and international-scale problems are not widely recognized as such at
the present time.
There are other roles that an advisory group can fulfill. For example, the transition model or task-oriented group of advisors is in
common use. Assembled and engaged for a limited time and specific
mission, such an advisory set phases out of existence when its interim
role is no longer needed.
The next chapter expands on the opportunity for advisory boards to
provide some sophisticated thinking about sensing surprise events from
environmental weak signals.
Keith D. Wilcock, The Corporate Tribe ( New York: Warner Books, Inc., 1984), pp. 45-56.
Norman E. Auerbach and
William C. Turner, "Risks and Opportunities
of Foreign Investment," Chief Executive 21 ( 1982), pp. 37-40.
Peter J. Teige, and
Willis W. Harmann, "In Search of
Tomorrow's Crisis," Futurist 11 ( October 1977), pp. 264-78.
Questia, a part of Gale, Cengage Learning. www.questia.com
Book title: The Director's & Officer's Guide to Advisory Boards.
Contributors: Robert K. Mueller - Author.
Publisher: Quorum Books.
Place of publication: Westport, CT.
Publication year: 1990.
Page number: 88.
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