Drug Dealers and Drug Barons as Problem Solvers


The problem solvers we have considered so far have operated in challenging environments, but they have usually had clear objectives and precise methodologies to enable them to develop knowledge in an ordered way. Because of this they may not provide good models for the future. Management gurus predict that this is not going to be an easy ride. There is likely to be an increasing amount of what Robert Gross calls “entropy,” defined as the amount of energy unavailable for useful work.1 An alternative term is “disorder.” Gross argues that change is happening fast and everything is becoming more chaotic. Things that used to be stable are now unstable. As a result of these new challenging internal and external environments managers have to develop a capacity to make rapid tactical decisions. They must do this effectively if they are to avoid disorder that turns into unmanageable chaos.


Illegal Drug Money Laundering Drug Dealer Custom Official Drug Smuggler 


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    Robert Gross, Revenue Management (London: Orion Business Books, 1997).Google Scholar
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    Howard Marks, Mr. Nice (London: Minerva, 1997).Google Scholar
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    Ibid., p. 327.Google Scholar
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© Kluwer Academic/Plenum Publishers 1999

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