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International audience ; We are witnessing today a fundamental shift from the collapse of traditional industries to the rise of economies based on intelligence resources and adaptive problem-solving capabilities. Industries are shifting from satisfied introversion to an inescapable extroversion, and discover, with disappointment, that their own perception and sense-making remains for them a mystery. Temptation for rationalization and eagerness to reduce uncertainty by any means provoked a rush to import techniques and methods that showed efficiency in the diplomatic world into their everyday business life. Corporate intelligence units and centralized departments started to pop up in the business world in the mid-80s, with so many failures that executives wonder today if governments themselves have not over-exaggerated the efficiency of their own intelligence efforts. There was-sadly-no reason to anticipate a success in implementing techniques that were created under social and technico-economic conditions that do not exist any more.

Analyzes the strategizing processes engaged in by dockworkers from the Torside subcontracting company during the initial weeks of their Sept-Oct 1995 dispute with management at the Mersey Docks & Harbour Co in Liverpool, England. Angry at being suddenly asked to work overtime at the end of their shift for only 1 hour's pay (in violation of existing union agreements), the workers were fired when they protested, & subsequently went on strike. Expanding on explanations of strategizing offered by political process & collective identity theories, the actions of the dockworkers are analyzed here in terms of the interactional & temporal aspects of strategizing, the mobilization of their will to act, & the "repertoires of contention" they had built up over the course of previous labor disputes. The often contentious nature of these very repertoires is noted & linked to the fact that the Torsiders' strike continued for 2 years. The applicability of theories on "cycles of protest" in explaining dockworkers' actions is also discussed. K. Hyatt Stewart

Internal strategizing document for New Hampshire from the Babbitt Campaign, created by Fred DuVal and sent to Chris Hamel from 1985. BIOGRAPHICAL NOTE: Document features limited annotations.

AbstractApproaches to mainstreaming evaluation that appear to be successful in New Zealand, particularly in human services programs that serve both European and Maori populations, are presented. Three key elements are (1) to use an appropriate evaluation model, (2) to develop evaluation skills appropriate for each level of an organization, and (3) to use organization‐ or sector‐level strategizing to identify priority evaluation questions.

I argue that Mordque Wittig's view that lesbians are not women neglects the complexities involved in the composition of the category "woman." I develop an articulation of the concept "woman" in the contemporary United States, with thirteen distinct defining characteristics, none of which are necessary nor sufficient. I argue that Wittig's emphasis on the material production of "woman" through the political regime of heterosexuality, however, is enormously fruitful for feminist and queer strategizing.

The relationship between geopolitics & geostrategy, on the one hand, & mass media, propaganda, & cultural change on the other, must be reexamined in light of radical changes in information, communications, & military technology. The old rules of geopolitical strategy are changing; implications for international relations are examined. It is suggested that in the late 20th century -- the "Age of Oprah" Winfrey -- characterized by a TV-generated emotionalism, war is reduced to soap opera, a poor scenario for effective military strategizing. Adapted from the source document.

The Canadian Jesuit Refugee Programme hosted the conference "Called to Respond: Refugees and the New Canadian Reality" on October 28-30. The objective was to develop a working strategy on options to continue supporting refugees. Given the ambiguity of how the new legislation will be manifest in practice, our "new reality" is currently largely unknown quantity. Clearly, in these circumstances, the process of developing a strategy is dynamic in nature since strategizing must anticipate the need to respond to reality as it unfolds.