Complex Responsive Processes in Organizations: Learning and Knowledge Creation

Přední strana obálky
Psychology Press, 2001 - Počet stran: 258
Over the past decade, practicing managers and organizational theorists have been drawing attention to the centrality of information and knowledge in economic and social processes, the so-called "knowledge economy". This is reflected in the popularity of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations. More recently, attention has been drawn to emotional intelligence as an important management skill in these processes of learning and knowledge creation.

Complex Responsive Processes in Organizations argues that most of the literature on these matters, and the ways in which most practitioners now talk about them, reflect systems thinking and that its information processing view of knowledge creation is no longer tenable. The purpose of this book is to develop a different perspective, that of Complex Responsive Processes of relating, which draws on the complexity sciences as a source domain for analogies with human action. This alternative perspective places self-organizing interaction, with its intrinsic capacity to produce emergent coherence, at the center of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining. The result is a radical questioning of the belief that organizational knowledge is essentially codified and centralized. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships. From this perspective, it makes nosense to talk about measuring intellectual capital and managing knowledge.

 

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Obsah

Introduction can learning and knowledge creation in organizations really be managed?
1
The historical context
3
Moving on from systems thinking
4
Outline of the book
7
The foundations of mainstream views on learning and knowledge creation in organizations systems thinking
11
Mainstream thinking about learning and knowledge creation in organizations
13
Transmitting knowledge between individuals diffusing it across an organization and storing it in explicit forms
14
Constructing knowledge and making sense in communities of practice
30
Local rules and the structuring of communication
126
Communicative action as patterning process
130
The thematic patterning of experience
139
Conclusion
144
The emergence of enabling constraints power relations and unconscious processes
146
Turntaking power and ideology
148
The dynamics of inclusionexclusion and anxiety
151
Fantasy and unconscious processes
159

Conclusion
39
Different levels of learning and knowledge creation in organizations the individual and the social
40
The endless debate about priority and primacy
42
The individual and the social as separate mutually influencing levels
44
Moving away from the split between individual and social
61
Conclusion
64
Toward a complexity perspective the emergence of knowledge in complex responsive processes of relating
67
The emergence of the individual and the social in communicative interaction
69
Complex adaptive systems as a source domain for analogies of human acting and knowing
70
The evolution of mind self and society
75
Back to the complexity sciences as source domain for analogies
92
Conclusion
98
Communicative action in the medium of symbols
100
protosymbols
102
significant symbols
106
reified symbols
108
The multiple aspects of symbols
111
Conclusion
116
The organization of communicative action rulebased or selforganizing knowledge?
117
Global rules of language and the structuring of communication
120
Narrative forms of communication
123
Conclusion
161
Organization as communicating in the living present how knowledge emerges in complex responsive processes of relating
162
boundaries around a system or movements of process?
164
Complex responsive processes of relating in the living present
171
Conclusion
188
Systems thinking and the perspective of complex responsive processes comparisons and implications
191
Comparing systems thinking and the perspective of complex responsive processes
193
From senderreceiver to responsive relating
194
From storing to perpetually constructing memory
198
From the individualsocial split to individuals in social relationships
201
From the individual tacitunconscious to unconscious processes of relating
206
From systems of language to the action of language
210
Institutions communication and power
213
Dialogue and ordinary conversation in the living present
215
Conclusion
217
The organizational implications of complex responsive processes of knowledge creation
218
Focusing attention on the evolution of knowledge as participative selforganization
229
Autopoiesis an inappropriate analogy for human action
236
Bibliography
244
Index
253
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O autorovi (2001)

Ralph Stacey is Professor of Management and Director of the Complexity and Management Centre at the University of Hertfordshire, and a member of the Institute of Group Analysis. He is also consultant to managers at many levels accross a range of organizations and the author of a number of books and articles on strategy and complexity theory in management.

Bibliografické údaje