Abstract
James Macaleese opened the car door and sat in the driver’s seat. Anna, his wife, sat beside him in the passenger seat. They pulled away from the drive and headed for the city.
When the way comes to on end, then change — having changed, you pass through.
I Ching or Book of Changes (an ancient Chinese text)
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Notes
Simons, G. (1998) The Scourging of Iraq: Sanctions Law and Natural Justice (2nd edn). Basingstoke: Macmillan — now Palgrave Macmillan.
This section owes much to the thinking of Kurtz, C.F. and Snowden, D.J. (2003) “The new dynamics of strategy: Sense-making in a complex and complicated world.” IBM Systems Journal, 42(3).
Schoemaker, Paul J.H. (2002) Profiting from Uncertainty: Strategies for Succeeding No Matter What the Future Brings. London: Free Press.
Dewey, J. (1933) The Quest for Certainty. London: Capricorn Books.
Graves, C.W. (1965) Value Systems and their Relation to Managerial Controls and Organizational Viability. Presentation to the College of Management Philosophy at the Institute of Management Sciences;
Beck, D. and Cowan, C. (1995) Spiral Dynamics: Mastering Values, Leadership and Change. Oxford: Blackwell.
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© 2006 David J. Wilkinson
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Wilkinson, D.J. (2006). The Nature of Ambiguity. In: The Ambiguity Advantage. Palgrave Macmillan, London. https://doi.org/10.1057/9780230597891_2
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DOI: https://doi.org/10.1057/9780230597891_2
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