Abstract
This paper begins by outlining a framework for Interactive Management (IM). Here, IM is described as a methodology that enables the work of participant groups to become more productive when attempting to tackle complex issues of management and planning. This is followed by a consideration of IM in practice viewed from three perspectives. This includes an analysis of the activities involved in a complete IM intervention. Finally, the way in which IM attempts to tackle the situational, cognitive and pluralistic aspects of complexity is examined.
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© 1995 Springer Science+Business Media New York
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Janes, F.R. (1995). Interactive Management. In: Ellis, K., Gregory, A., Mears-Young, B.R., Ragsdell, G. (eds) Critical Issues in Systems Theory and Practice. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-9883-8_6
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DOI: https://doi.org/10.1007/978-1-4757-9883-8_6
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