pub.28/prod.495 Common Ground publishing. pp 141-148 Small, J. (2007). Reconciling an organisation's learning capabiity with knowledge strategy formation in a project/program management setting: A model to bridge the normative and descriptive divide in capacity planning for sustainable advantage. ESC Lille/UTS Doctoral seminar on research in strategy, project and programme management. Lille, France.

Purpose -The purpose of this paper is to emphasise projects as being part of a social process. It aims to move away from the traditional views that lay emphases on linear and predictable models of project practice to one that better highlights the complex nature of human interrelations. Design/methodology/approach -The work reported upon involved a case study where one of the authors was embedded as a reflective practitioner undertaking action learning and elicitation of knowledge from colleagues using soft systems methodology as a primary research method. Findings -Findings from the doctoral research implemented in the Middle East, indicate that socio-cultural factors in project contexts affect knowledge creation processes critical to organisational change.Research limitations/implications -Research results benefited from viewing the project organization as a "complex adaptive system" with a structurally open project entity facilitating the contextual interconnections necessary for detecting and creating environmental change. Practical implications -Pragmatic knowledge was seen as emergent through movement of human interactions and contributed to the portrayal of the project organisation as a "becoming" cognitive system whose resilience is dependent upon producing meaning as opposed to processing information. When change management is viewed in a multicultural context such as this, within this paradigm, then greater emphasis will likely be placed upon complexity and uncertainty issues arising out of the interplay of culture and the political aspects of managing change in a more empathic way. Originality/value -Complexity in project management and theory has traditionally focussed on technical and structural aspects of project practice; but given the heterogeneous nature of human capital residing in today's organisations, aligning social systems with nature where disorder and uncertainty prevail, provides a more relevant ecological model of social analysis. The paper shows that the challenge today for those working in culturally pluralistic project environments is to make sense of such multiple realities and disparities in language to effectively manage the inherent power relationships that influence project outcomes.

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Many scholars believe that linear perspective existed in classical antiquity, but a fresh examination of two key texts in Vitruvius shows that 1.2.2 is about modularity and symmetria, while 7.Pr.11 describes shading (skiagraphia). Moreover, these new interpretations are firmly based on the classical understanding of optics and the history of painting (e.g., Pliny the Elder). A third text (Philostratus, Imagines 1.4.2) suggests that the design of Roman wall painting depends on concentric circles. Philostratus’ system is then used to successfully make facsimiles of five walls, representing Styles II, III, and IV of Roman wall painting. Hence, linear perspective and its relatives, such as Panofsky’s vanishing vertical axis, should not be imposed retrospectively where they never existed.