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The Unbounded MindBreaking the Chains of Traditional Business Thinking$
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Ian I. Mitroff and Harold A. Linstone

Print publication date: 1996

Print ISBN-13: 9780195102888

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195102888.001.0001

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Paradigm Breaking: Surfacing and Challenging Key Assumptions

Paradigm Breaking: Surfacing and Challenging Key Assumptions

Chapter:
(p.136) CHAPTER 8 Paradigm Breaking: Surfacing and Challenging Key Assumptions
Source:
The Unbounded Mind
Author(s):

MITROFF IAN I.

LINSTONE HAROLD A.

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195102888.003.0008

Challenging key assumptions is one of the most critical central aspects of New Thinking. To be able to illustrate the process of surfacing and challenging key assumptions, this chapter provides an actual case, in particular, the case of a drug company to illustrate the process. The concept of stakeholders with assumptions as its properties is introduced in this chapter. Stakeholders are any individual, group, organization, or institution that can affect as well as be affected by an individual's, groups', organization's, or institution's policy or policies. The bigger, the more complex the problem, the more it is likely to involve a wider array of stakeholders and as a result, the more assumptions needed. Further, this chapter also argues the need for new methods for systematically uncovering important stakeholders and their associated properties (assumptions) on which every organization's plans and actions depend.

Keywords:   stakeholders, assumptions, individual, group, organization, institution, New Thinking

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