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Strategic Thinking and the New Science


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Table of Contents

Contents PROLOGUE: Exploring the Unknown INTRODUCTION PART ONE Understanding and Using the New Science 1. Listen To the Footprints 2. Butterflies and Hurricanes 3. Getting Started: Real World Applications PART TWO The Art and Science of Visual Thinking 4. Visual Thinking 5. From Forecasting To Foresight 6. The New Planning Paradigm Notes Glossary Bibliography Acknowledgments Index About the Author

About the Author

T. Irene Sanders is principal of Sanders & Company, a consulting firm dedicated to helping organizations see, understand and influence the dynamics of the real world context in which their decisions are being made. She has worked with a wide range of Fortune 500 companies, international groups and nonprofit organizations, and she frequently provides strategic thinking and planning services to individual members and committees of the United States Congress. She lives in Evergreen, Colorado.


Edward N. Lorenz "Professor Of Meteorology, Massachusetts Institute Of Technology An eye-opening account of how an awareness of chaos can enter practical decision making.
Ron J. Anderson, M.D. "President and CEO, Parkland Health & Hospital System This book should be in the toolbox of all the leaders of complex health care organizations. Sanders' application of chaos theory will be helpful to leaders of institutions that must work in communities where change is the only constant and where continuous adaptation, anticipation, and visualization of unseen patterns are necessary prerequisites for effective leadership and stewardship.
Rosabeth Moss Kanter "Harvard Business School, Author of "Rosabeth Moss Kanter on the Frontiers Of Management" This useful book is a welcome reminder that forecasting is not foresight, and that the best-laid plans mean little without understanding the web of relationships in which they must be enacted.

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