| Preface | 6 |
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| Two Basic Premises | 7 |
| Key Roles | 8 |
| A Preview | 11 |
| Notes | 12 |
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| Acknowledgement | 14 |
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| Contents | 16 |
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| List of Figures | 18 |
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| List of Table | 20 |
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| Chapter 1: It Is All About Assumptions: The Critical Role of an Applied Epistemologist | 21 |
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| Facebook | 23 |
| Uber | 26 |
| Airbnb | 27 |
| Other Innovations | 28 |
| The Key Role of Assumptions | 29 |
| SAST | 29 |
| A More Detailed View of SAST | 32 |
| Adversarial | 33 |
| Participative | 33 |
| Integrative | 33 |
| Supportive | 33 |
| Missed Assumptions | 36 |
| Concluding Remarks | 37 |
| Postscript | 38 |
| Post-postscript | 39 |
| Notes | 39 |
| Chapter 2: Doing What Is Right: The Role of an Applied Ethicist | 41 |
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| Ethical Propositions | 43 |
| Constantly Bombarded by Hot-Button Issues | 45 |
| Different Schools of Ethics | 45 |
| Closing Example: Is Religious Discrimination Ever Justified Ethically? | 48 |
| Concluding Remarks | 50 |
| Notes | 51 |
| Chapter 3: Think Like a System: Be an Applied Systems Thinker | 52 |
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| The Jungian Framework | 53 |
| A Generalized Organizational Problem Formulation and Problem-Solving “Tool” | 55 |
| Examples | 57 |
| Concluding Remarks | 57 |
| Notes | 59 |
| Chapter 4: Thinking Like a Crisis Manager | 60 |
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| The Jungian Crisis Framework | 60 |
| A Different Kind of Startup | 62 |
| Concluding Remarks | 64 |
| Chapter 5: Wisdom: How the Leaders of Purpose-Driven Organizations Manage from Their Values | 65 |
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| Introduction | 65 |
| Defaulters, Correctors, and Balancers | 67 |
| Purpose and Meaningful Work | 68 |
| Purposeful Organizations | 68 |
| Providers and Statesmen | 69 |
| Growth | 70 |
| Why They Started Their Organizations | 70 |
| The Key Elements of Purposeful Organizations | 71 |
| Personal Stories (SF) | 72 |
| The Need for Crises in the Search for Values | 73 |
| The Power of Early Family Dynamics | 76 |
| The Lifecycles of Values | 76 |
| Growth Again | 78 |
| Concluding Remarks | 80 |
| Postscript | 81 |
| Notes | 81 |
| Chapter 6: Applied Epistemology, Part 2 | 82 |
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| Inquiry Systems | 82 |
| A Prosaic Example | 83 |
| The First Way of Deciding: Expert Consensus | 83 |
| The Second Way of Deciding: “The One True Formula”! | 85 |
| The Third Way: Multiple Perspectives, Multiple Formulas | 87 |
| The Fourth Way: Expert Disagreement | 89 |
| The Fifth Way: Systems Thinking | 90 |
| The Essence of Systems Thinking | 91 |
| The Summary Thus Far: Objectivity | 91 |
| The Problem with Science | 92 |
| The Moral | 93 |
| Disruptive Change | 94 |
| Concluding Remarks: FDR Versus Eisenhower | 94 |
| Notes | 95 |
| Chapter 7: Assumptions and Stakeholders Revisited | 97 |
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| Concluding Remarks | 102 |
| About the Author | 103 |
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| Index | 105 |