Strategic Democracy
The missing part of Democracy
by Tamer Tamer Salameh
Please Note: Site is constantly under discontinuous construction.
Welcome to Strategic Democracy
Democracy = (Strategic Democracy ± Operational Democracy ± Both)/Time
We have it in our power to begin the world over again.
Thomas Paine
Vision - "We the people", improving existing practice & creating an exceptional future.
Mission - Helping each other look & see, perceive & understand, decide &/or act.
Purpose - Insure the survival, growth, development, and success of Democracy.
Aim - For everyone of "we the people" to become better in every way and have better interactions with other countries.
Mission - Helping each other look & see, perceive & understand, decide &/or act.
Purpose - Insure the survival, growth, development, and success of Democracy.
Aim - For everyone of "we the people" to become better in every way and have better interactions with other countries.
How?
How does our vision, mission, purpose and aim come true?
It is not external events themselves that cause us distress, but the way in which we think about them...It is our attitudes and reactions that give us trouble. We cannot choose our external circumstances, but we can always choose how we respond to them.
Epictetus from “The Enchiridion” written by Arrian
In General
Engage stable &/or turbulent environment(s) by deliberate and/or emergent leadership and management focusing on strategic management of ourselves, each other, and institutions over time in society.
Specifically
By responding effectively, efficiently, and equitably; either sequentially (periodic), and/or concurrently (real-time), and/or mixture (balance) of the two in society. Whereas society contains:
I. Entities - that produce interactions between individuals, groups, and institutions (economy, education, environment (ecology), health, marriage & the family, law & order, information & media, politics, religion, technology, and maybe other).
II. Environment - stable and/or turbulent determined by:
1. Unpredictability:
I. Entities - that produce interactions between individuals, groups, and institutions (economy, education, environment (ecology), health, marriage & the family, law & order, information & media, politics, religion, technology, and maybe other).
II. Environment - stable and/or turbulent determined by:
1. Unpredictability:
- Visibility of future, and
- Speed of change.
- Novelty of Events (familiarity), and
- Complexity, which contains: Scope (ranging from local to global) and Decision Making and/or Judgements that are affected by interaction of the entities.
How to practically apply it?
By answering four question.
The most effective way to do it, is to do it.
Amelia Mary Earhart - on taking the first steps.
The four Questions
|
1. Where we are now?
2. Where do we need to go? 3. How do we get there? 4. How to lead and manage the above? |
Now,
go there to lead and manage! |
The Approach for Answering the Four Questions
The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
Peter Drucker
Two complementary parts constitute this work, namely:
- Part I. A book entitled Strategic Democracy, with main emphasis on questions 1, 2, and setting the stage for questions 3 and 4.
- Part II. An online living book with main emphasis on critiquing Part I, and emphasizing on the practical applicability of questions 3 and 4.
Limitations
Since all models and tools have limits that work at certain times but fail at others e.g., Strategic Planning, SWOT, MBO, Blue Ocean Strategy, MBE, Issue Management, Managing by competitive edge, etc. Hence, a precautionary predisposition of this work is openness for invention, innovation, creativity, and critique (appreciation and/or criticism). Therefore, this work is constantly renewing through learning and practice. Thus, we are limited to the extent that we learn and use "Tamer KARTS" (acronym for Knowledge and Action interactions for Results over Time in Society) to better Democracy. Which contains Strategic Democracy, &/or Operating Democracy &/or a mixture (balance) of the two over Time.
Acknowledgements & Sources
- H. Igor Ansoff* (Father of Strategic Management) my teacher, mentor, and friend; with unpublished material coupled by enhancements of his work that I hope it will make him proud. H. Igor Ansoff's work sets the stage for this work.
- Many sources of wisdom/practice from: Nassim Nicholas Taleb, Henry Mintzberg, Ernest Dichter*, Efraim Turban*, Peter Drucker, Michael Porter, Tammy McGrath, Philip Kotler, Tom Peters, John Kotter, Gary Hamel, C. K. Prahalad, Karl Marx, Adam Smith, Sun Tzu, Niccolo Machiavelli... to mention a few.
- The constitution of the United States of America.
- My work of bridging the gap between theory and practice, through epistemological reconstruction of practice (success and failure) from 35+ years of education, experience, and expertise.