Any system for giving good advice has to maintain a tension between
telling the truth and not being heard, on the one hand, and telling
what can be heard but is not true, on the other. In such a system,
the role of academic researchers is not so much to give advice as
it is to generate knowledge and to provide critical commentary on
advice that is given. Along the way, an academic tries to
counteract the natural tendency of advice givers to become more
attentive to the hearing of their clients than to the knowledge
underlying what they say. This book is in that tradition. It honors
the noble tradition of giving advice on strategic management and
organizational learning by exploring some elements of fundamental
knowledge that might inform such advice.
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