2.11 Distinguishing extended metaphors |
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2.12 Designing metaphors and sets of metaphors |
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2.1 Contemporary crisis of governance |
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2.2 Epistemological crisis of governance |
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2.3 Unsustainable policies |
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2.4 Comprehending complexity and appropriateness |
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2.5 Comprehending any new social order |
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2.6 Metaphor as an unexplored resource in a time of challenge |
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2.7 Transcending the "switch" metaphor |
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2.8 Transcending methodological limitations |
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2.9 Imaginal deficiency and simplistic metaphors |
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Governance |
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3.1 Programme of metaphoric development |
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3.2 From governing metaphors to governance through metaphor |
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3.3 Governance through enhancing the movement of meaning |
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3.4 Appropriate metaphors of sustainable development |
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3.5 Enhancing policy through powerful metaphors |
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3.6 Comprehending policy meshing and entrainment |
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3.7 Metaphor as a language for global governance |
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Opportunity |
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4.1 Reframing problems as metaphors |
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4.2 Reframing the problem of "overpopulation" |
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4.3 Reframing cooperation through metaphor |
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4.4 Pattern language experiments |
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4.5 Metaphoric revolution for the individual |
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4.6 Metaphor as an unexplored resource for transdisciplinarity |
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4.7 "Re-reading" patterns of concepts |
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5.1 Future possibilities and dangers |
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Comments |
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Transformative Approaches to Social Organization |
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Transformative approaches project - index to notes and commentaries |
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Overview |
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Interactive database use |
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2.1 Augmented hypertext editing |
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Figure 1: Conceptual processes in editing world problem descriptions |
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2.2 Use of interactive graphics |
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Analysis |
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3.1 Network analysis |
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3.2 Vicious cycles and loops |
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3.3 Social organization determined by incommunicability of insights |
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3.4 Examples of vicious problem cycles and loops |
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Visualization |
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4.1 Augmenting human intellect |
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4.2 Graphics environment for exploring relationship networks |
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4.3 Network maps |
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4.4 Holistic network mapping using NETMAP |
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4.5 Structural outliners and conceptual scaffolding |
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Discontinuity |
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5.1 Conserving decision-making diversity |
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Table 1: Varieties of decision-making arenas and styles |
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