EXAM FOUR STUDY GUIDE:

Chapter 6, Axis A - especially Mirror effect examples (bring Blackboard field note entries), include MIRROR EFFECT (p. 66), including chart on that page, verbatim quotes from fieldnotes, and your 3 Expert Opinions today. From Virtue Ethics, two examples of virtues your client has or lacks. Spruce this up for your Mid-Term report; this quiz is good practice. Note: You can use only notes and storytelling in your 'storytelling notebook' and no other paper or electronics will be permitted. What is the UPSURGE? How do you create one in a Spiral-Antenarrative?

See just list of questions - See chapter 5 and see chapter 14 of Quantum Physics of Storytelling Book for more answers.

I have drawn downward performance spirals around each of the stem-roots of atrophied economic performance. Your consulting assignment is to sort out what contributes to these downward spirals, change it, and establishes UPSURGE-ANTENARRATIVE-SPIRALS!

Question 1: What is an UPSURGE in a Spiral-Antenarrative?

Short answer: See Table below and know how to summarize it, and to say this "The spiral-antenarrative interweaves the epistemic (having-been narrative) with the ontic (what-is and what-is-not living story inter-web) and the ontological (futural- in an authentic historicality (in the moment of vision)" (Boje, 9/19/2011).Spiral-Antenarrative carries the character of possibility of upsurge by sorting through the lacks, deficiencies, voids, dysfunctions, atrophies, and stem-root-causes of downsurge and identifying upsurge not-being present in the small business. Every effort to establish a POSSIBLE out of a linear or cyclical-antenarrative is doomed to failure because the narrative (retrospection) has already emptied out living story and fashioned a representation that replaced POSSIBLE with POTENTIAL.

In your answer - please put in DATABLE MOMENTS for your client as in the following Double Spiral - thank you.

"Is historicizing a sequence of processes, an every-changing emergence and disappearnce of events?" (Heidegger, 1962: 431). The spiral-antenarrative is historicizing a sequence of processes interweaving the epistemological (narrative-knowing) with the ontic (empirial & sensemaking intuition of what-is and what-is-not), with the ontological temporalizing of temporality, the ready-at-hand technologies (tools, equipment, etc.), and with an ethic of caring-concern. Narrative turns to abstraction (the map) and is not grounded in the encounters of the ontic or the ontological course of spiral-time, the ontological (territory of place) 'ready-to-hand, the factically of Being-in-the-worldhood.

There is a relationship between narrative-abstractness, ontic-living-story webs, and antenarrative-spiral-ontological-possibility "My upsurge into the world causes potentialities to arise correlatively" (Sartre, 1956: 196), but these narratives are not possibilities arising out of nothingness. Rather than nothingness, Heideggerian ontology, is a specific historicality, in-place, in-time-temporalizing, and in-mattering, that is, in our quantum physics terms, spacetimemattering.

More detailed answer: Possible comes into the small business through a consultant (internal or external) who has identified the possibility of the in-itself-antenarrative-spiral Being that comes from anticipatory-resoluteness, "the moment of vision" (Heidegger, 1962: 437( Someone must stand in front of the Mirror and have the presence to glance at the upsurge-possibilities of fate, then make a 'bet' on the future, and then reolutely get organized to make that vision-possibility come into ontological-Being in an attitude of care. The possibility of an upsurge comes from the small business people facing in the consultant's Mirror Effect, staring fate in the eye, with all the downsurges (of accidents, and stupidity), and defining the upsurge-vision, in the midst of the thrownness of the spiral-itself, its ongoing whole-movement. When the client comprehends their own possible-upsurge as being part of the small business that is not-yet what it is ontic-being (what-is), our role in consulting is to co-design intervention, that is potentiality-for-Being gleaned from repeition of a possiblity of existence grounded in a an authentic twirl of the spiral tempered by anticipatory resoluteness to actualize authentic change.

The spiral-in-time, and in-place, and in-processes, is itself is an interweave of narrative-map, ontic-living-story, and the ontological meaning of antenarrative-spiral in quantum-materiality. Potentialities will not get the upsurge into being by excluding the inter-connectedness of Being, of quantum micro-processes. Such social constructionism that excludes matieral realms, has potentiality (as empistemology-knowing), but not possibility of upsurge in valued-added ontic-performance, nor the ontological existential caring. The psychic-subjectivity of social constructionism has already divorced itself from material conditions (Barad, 2003, 2007).

For UPSURGE to be existent-content, and become value-added state of materiality, the bet must be made, the possibility must be enacted, and the non-being of its future-state cannot be"potentiality" or "have potentialities" (Sartre, 1956: 98). Heidegger (1962, 1999, 2003) did not buy into Sartre's ontology that would come out of nothingness. We are not talking here of a potentiality-spiral-upsurge from nothingness. We are talking here of a possible-spiral-upsurge that is shot through with the thrownness of material quantum-existence, in what Barad (2007) the quantum physicist, calls timespacemattering. This is the antenarrative-spiral-possible-upsurge "which sustains by its being the possibility - in the moment of vision, the futural, and the non-being of its future state (Sartre, 1956: 98) is not the key issue. The antenarrative-spiral to choose upsurge possibility must also deconstruct or dismantle the timespacemattering of the downward spirals of deficiency, atrophies, hypertrophies, and root-stems that is covered over, but NOT a void. Something that upsurges comes from antenarrative-spiral-materialization, in the morphic field, as the wave collapses and particle-entanglement is possible.

At each NOW-CHOICE event the small business can take a step on the value-added-upsurge path, or step again onto the loop-of-spinning-ones-wheels, or take again that downsurge-step on the path of downwardness. These three pathways are co-possible and co-present in the Now, and the upsurge is one of those paths in full being, that becomes the nihilation of the Savall et al (2008: 124) four-leaf-clover deficiencies and dysfunctions, and this is already an "idea-force" (Sartre, 1956: 97). Yet beyond the idea-force, is what Heidegger calls anticipatory-resoluteness, the glean repetition of the possiblity of existence, turning from what has come down to us historically, and tempting fate, in a "state of Being of care" (Heidegger, 1962: 437).

My purpose here is to cojoin value-added with upsurge and the spiral-antenarrative, as a series of Now-choices. The UPSURGE haunts value-added PROJECTS by shadowing a POSSIBLITY-FUTURE through act/deed choices in the Now. That is how value-added possibilities are related to upsurge that is not-yet, but is the antenarrative wager of what could be spiral-in-itself, cone there is a decomposition of the root-causes from stem to all four leaves of all the deficiencies and excesses. This nihilation of what-is-spiral-in-itself is what creates the void of possible spiral-for-itself to be an upsurge-that-is-not-yet being, but is a possibility-future-not-yet For-itself reality is a lack of a certain upsurge, a certain something that is created from the overcoming of deficiencies and excesses to realize the upsurge twirl of the spiral in precisely the value-added results lacking.
"Only an entity which, in its Being, is essential futural so that it is free for its death and can let itself be thrown back upon its factical 'there' by shattering itself against death - that is to say, only an entity which, as futural, is extraprimordially in the process of having-been, can, by handing down to itself the possibility it has inherited, take over its own thrownness, and be in the moment of vision for 'its time'. Only authentic temporality which is at the same time finite, makes possible something like fate - that is to say, authentic historicality" (Heidegger, 1962: 437, italics and bolded items in original).
We can summarize the main constituents of spiral-antenarrative in the following table:

The spiral-antenarrative, in sum, interweaves the epistemological, ontic, and ontological with an heart of care, snatching back from the multiplicity of possibilities what which comes closest to authentic-caring, despite our finitude (toward death), working out what we are thrown-into, with an anticipatory resoluteness, for a potential-for-Being that makes choices in factical possibilities for existence (Heidegger, 1962: 434-5). The spiral-antenarrative interweaves the narrative-abstract-plot (historicity) and the living story web (ontic) into a 'futural moment of vision' despite the 'blows of fate' by 'historicizing' choices of caring in our "resoluteness for future possibilities" and "setting up ontological conditions for fate" in a "state of Being of care" (Heidegger, 1962: 436-7, bold in original). See chapter 8 on heart-sword in the on-line book (Quantum Physics of Storytelling).

Question 2: What are the THREE parts of the Diagnostic?

1. LISTENING to what stakeholders say about dysfunctions, problems, areas needing improvement and ways to prevent dysfunctions, as well as the Hidden Costs and Untapped Revenue questions that result in fixing an estimated dollar value to behaving and structuring the business as it is being run with its Downward Economic Performance Spirals.
2. EXPERT OPINION – from you analysis of the Downward Economic Performance Spirals, trace the roots up through the Four-Leaf pointing out the Hypertrophied Dysfunctions & Hidden Costs, the Atrophied Structures and Behavior patterns that are contributing to the Downward Economic Performance Spirals.
3. MIRROR EFFECT - In Mirror Effect the consultant shares a glimpse of the POSSIBLE UPSURGE at the same time showing in the mirror the NOTHINGNESS (deficiency, lack, dysfunction, atrophies, & void) of the SPIRAL THAT LACKS UPSURGE.

Question 3: What are THREE Parts of the MIRROR EFFECT Diagnostic? Be sure to be able to do the chart.  

You actually meet with the client and go through a typed report of what you collected in your notebook. There are three parts Qualitative, Financial and Expert Opinion!

1. QUALITATIVE ANALYSIS: It consists of field notes (direct verbatim statements) quoted from various stakeholders that you entered into your storytelling notebook. There should be at least twenty of these quotes organized by theme, and within theme by type of stakeholder.

THEME: Hypertrophied Hidden Cost of Absenteeism always contain NOT or LACK:

1. Manager – “Every week the press operator does NOT show up and misses half a day of work.”
2. Press Operator – “I miss work because I LACK someone else to pick up kids from day care.”
3. Customer – “Twice I have come in to pick up my work, and been told it’s NOT ready. No one was there to run the press.”

THEME: Atrophied Structures: Mental

1. Press Operator – “I have an artistic mindset, and like to be creative, NOT to be efficient.”
2. Manager – “I do NOT care about creativity, I want efficiency, on-time production deadlines met. The press operator LACKS that something.”

ETC. – convert your fieldnotes into themes of NOT and/or LACK, sort out the types of stakeholders, and please do NOT mention names.

2. FINANCIAL ANALYSIS: There is also a Table that consists of your Financial Analysis, where you list each dysfunction, structure, behavior, hidden cost, AND the Frequency, Reasons of the Dysfunction, and the actual Root-Stem Components of Financial Consequences (DOWNWARD ECONOMIC PERFORMANCE SPIRALS).

Please use this Table in reporting MIRROR EFFECT IN Mid-Term and Final Report SEE OUTLINE FOR FULL DETAILS ON YOUR REPORT!

Here is a blank chart to fill out for your client in preparation for next quiz:

3. EXPERT OPINION:  What are several main ROOT-STEM downward economic performance spirals that your consulting highlighted.
1. The Risk Spiral of press operators losing a finger is serious situation and it stems from managers not spending enough time on training press operators in safety procedures.
2. The NonProduction Spiral stems from nonquality, which in turn is related to lack of integrated training
3. THEREFORE – the recommendation is efforts are required to train press operators in safety and quality production.

Question: 4. The Mirror Effect is part of what stage of the cyclical improvement antenarrative?

Answer: A.

Question 5: What are the upper-leaf dysfunctions and give examples from your consultations with your client?

Here is a reminder from the last quiz that has the necessary words to place next to your quotes:

Hypertrophied Dysfunctions (top leaf) of clover

• Working conditions
• Work organization
• Communication-coordination-cooperation
• Time management
• Integrated training
• Strategic implementation

Question 6: What are the Five elements of the lower leaf hidden cost and give examples from your consultations with your client?

Indicators (SYMPTOMS) of Hidden Costs - Bottom Leaf of clover

• Absenteeism
• Occupational Injuries/Diseases
• Staff Turnover
• Nonquality
• Direct Productivity Gaps

Question 7: What are the untapped revenue stem-roots of each of Mirror Effect and give examples from your consultations with your client?

Below ground, vines, roots & some above-ground runners -- that are manifesting and materializing the Hidden Costs (they are in the STEM of the Four-Leaf Clover).

• Excess Salary
• Overtime
• Overconsumption
• NonProduction
• Noncreation of Potential
• Risks

Question 8: How will your client derive UPSURGE SPIRALS from Decomposing: (A) Hypertrophied Dysfunctions, (B) Hypertrophied Hidden Costs, (C) Atrophied Structures, (D) Atrophied Behaviors, and (E) Stem-roots that run deep into the Stem of Atrophied Economic Performance?

Short answer: It has to do with freeing up space so that various sorts of efficacies create upsurge.

The upsurge-antenarrative-twirl comes from making a value-added contribution, innovating, storytelling something into material enactment, doing a revenue investment 'bet' that realizes some upsurge, or creating possibilities from your Mirror Effect DIAGNOSTIC that can be the basis of your PROJECT. These root-stems are DOWNWARD-Spirals of Excess Salary, Overtime, Overconsumption, Nonproduction, Noncreation of Potential Revenue, and too much Risk. The Atrophied Structures and Behavior in a small business feed these six Stem-Root Spirals.  For example, the Atrophied Behavior that is Cross-Level between individuals, work groups, professional categories, pressure groups, and the collective (i.e., organization, interorganization relations with suppliers and customers, transorganization alliance networks, etc.).  Resolving and dissolving these downward-spiral-antenarratives allows space to be cleared away and time to be freed up, and material-resources to be freed up that allow for possibility-UPSURGE-antenarrative-bets.

In the Four-leaf Clover framework the focus is on the dynamic relation between dysfunctions and economic performance. In the ‘Mirror Effect’ diagnostic, the consultant works with the small business personnel to record verbatim conversation and observations of behavior and structures that is fed-back in face-to-face meeting of consultant and client to explore the patterns of cross-level (behaviors and structures), and the hypertrophied dysfunctions, hidden costs, and consequential atrophied economic performance of continuing habits of behavior and mental structures. 

This Mirror Effect is a storytelling intervention into efficacy-performance relationships that is cross-level, exploring the verbatim storytelling excerpts from interviews and participant observation between individuals (workers, owners, managers, customers, vendors, etc.) and work groups (& functional, and professional groupings), inter-group behavior, and transorganizational (collective) group behaviors. Positive loops of deviation-amplification across levels and groupings and functions can feed a downward spiral or an upward one.

Question 9: Learning to Cope with Downward Atrophied Economic Performance Spirals?

Socioeconomics is a study of ‘atrophied dysfunctions’ (working conditions, work organization, etc.) that manifest ‘hypertrophied hidden costs’ (absenteeism, turnover, Nonquality, etc.) as well as atrophied structures and behaviors (pathologies), which together have stem-roots (tuber) of financial consequences (excess salary, overtime, overconsumption, nonproduction, noncreation of potential, and risks). Your SEAM consulting is aimed at reducing Hypertrophied Dysfunctions, but the finding out the Hypertrophied Hidden Costs is only part of the task. The Atrophied Structures and Behaviors stimulate and facilitate the formation of the Atrophied Economic Downward Performance Spirals.

Question 10: What is the role of Antenarratives in relation to Efficacies (or inefficacies) and the Downward Economic Performance Spirals in the Root-Stem?

Antenarratives in intra-activity with Ensembles of Inefficacies and Efficacies, and Performance results in Upward or Downward Spirals – Antenarrative + Efficacies + Performance = antenarrative-efficacy-performance spirals. The Hypertrophied Dysfunctions and the Atrophied Structures and Behaviors feed into the antenarrative-inefficacy-performance (downward) spirals. Preventing and eliminating Hypertrophied Dysfunctions and the Atrophied Structures and Behaviors facilitates the emergence of antenarrative-efficacy-performance (upward) spirals (Boje, 2011b, Quantum Physics of Storytelling Book, Chapter 5)

Figure - Ensemble of Efficacies and their Antenarrative Coutnerparts - D. Boje, Feb. 2011.

            The antenarrative nature of the upward and downward spirals is not mentioned in work on efficacy-performance spirals (Lindsley, Brass, & Thomas, 1995) not in the macro downward spiral work of joint ventures (Hambrick, Li, Xin, & Tsui, 2001).   Yet it is the antenarrating sensemaking that is intra-actively mutually causal with efficacy and performance (including both task and financial performance).   The progressive deterioration in the ensemble of efficacies (manifest, vicarious, persuasive, psychological, & proxy), cross level behaviors (between individuals, work groups, collective, etc.) and the storytelling (narrative, living story, & antenarratives) is what needs to be researched to understand spiral dynamics.

Antenarrative sets off efficacy or inefficacy expectations, as a type of sensemaking of effective (or dysfunctional) communication by level-behaviors (individuals, work groups, up to the collective-organization & transorganization network) that is implicated in constructing efficacy and task/economic performance results (atrophied or successful performance outcomes).  Hambrick, Li, Xin, and Tsui (2001) have theorized the amplifying spiral as extending beyond the solitary organization to join ventures and other Transorganizational sorts of networks. These more macro spirals are impacted by demographic structures (differences in race, gender, age, functional tenure, etc.). 

“Research in organizational failure generally supports the portrayal of collapse as a downward spiral” (Hambrick & D’Aveni, 1988: 1445).

At the level of macro strategy, such as strategic alliances, the downward spiral research and theory has not looked at either collective efficacy or at storytelling. Group level work by Hackman (1999: 481) focuses on the tendency of groups and inter-group behavior to be caught up in “self-fueling spirals” but has not looked at the storytelling aspects. Work by Lindsley, Brass, and Thomas (1995) has looked at collective efficacy at the level of inter-group behavior and organizational behavior, but not looked at more transorganizational behavior nor at storytelling aspects of upward or downward spirals.

Antenarrative is not incidental to the inefficacy-nonquality hidden costs, or to the financial consequences of nonproduction and noncreation of potential revenues at the organizational or the more macro transorganizational (e.g. strategic alliances) level of analysis of the downward economic performance spirals.

Indeed it is the cross-level patterns of behaviors and structures that fuel the upward and downward spirals. For example a certain demographic diversity is key to effective innovation and problem solving by allowing for more diverse perspectives, experiences, and mental structures to address a situation of comprehensively than when demographics are less diverse. However, then that diversity exceeds the conflict management threshold for effective dialogical exchange, the substantive and relational conflicts can be too dysfunctional, yielding stereotyping, blaming, in versus out-groups, rigidity, polarization, and so forth.

Question 11: How to use HORIVERT as a way to implement Consulting Projects to re-antenarrate downward performance spirals into upward performance spirals?    

This in Savall et al (2008: 64) means “Learning to improve economic performance while coping with dysfunctions and hidden costs, and bringing improvement to structures and behaviors. 

This begins with the Socio-economic Diagnostic. The diagnostic is a way to observe the roots of several kinds of downward spirals, and resolving those dysfunctions and atrophied processes, facilitate the formation of upward performance spirals. Interviews with a wide range of people (workers, owners, managers, customers, vendors, and so forth) gives you some diagnosis of the four-leaf clover variables (in all four leaves).

Question 12: How can the PROJECT you are planning us HORIZONTAL PROJECT FOCUS GROUPS AND VERTICAL PROJECT FOCUS GROUPS?

The Horizontal project focus groups are owners and managers working with members of various functional groups.  In this example the owner and manager work with the press department, and with sales to establish quality practices that meet customer expectations. Inviting customers to this focus group is a good idea.

The Vertical project focus group can deal with safety and training issues in the one department, connecting vertically from owner, manager, to press operator, and trainer to prevent further recurrence of injury (hidden cost) which is a great risk Spiral.

The Implementation of the Project begins with selecting actions and interventions that will stop the downward spirals and establish upward economic performance spirals.

Question 13: What is the role of the steering committee?

It is to evaluate actions implemented and keep the intervention implementation on track, so that solutions are identified to the downward spirals and upward spirals are initiated.

Evaluation of Results Did your intervention in fact have positive effects showing improvements in the downward economic performance spirals and converting hidden costs and dysfunctions, atrophied structures and behaviors into value-added economic performance spirals. Document the transformation process. Evaluate the learning process. Estimate by what percent the costs in your expert diagnosis table have changed?  Do a financial evaluation (gain per year) from doing the project implementation.   See Savall et al (2008) Figures 6.2 and 6.3 pp. 70-71.

Question 14: What are two types of action in HORIVERT? 

 HORIVERT intervention is both horizontal and vertical levels to improve performance of the whole small business enterprise by transforming downward spirals into upward ones.

1. Horizontal Action – assisting owner and manager to work with the departments/functions (horizontal) to learn to turn downward into upward spirals of economic performance. To deal with the horizontal dysfunctions, costs, structures, and behaviors contributing to downward economic spirals.
2. Vertical Action – Working with one unit/function/team/department from bottom to top to get consistency of action, to deal with vertical dysfunctions, costs, behaviors, and structures that contribute to downward economic spirals.

Question 15: What are the Two types of Loops that are in Antenarrative-Spirals?

To understand the dynamics of spirals in small business, it is necessary to look at the intra-play of two sorts of loops: deviation-amplifying and deviation-counteracting.

1. The deviation-amplifying loop of (negative) antenarrative expectations, inefficacy expectations, and economic performance expectations feeds a downward spiral by amplifying hypertrophied dysfunctions, atrophied structures and behaviors, and hypertrophied hidden costs, and in turn produces consequential economic performance disastrous to small businesses (at its very stem-roots).

2. The deviation-counteracting loop of controlling, managing, and preventing dysfunctions through acts of dialogical storytelling is an intervention in spirals to keep them from being downward (amplifying) and facilitate them being possible upward (amplifying) deviations.

Question 16: Which type of UPSURGE-Spiral Organization is your Small Business, and Draw a picture of it?

Caveat: The argument proposed by Gourlay (2003) and expanded in Bourlay & Nurse (2005) is that the evidence for the processes described by Nonaka is weak or non-existent which thus calls into question the SECI model itself. Since this remains at the heart of the overall theory, flaws in the SECI model will also affect the wider theory” (source: Jasarmi, 2007, http://editthis.info/jsarmi/Nonaka_SECI_Model).

The argument proposed by Gourlay (2003) and expanded in Bourlay & Nurse (2005) is that the evidence for the processes described by Nonaka is weak or non-existent which thus calls into question the SECI model itself. Since this remains at the heart of the overall theory, flaws in the SECI model will also affect the wider theory” (source: Jasarmi, 2007, http://editthis.info/jsarmi/Nonaka_SECI_Model).

With that caveat that knowledge spiral is more accurately a cyclical antenarrative, we will look at something beneficial that comes from looking at the co-occurrence of multiple spirals. Many small businesses have what can be called a reactor strategy: “The Reactor exhibits a pattern of adjustment to its environment that is both inconsistent and unstable; this type lacks a set of response mechanisms which it can consistently put into effect when faced with a changing environment” (Miles and Snow, 1978: 20-23). The Reactor strategy is, as Miles and Snow (1978) state, a “residual” strategy that arises when Defender, Analyzer or Prospector strategies are improperly implemented. This is oftentimes the case in the small business, which has not had the training or inclination to work out an effective strategy.

There are three ways in which spirals can be implemented in small business to effect a better alignment with the economic and market situation and the firm’s socioeconomic capacities. The idea of containing spirals by their silo, and integrating them at the top, in a Top Management spiral then force feeding them down to the lower management seems to confuse feedback cycles with spirals. Recall that tacit knowledge comes from work by Polanyi (1966): For Polanyi, the systems thinking is revealed in the assumption that “principles of each level operate under the control of the next higher level” (p. 36). 

Defender Small Business Spirals

Figure - Defender small business spiral of knowledge creation – Source: Franken & Braganza (2006)

Defender organizational spirals conform to “hierarchical organizational structure with extensive division of labor, a high degree of formalization, centralized control, and a reward system that favors production and finance” Franken & Braganza, 2006: 21). Knowledge creation is top-down, in functionally-separated and isolated silos. Communities of experts (consultants) go through the segregated knowledge silo-spirals to create complementary knowledge (ibid, p. 22).

“Defenders are organizations that deliberately choose a narrow market domain for their limited portfolio of products and/or services, thereby creating the conditions for a stable organizational form. Within this narrow domain Defenders defend their market position by either offering highly competitive priced products and/or services or ones of superior quality. Furthermore, Defenders tend to perceive developments in their niche market as stable, thereby allowing them to disregard developments outside their market domain and direct most of their efforts and investments towards improving their operational domain” Source: Franken & Braganza (2006).

Prospector small business spirals -Source: Franken & Braganza (2006)

“Prospector organizations are in many respects the polar opposite of Defender organizations; although both types have in common a consistent set of solutions to the three organizational adaptation problems. In contrast to Defenders, however, top management of Prospector organizations perceives their market environment as constantly changing. Therefore, Prospectors either have or develop core capabilities of finding and exploiting new market opportunities by offering pioneering products and/or services. Consequently, Prospectors are more concerned with maintaining their innovator image in the marketplace than serving existing markets as efficiently as possible (Franken & Braganza, 2006: 10-11).

Knowledge spirals are most prevalent at the lower levels of management, and senior management lacks a coherent view of knowledge capital (ibid, p. 23). The plus side is the way these spirals in different communities integrate with one another to keep an upward spiral momentum.

Analyzer small business spirals of knowledge creation - Source: Franken & Braganza (2006)

“However, in contrast to Prospectors, Analyzers tend to be more cautious and selective in their approach to entering new markets with pioneering products; Analyzers typically follow a “second to market but better” approach. The dual market focus of the Analyzer, a stable portfolio of products for efficiently serving existing markets and a changing portfolio of new products for new markets, makes this strategy potentially difficult to implement due to the opposing operational and administrative requirements. Miles and Snow (1978) argued that these problems could be solved by adopting a matrix structure combined with a blend of Defender and Prospector characteristics” (Franken & Braganza, 2006. P. 14)

Question: 17. MBA ONLY: What is the Observer Effect and give an example of effect your observation has had already?

Just observing (Heisenberg observer effect) has some change force in the storytelling. The small business participates in the storytelling life of its whole community, market, economy, etc. In the act-performance of storytelling consulting there is an “emotion-volition tonality,” and an “emotional-volitional thinking, a thinking that intonates, and this intonation permeates in an essential manner all moments of thought content” (Mikhail M. Bakhtin, 1993: 34). Through the Mirror Effect of pointing out the savings by eliminating dysfunctions (excesses and deficiencies) it is POSSIBLE to outline spaces of UPSURGE-ANTENARRATIVE-SPIRAL