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The well-ordered, fully aligned view of organization and management
practice, with its unfailingly positive results, bears little
relationship to the world that managers and others experience every
day. This straight-line, 'do this and you'll get that' idealization
is far removed from the wiggly reality. Despite this, the former
continues to dominate the ways in which management is spoken about
and judged in formal organizational arenas and wider society. This
creates unrealistic expectations of what managers (from CEO to the
front line) can sensibly achieve independently of the actions of
others. Crucially, too, it distorts the ways in which they and
others account formally for their actions. And so, the fantasy
continues. Against this background, the book offers a radically
different way of thinking about, and engaging with, the irreducible
complexity of organization and management practice. Using
straightforward language throughout, it sets out to help managers
and others to become consciously aware of what they already know
deep down about how organization works and what they - and everyone
else - are actually doing in practice. It then offers a practical
approach to everyday practice that takes complexity seriously.
Armed with these new insights, readers will be better placed to
apply their innate understanding and practical judgement to the
demands that they and others face day to day. Whether these arise
from their roles as managers, other practitioners, policy makers,
regulatory authorities, or participants more generally.
The well-ordered, fully aligned view of organization and management
practice, with its unfailingly positive results, bears little
relationship to the world that managers and others experience every
day. This straight-line, 'do this and you'll get that' idealization
is far removed from the wiggly reality. Despite this, the former
continues to dominate the ways in which management is spoken about
and judged in formal organizational arenas and wider society. This
creates unrealistic expectations of what managers (from CEO to the
front line) can sensibly achieve independently of the actions of
others. Crucially, too, it distorts the ways in which they and
others account formally for their actions. And so, the fantasy
continues. Against this background, the book offers a radically
different way of thinking about, and engaging with, the irreducible
complexity of organization and management practice. Using
straightforward language throughout, it sets out to help managers
and others to become consciously aware of what they already know
deep down about how organization works and what they - and everyone
else - are actually doing in practice. It then offers a practical
approach to everyday practice that takes complexity seriously.
Armed with these new insights, readers will be better placed to
apply their innate understanding and practical judgement to the
demands that they and others face day to day. Whether these arise
from their roles as managers, other practitioners, policy makers,
regulatory authorities, or participants more generally.
Have you ever been to the Lake District? It's a magical place. It
has many quiet corners, and in these corners, behind the mountains
and hidden in the trees, lie many untold secrets ...Trapped in
Moonshine Mine by Chris Rodgers tells tales of myth and mystery in
the mountains, where terrible creatures prowl, dogs and ghosts can
be heroes, and boys and girls get lost in their adventures.
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