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"Themes that are highlighted include :

• the role of language : the models developed for engineering design have resulted in new ways of talking about technological systems
• communities of practice : related to the previous point, particular engineering communities have particular ways of sharing and developing knowledge
• graphical (re)presentation : engineers have developed many ways of reducing quite complex mathematical models to more simple representations
• reification : highly abstract mathematical models are turned into ‘objects’ that can be manipulated almost like components of a physical system
• machines : not only the currently ubiquitous digital computer, but also older analogue devices, slide rules, physical models, wind tunnels and other small-scale simulators, as well as mechanical, electrical and electronic analogue computers
• mathematics and modelling as a bridging tool between disciplines

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"Rhetorical ways of thinking focuses on how the co-construction of learning models the interpretation of a mathematical situation. It is a comprehensive examination of the role of sociocultural-historical theory developed by vygotsky. This book puts forward the supposition that the major assumptions of sociocultural-historic theory are essential to understanding the theory's application to mathematical pedagogy, which explores issues relevant to learning and teaching mathematics-in-context, thus providing a valuable practical tool for general mathematics education research. The most important goal, then, is to exemplify the merging of the theory with practice and the subsequent applications to mathematics teaching and learning. This monograph contains five chapters, including a primer to vygotsky's sociocultural historic theory, three comprehensive empirical studies examining: prospective teachers perception of mathematics teaching and learning and the practice of scaffolded instruction to assist practicing teachers in developing their understanding of pedagogical content knowledge. Finally, the book concludes with a contextualization of the theory, linking it to best practices in the classroom."

"Contents: 1 Strategic management in perspective: A step in the professionalization of management 2 Thinking about strategy and organisational change: The implicit assumptions distinguishing one theory from another Part One -- SYSTEMIC WAYS OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYDNAMICS 3 The origins of systems thinking in the age of reason 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 7 Thinking about strategy process from a systemic perspective: using a process to control a process 8 A review of systemic ways of thinking about strategy and organisational dynamics 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice Part Two -- THE CHALLENGE OF COMPLEXITY TO WAYS OF THINKING 10 The complexity sciences: the sciences of uncertainty 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse Part Three -- COMPLEX RESPONSIVE PROCESSES AS A WAY OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYNAMICS 12 Responsive processes thinking: the interplay of intentions 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and models 17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the 'whole' organisation over the 'long term future' 18 Complex responsive processes: implications for thinking about organisational dynamics and strateg"