Therefore, although the strategy was shaped through the enactment of a situational logic of correction/compromise, its scope, from the outset, was delimited by: (i) hegemony that fostered cultural morphostasis; and (ii) the monolithic form of social organization, with its superimposition of elites and concentration of resources, that generated an internal crystallization of opposition that dissipated through negotiation and exchange to deliver incremental structural change in the form of a fragile morphostasis. The strategic arena was therefore hemmed in by a strong central bureaucracy, and the vested interests of those in power who acted to maintain the status quo, so that the strategist confronted an arena that was irrefutably morphostatic. Thus, once formed and implemented, the strategy catalysed little more than a reorganization of the ‘parts’ and the ‘people’.
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