinking into considering disorder complexity and chaos. The contributors examine whether the 'third lens' or ontology of a project (its nature, work and strategic landscape) should influence the two other 'lenses' (our epistemological and methodological choices) that create an understanding of the world we live in. The book also considers the importance of time, in particular spatio-temporal relations that serve as reflection points for sense-making and strategic decision-making, both with respect to the situation in which they take place and as conceptual vehicles for managing multiple times and realities. Written for 21st century strategists, this volume will benefit people and organizations who struggle daily with multiple co-existing ontological, epistemological and methodological discourses.
Help Such sense-making was argued to be further enhanced through recognition of the importance of time to the contextualization of any understanding that might be achievedThis argument could have used much greater development, in the context of Aaltonens proposed third lens conceptualization, but, alas, no such connections were madeImportant interconnected components in the framework were: international system change, economic change, changes in values and changes in physical environment, technology and know-howHe also explored the implications of causality within the context of a complex systemThis book offered a series of stand-alone yet ostensibly inter-connected essays designed to present complex human systems viewed through a metaphorical third lensCart .Furthermore, it tried to show how the chapters on causality could be related to the middle three perspective chaptersShe drew some important conclusions about the problems with single cause thinking for eventsDifferent positions along the three axes called for different ontological, epistemological and methodological emphases in sense-makingthus creating a link to the third lens metaphorThe three parts of the sandwich never got satisfactorily melded together in a way that made the whole meal palatableIn general, for me the book did not really work in the way that Aaltonen appeared to intendUsing a spherical coordinates metaphor, visionary (future-oriented), linear and disruptive (nonlinear, discontinuous, perhaps chaotic) thinking defined the poles of a 3-dimension axis system, along which an organizations strategic context could be located at any point in timeAaltonen leaves the reader to decipher out how each of the chapter stories was to be connected to the third lens perspective and to the chronotope space frameworkHowever, as part of Aaltonens larger conceptual agenda, its role remained unclearThird lens, according to Mika Aaltonen, was multi-ontology (multiple conceptions of reality), which influences and is influenced by epistemological and methodological lenses to generate contextualized understandingThe chronotope space provided a conceptual way of tying together diverse modes of thinking about the futureHow this model furthered Aaltonens third lens/chronotope space agenda was completely unexploredThus, as a stand-alone piece, this chapter had value; as part of the larger book, it was difficult to see where it fit inIrene Sanders) signaled a shift in focus in the book and provided a discussion of the concept of sensitivity to initial conditions as a way of rethinking the meaning of causalityAaltonen needed to do much more integrative work across the chapters to sell his message and achieve the potential that was there at the beginningIntroductionLog in Register 07f867cfac