Beyond "connecting the dots" : toward the strategic managing of organizing
By: KRONENBERG, Philip
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Contributor(s): KHADEMIAN, Anne.
Material type: 
ArticlePublisher: Philadelphia, PA : Routledge, March 2009International Public Management Journal 12, 1, p. 48-81Abstract: The 9/11 Comission Report sensitized large institutions to the issue of "connecting the dots" as both a vulnerability and as a solution, with proper leadership and management systems, for all networked process. But this may be the wrong mantra. Instead of a largely static and linear heuristic, we suggest grouding theory and practice in what we introduce as Multiples Theory and the Strategic Managing of Organizing to link the emergent "lightning" of complex multi-level nonlinear networks. Our conceptual argument in this article is illustrated with examples from the 2005 Hurricane Katrina response effort.
The 9/11 Comission Report sensitized large institutions to the issue of "connecting the dots" as both a vulnerability and as a solution, with proper leadership and management systems, for all networked process. But this may be the wrong mantra. Instead of a largely static and linear heuristic, we suggest grouding theory and practice in what we introduce as Multiples Theory and the Strategic Managing of Organizing to link the emergent "lightning" of complex multi-level nonlinear networks. Our conceptual argument in this article is illustrated with examples from the 2005 Hurricane Katrina response effort.
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