1. Interlocking insights (in the light of an architectural metaphor)

1. Polyhedral nets

Nearly all efforts at organization design are based on structures that can be conveniently represented in 2 dimensions with little distortion. This is notably the case for both organizational hierarchies (as charts), so-called matrix organizations, and the many experiments in networking (to the extent that they are represented on maps at all). Most research into the organization of small groups is based of very simple networks (star, ring, y, and the like).

1. Intractable disagreements

This section provides configuring commentaries related to the Transformative Approaches to Social Organization area of the Encyclopedia of World Problems and Human Potential

Related Sections

1. Dilemmas

Those concerned with the crisis of governance at all levels of society are faced with a number of dilemmas:

(a) Information overload: There is too much information purportedly of relevance to any given policy-making situation;

(b) Vested interests of information suppliers: Insights are increasingly subject to some implicit form of intellectual copyright, a recognition that some form of payment is required, and to the pressures of a market place that must necessarily distort their significance to gain acceptance;

Pattern of confidence ploys essential in the processes of governance responding to challenges. Combinations may also be successfully used. (See commentary) For other tables of strategies see: Chinese strategems; value-based; typology for sustainable development; strategic dilemmas

See commentary. Adapted from Gao Yuan: Lure the Tiger Out of the Mountains: the thirty-six strategems of Ancient China (London, Piatkus, 1991). For other tables of strategies see: confidence ploys; value-based; typology for sustainable development; strategic dilemmas

1. Confidence artistry as a source of insights

Despite the pejorative connotations normally associated with confidence artistry (Richard Finch, 1991), there is much to be learnt from the strategic skills that it implies (Douglas Shadel, 1994). Furthermore, construed in a positive light, it can indeed be argued that governance is primarily the art through which the confidence of the people is transformed into various forms of action -- however surprising that may prove to be to those whose confidence was used to give rise to it.

Many good people and groups have sacrificed much over the past centuries to gain recognition for certain fundamental values and principles. These are now basic to the ways in which society is organized and governed. All new initiatives are presented and debated in terms of these values.

1. Acceptance of paradox