Complexity and the Experience of Leading OrganizationsDouglas Griffin, Ralph Stacey Routledge, 9. 10. 2005 - Počet stran: 224 The contributors to this book are leaders, consultants or managers in organizations who provide narrative accounts of their actual work and daily experience. They explore how the perspective of complex responsive processes assists them to make sense of their experience and so to develop their practice. Offering a different method of making sense of an individual’s experience in a rapidly changing world, this book uses reflective accounts of ordinary everyday life in organizations rather than idealized accounts. The editors’ commentary introduces and contextualizes these experiences as well as drawing out key themes for further research. |
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Výsledky 1-5 z 19
Strana 6
... self - formation in which meaning and the society - wide pattern of the social object emerge . Relations of power Drawing on the work of Elias ( 1939 ) , one understands how the processes of communicative interacting constitute ...
... self - formation in which meaning and the society - wide pattern of the social object emerge . Relations of power Drawing on the work of Elias ( 1939 ) , one understands how the processes of communicative interacting constitute ...
Strana 7
... self - formation ( Joas , 2000 ) - they are fundamental aspects of self , giving meaning to life , opening up opportunities for action . They arise in intense interactive experiences which are seized by the imagination and idealized as ...
... self - formation ( Joas , 2000 ) - they are fundamental aspects of self , giving meaning to life , opening up opportunities for action . They arise in intense interactive experiences which are seized by the imagination and idealized as ...
Strana 11
... self - formation ( Joas , 2000 ) . The leader does not design them but rather participates in particularly influential ways in the processes of interaction with others in which values and norms are continually iterated and potentially ...
... self - formation ( Joas , 2000 ) . The leader does not design them but rather participates in particularly influential ways in the processes of interaction with others in which values and norms are continually iterated and potentially ...
Strana 12
... self - formation and the recognition by others of that self , while recognizing the selves of others . One cannot identify the attributes of some individual and then conclude that one with the requisite attributes will perform ...
... self - formation and the recognition by others of that self , while recognizing the selves of others . One cannot identify the attributes of some individual and then conclude that one with the requisite attributes will perform ...
Strana 14
... self - formation and self - transcendence and so cannot be designed by leaders . In Chapter 6 , James Taylor , CEO of the University of Louisville Hospital in the USA , explores his experience of interacting with others as leader . His ...
... self - formation and self - transcendence and so cannot be designed by leaders . In Chapter 6 , James Taylor , CEO of the University of Louisville Hospital in the USA , explores his experience of interacting with others as leader . His ...
Obsah
17 | |
the perspective | 25 |
Leadership power and problems of relating in processes | 34 |
Appreciative inquiry | 40 |
Conclusion | 56 |
The role of leader and the paradox of detached involvement | 64 |
Concept of the double bind | 70 |
Detached involvement | 78 |
Values and organizational practice | 120 |
moving from the idealized to | 126 |
Editors introduction to Chapter 7 | 151 |
Humanistic psychology | 157 |
Power as differentiating patterns of identity | 165 |
Editors introduction to Chapter 8 | 179 |
Irregularity and new thought | 188 |
Learning about change | 196 |
Leading is an emergent role | 86 |
a complex responsive | 93 |
Values and spirituality in the literature on organizations | 111 |
Index | 203 |
Další vydání - Zobrazit všechny
Complexity and the Experience of Leading Organizations Douglas Griffin,Ralph D. Stacey Omezený náhled - 2005 |
Complexity and the Experience of Leading Organizations Douglas Griffin,Ralph Stacey Omezený náhled - 2005 |
Complexity and the Experience of Leading Organizations Douglas Griffin,Ralph D. Stacey Omezený náhled - 2005 |
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able action approach argues arise asked aspects attention become behavior body called capacity chapter client coaching communicative complex responsive processes concept concerned context continually conversation create cult values culture described desires detached direct discussion draws effect Elias emerge emotional enabling engaged ethics example experience explore expression feelings felt follows functionalized future gesture give going Griffin happening hospital human idea idealized identity important individual influence intention interaction involvement issue kind knowing knowledge leader leadership leading learning living London Mead meaning meeting move movement nature norms object organizational organizations paradox participating particular past patterns performance person perspective possible potential power relations practice present question recognized refers reflection relationship result role self-organization sense situation skills social society spiritual Stacey structures talk themes theory thinking thought understanding understood University values vision whole