In the manufacturing and service industries, as well as in the professions, the fundamental nature of how we do business, and thus how we must manage, is in transition. Established rules of the game no longer seem to hold. How can managers decide and act in the midst of ambiguity and change? How can strategies be set when the familiar terms of reference no longer apply? How do effective managers cope and succeed when the very problems they should be addressing are among the major unknowns? These are the questions explored in this book. The first section of the text presents a number of maps and models for bringing order and guiding action in the face of ambiguity and change. This is followed by the presentation of strategies and practices for dealing with the problem. Some proven practices are also presented for improving day to day organizational performance.