Holt argues strategy is the process by which an organization
presents itself to itself and others. To bring this about exponents
of strategic inquiry attempt t gather knowledge about the
conditions in which any organization is being organized: emerging
markets, restless geo-political environments, networks of
technological ordering, populations with differing skill sets, and
the like. The upshot of such inquiry is a succession of images by
which an organization attains distinction as a unity, or 'self'.
Using work from literature, art, and philosophy, Holt explores what
it means to present such an organizational 'self'. In strategy
practice, he identifies three related forms of presentation. First
comes strategy as a project of representational knowledge. Here
strategists generate accurate, timely, and complex information to
build successive images of the organization and its place in the
world. Though pervasive and persistent, these overtly technical
images remain subject to the basic skeptical challenge that things
could be otherwise. In response, come the second and third forms of
self presentation: the creation of visionary images, or assertions
of competitive brute will. Here too come problems. With vision
comes the risk of collective thoughtlessness, and with brute will a
one dimensional condition of aquisitive competition. Holt suggests
judgment offers another way of responding to the skeptics'
challenge. Tracing a narrative through the ideas of David Hume,
Immanuel Kant, Adam Smith, William Shakespeare, William Hazlitt,
Hannah Arendt, Stanley Cavell, Harold Pinter, Virginia Woolf,
Martha Nussbaum and others, Holt finds much might be gained from
associating strategic inquiry with a form of critical or poetic
spectating. It is, he argues, by having this un-homely sense of
'being besides' oneself that an organization can best present
itself to itself and others.
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