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 25
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 relations of ...
... 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 relations of ...
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 some ...
... 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 some ...
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 effectively ...
... 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 effectively ...
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 focus is ...
... 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 focus is ...
Obsah
1 | |
the emergence of ethics | 17 |
Editors introduction to Chapter 3 | 31 |
3 Leadership power and problems of relating in processes of organizational change | 34 |
Editors introduction to Chapter 4 | 61 |
4 The role of leader and the paradox of detached involvement | 64 |
a complex responsive processes perspective | 93 |
Editors introduction to Chapter 6 | 124 |
moving from the idealized to the experienced | 126 |
Editors introduction to Chapter 7 | 151 |
7 Executive coaching and leading | 153 |
Editors introduction to Chapter 8 | 179 |
8 Leadership learning and skill development | 181 |
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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action anxiety approach argues aspects autopoiesis behavior chapter client co-created cognitive communicative interaction complex responsive processes complexity sciences concept conflict context conversation create cult values Damasio David detached involvement Doctor of Management Elias emerge emotional intelligence ethics everyday executive coaching experience explore feelings felt future George Herbert Mead gesture Goleman Griffin hospital human interaction Humanistic psychology idealized identity inclusion and exclusion individual involvement and detachment knowledge leadership leading learning line manager London mainstream Mead Mead’s meaning nature Nitsun Norbert Elias norms organizational organizations paradox particular patterns of interaction patterns of power person perspective of complex potential power relations present processes of relating recognized relationship responsive processes perspective Routledge Schein self-formation Senge sense Shotter situation skills social interaction social objects social processes spiritual Stacey systems thinking talk themes theory of complex understanding University of Hertfordshire vision whole