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2002-2005 Imagination Lab Foundation published a series of short articles for managers :

Volume 4, Number 2, 2005: Making Sense Through Metaphors Volume 4, Number 1, 2005: Becoming More Prepared: The Role of Pratical Wisdom Volume 3, Number 3, 2004: Facilitating Strategy Execution Volume 3, Number 2, 2004: Creating Beautiful Performance Volume 3, Number 1, 2004: Seeing Work Practices Through A Cultural Lens Volume 2, Number 3, 2003: Ensuring Greater Practical Value for Experiential Learning Volume 2, Number 2, 2003: Creating the Context for Dialogue Volume 2, Number 1, 2003: Reaching Better Decisions Through Guiding Principles Volume 1, Number 4, 2002: Creating the Context for Commitment Volume 1, Number 3, 2002: Preparing for the Unexpected Volume 1, Number 2, 2002: Building Identity in to Strategy Volume 1, Number 1, 2002: Crafting Strategy with Your Hands

Volume 4, Number 2, 2005: Making Sense Through Metaphors Embodied metaphors can shape how organizational members think and behave on the job, and lead to more effective organizational change initiatives.

Volume 4, Number 1, 2005: Becoming More Prepared: The Role of Pratical Wisdom Organizational leaders who develop practical wisdom through storytelling, dialogue and experiential learning can become more strategically prepared for the unexpected.

Volume 3, Number 3, 2004: Facilitating Strategy Execution By transforming the strategy process from one dominated by abstract reasoning to a richer bodily experience, strategists can gain the deep discovery, shared understanding and strong commitment that          facilitates strategy execution.

Volume 3, Number 2, 2004: Creating Beautiful Performance Like orchestra conductors, business leaders can be more transformative through better preparation, greater presence, and active participation in their tasks.

Volume 3, Number 1, 2004: Seeing Work Practices Through A Cultural Lens Mergers and acquisitions can be more successful when data is collected on both the work practices and cultural values of the organizations involved.

Volume 2, Number 3, 2003: Ensuring Greater Practical Value for Experiential Learning To be more effective, experiential learning needs to integrate business realities into the experience.

Volume 2, Number 2, 2003: Creating the Context for Dialogue Dialogue is a mode of communication that enables management teams to turn differences in viewpoints into opportunities.

Volume 2, Number 1, 2003: Reaching Better Decisions Through Guiding Principles Develop a shared set of guiding principles to improve your decision-making processes.

Volume 1, Number 4, 2002: Creating the Context for Commitment Ensuring that the stategists themselves commit to the strategy is a first step toward implementing it.

Volume 1, Number 3, 2002: Preparing for the Unexpected Playing seriously helps organizations prepare for the unexpected

Volume 1, Number 2, 2002: Building Identity in to Strategy Collectively defining the identity of your organization improves your strategy making.

Volume1, Number 1, 2002: Crafting Strategy with Your Hands Clarify the abstract ideas of strategy, infuse the strategy-making process with passion, deeper involvement and a sense of discovery… Use your hands to craft strategy.