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The Situationist International (SI) has been one of the main reference points during the past 40 or more years within social movement organizing, cultural studies, social theory and philosophy. While the SI has been understood in many ways as inheritors and elaborators of an unorthodox Marxist politics drawing heavily from the history of the avant-garde, relatively little attention has been paid to the specifically strategic dimension of their thought and practice. This is surprising, especially in Debord's case, given how much his work also draws from the history of military strategy. This paper will particularly examine the strategic aspects of Debord and the SI's thought and politics and how they rethink the nature of strategy through collective forms of aesthetic–political practice. [ABSTRACT FROM PUBLISHER]

This article explores how organisational play becomes a managerial tool to increase and benefit from undecidability. The article draws on Niklas Luhmann's concept of decision and on Gregory Bateson's theory of play to create a conceptual framework for analysing the relation between decision and undecidability. With an empirical point of departure in Danish public school policy and two concrete examples of games utilised in school development, the article analyses how play is a way for organisations to simultaneously decide and also avoid making a decision, thus keeping flexibility and possibilities intact. In its final sections, the article discusses what happens to conditions of decision-making when organisations do not just see undecidability as a given condition, but as a limited resource indispensable for change and renewal. The article advances discussions of organisational play by exploring the consequences play has for the very conditions of organising and for key concepts in organisation theory. [ABSTRACT FROM PUBLISHER]