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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 individuala
(TM)s experience in a rapidly changing world, this book uses
reflective accounts of ordinary everyday life in organizations
rather than idealized accounts. The editorsa (TM) commentary
introduces and contextualizes these experiences as well as drawing
out key themes for further research.
What role do values play in organizational life? How do they
shape the efficiency and effectiveness of organizational change?
This volume examines what we actually mean when we use the term
values and what it means to act according to values in ordinary
everyday life. The contributors to this volume provide an
exposition of the circular relationship between values, conflict,
and compromise.
It can be said that current research lacks a thorough exploration
of what we actually mean by human values and what it means to act
according to values in ordinary, everyday life in organizations.
This is what the chapters in this volume seek to address through
the reflections of organizational practitioners on their ordinary
work in organizations.
Covering subject areas such as organizational theory and
behaviour, and organizational analysis as well as the sociology of
work and industry, this book will appeal to researchers and
practitioners alike.
Many of today s books on the tools and techniques of leadership
and management provide descriptions of long lists for use in
decision-making, leading, coaching and project management. This
book takes a completely different approach. It contests the claims
that the tools and techniques are based on evidence and explains
why human activities of leading and managing are simply not
amenable to scientific proof and consequently, why long-term
futures of organizations are unpredictable.
The book undertakes a critical exploration of just what these
tools and techniques are about; showing that while they may lead to
competent performance they cannot go further to expert performance
because expertise involves going beyond rules and procedures. Ralph
Stacey investigates the many questions that are thrown up as a
result of this new approach. Questions such as:
- How do we apply this new way of thinking?
- What are the practical tools and techniques it gives us?
- What is the role of leaders in an unpredictable world?
- How does complexity affect the way organizations are structured
and function?
This book will be relevant to students on courses and modules
that deal with leadership, decision-making and organizational
development and behaviour as well as professional leaders and
managers who want to develop their own understanding and
techniques.
In the past decade, complexity-based thinking has exerted
increasing, yet somewhat controversial influence over management
theory and practice. This has in some part been due to the
influence of a number of high-profile articles and the not
inconsiderable hype which accompanied them. Another feature of the
subject's development has been the diversity of the origins of the
thinking and the claims which have been made for it in terms of
managerial and organizational implications.
This is the first text to bring this thinking together, presenting
some of the most influential writing in the field and showing how
the subject has emerged, developed and continues to influence
managerial thinking. Seminal contributions to the field have been
brought together in a single accessible volume, allowing readers to
access what might otherwise appear a very diffuse literature.
Moreover, the editors, who represent some of the leading thinkers
and writers in this field, have combined these readings with a
unique commentary, indicating not only the significance of the
papers but teasing out the subtle but significant differences and
similarities between them. These commentaries take the form of a
discussion between the editors, debating the contribution that each
paper has made to the field and the influence it has had on
management thinking.
Providing a unique overview, this accessible and thought-provoking
reader will be an essential resource for anyone interested in
complexity-based approaches.
In the past decade, complexity-based thinking has exerted
increasing, yet somewhat controversial influence over management
theory and practice. This has in some part been due to the
influence of a number of high-profile articles and the not
inconsiderable hype which accompanied them. Another feature of the
subject's development has been the diversity of the origins of the
thinking and the claims which have been made for it in terms of
managerial and organizational implications.
This is the first text to bring this thinking together, presenting
some of the most influential writing in the field and showing how
the subject has emerged, developed and continues to influence
managerial thinking. Seminal contributions to the field have been
brought together in a single accessible volume, allowing readers to
access what might otherwise appear a very diffuse literature.
Moreover, the editors, who represent some of the leading thinkers
and writers in this field, have combined these readings with a
unique commentary, indicating not only the significance of the
papers but teasing out the subtle but significant differences and
similarities between them. These commentaries take the form of a
discussion between the editors, debating the contribution that each
paper has made to the field and the influence it has had on
management thinking.
Providing a unique overview, this accessible and thought-provoking
reader will be an essential resource for anyone interested in
complexity-based approaches.
The theory of complex responsive processes and its implications for
those working within organizations has become the focus of
increasing interest in recent years. This is in good part due to
the success of the editors' previous groundbreaking theory,
"Complexity and" "Emergence in Organizations,"
In this innovative new series, the editors have focussed on what
these ideas mean for practitioners tackling real organizational
issues, and how they can be used to make sense of the changes and
challenges which organizations must face. This book introduces and
explores the possible meanings of the idea of "working live." It
makes sense of the sense-making experience itself, drawing
attention to the way ideas and concepts emerge "live" in all
conversations in organizations. An appreciation of the open-ended,
improvisational nature of ongoing human communication becomes key
to such an understanding. The chapters, all written by experienced
managers and consultants, explore:
- How various forms of improvisation in social interaction can
inform ways of appreciating how those links are forged
- How these insights can illuminate the challenges of managing,
developing and changing organizational practices
In "Experiencing Risk, Spontaneity and Improvisation in
Organizational Life," Shaw and Stacey explore, through the
real-life experiences of practicing managers, some of the emerging
themes and practical insights that can be drawn from an
improvisational view of organizational life. With contributions
from managers in both the private and public sectors, the book
explores human communication skills and interactions to provide a
unique exploration of "working live." It will be ofinterest to
advanced students and practitioners.
The theory of complex responsive processes and its implications for
those working within organizations has become the focus of
increasing interest in recent years. This is in good part due to
the success of the editors' previous groundbreaking theory,
"Complexity and" "Emergence in Organizations,"
In this innovative new series, the editors have focussed on what
these ideas mean for practitioners tackling real organizational
issues, and how they can be used to make sense of the changes and
challenges which organizations must face. This book introduces and
explores the possible meanings of the idea of "working live." It
makes sense of the sense-making experience itself, drawing
attention to the way ideas and concepts emerge "live" in all
conversations in organizations. An appreciation of the open-ended,
improvisational nature of ongoing human communication becomes key
to such an understanding. The chapters, all written by experienced
managers and consultants, explore:
- How various forms of improvisation in social interaction can
inform ways of appreciating how those links are forged
- How these insights can illuminate the challenges of managing,
developing and changing organizational practices
In "Experiencing Risk, Spontaneity and Improvisation in
Organizational Life," Shaw and Stacey explore, through the
real-life experiences of practicing managers, some of the emerging
themes and practical insights that can be drawn from an
improvisational view of organizational life. With contributions
from managers in both the private and public sectors, the book
explores human communication skills and interactions to provide a
unique exploration of "working live." It will be ofinterest to
advanced students and practitioners.
A fundamental problem of public sector governance relates to the
very way of thinking it reflects; where organization is thought of
as a 'thing', a system designed to deliver what its designers
choose. This volume questions that way of thinking and takes a
perspective in which organizations are complex responsive processes
of relating between people. Bringing together the work of
participants on the Doctor of Management program at Hertfordshire
University, this book focuses on the move to marketization and
managerialism, paying particular attention to human relationships
and group dynamics. The contributors provide narrative accounts of
their work addressing questions of management, pressures,
accountability, responsiveness and traditional systems
perspectives. In considering such questions in terms of their daily
experience, they explore how the perspective of complex responsive
processes assists them in making sense of experience and developing
practice. Including an editors' commentary which introduces and
contextualizes these experiences as well as drawing out key themes
for further research, this book will be of value to academics,
students and practitioners looking for reflective accounts of real
life experiences rather than further prescriptions of what
organizational life ought to be.
A fundamental problem of public sector governance relates to the
very way of thinking it reflects; where organization is thought of
as a 'thing', a system designed to deliver what its designers
choose. This volume questions that way of thinking and takes a
perspective in which organizations are complex responsive processes
of relating between people. Bringing together the work of
participants on the Doctor of Management program at Hertfordshire
University, this book focuses on the move to marketization and
managerialism, paying particular attention to human relationships
and group dynamics. The contributors provide narrative accounts of
their work addressing questions of management, pressures,
accountability, responsiveness and traditional systems
perspectives. In considering such questions in terms of their daily
experience, they explore how the perspective of complex responsive
processes assists them in making sense of experience and developing
practice. Including an editors' commentary which introduces and
contextualizes these experiences as well as drawing out key themes
for further research, this book will be of value to academics,
students and practitioners looking for reflective accounts of real
life experiences rather than further prescriptions of what
organizational life ought to be.
The past decade has seen increasing focus on the importance of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity amongst managers and organizational theorists of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations and more recently, of emotional intelligence as an important management skill.
Complex Responsive Processes in Organizations: *argues that the systems thinking view of knowledge creation is no longer tenable *questions the belief that organizational knowledge is essentially codified and centralized *develops the alternative perspective of Complex Responsive Processes of relating, drawing on the complexity sciences for analogies with human action *places self-organizing interaction at the centre of the knowledge creating process in organizations *sees learning and knowledge creation as processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining *understands organizational knowledge to be located in the relationships between people in an organization and to reflect the qualities of those relationships.
The past decade has seen increasing focus on the importance of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity amongst practicing managers and organizational theorists of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations and more recently, of emotional intelligence as an important management skill.
This insightful book:
- argues that the information processing view of knowledge creation held by systems thinkers is no longer tenable
- develops the alternative perspective of Complex Responsive Processes of relating, drawing on the complexity sciences as a source for analogies with human action
- places self-organizing interaction at the centre 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, and 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.
What role do values play in organizational life? How do they
shape the efficiency and effectiveness of organizational change?
This volume examines what we actually mean when we use the term
values and what it means to act according to values in ordinary
everyday life. The contributors to this volume provide an
exposition of the circular relationship between values, conflict,
and compromise.
It can be said that current research lacks a thorough exploration
of what we actually mean by human values and what it means to act
according to values in ordinary, everyday life in organizations.
This is what the chapters in this volume seek to address through
the reflections of organizational practitioners on their ordinary
work in organizations.
Covering subject areas such as organizational theory and
behaviour, and organizational analysis as well as the sociology of
work and industry, this book will appeal to researchers and
practitioners alike.
The perspective of complex responsive processes draws on analogies
from the complexity sciences, bringing in the essential
characteristics of human agents, understood to emerge in social
processes of communicative interaction and power-relating. The
result is a way of thinking about life in organizations that
focuses attention on how organizational members cope with unknown
as they perpetually create organizational futures together.
Providing a natural successor to the Editors' earlier series
(Complexity and Emergence in Organizations) this series Complexity
as the Experience of Organizing, aims to take this work further by
taking very seriously the experience of organizational
practitioners, and showing how taking the perspective of complex
responsive process yields deeper insight into practice and so
develops that practice.
In this book, all of the contributors work as leaders, consultants
or managers in organizations. They provide narrative accounts of
their actual work addressingquestions such as:
- How does the work of the researcher actually assist managers when
the uncertainty is so great that they do no know what they are
doing yet?
- What does research in organizations actually achieve?
- If patters of human interaction produced nothing but further
patterns of human interaction, in the creation of which we are all
participating, is there a detached way of understanding
organizations from the position of the objective observer?
In considering such questions in terms of their daily experience,
the contributors explore how the perspective of complex responsive
processes assists them to make sense of their experience and so to
develop their practice. "AComplexity Perspective on Researching
Organizations" offers a different method for making sense of
experience in a rapidly changing world by using 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.
"A Complexity Perspective on Researching Organizations" will be of
value to readers from amongst those academics and business school
students and practitioners who are looking for reflective accounts
of real life experiences of researching in organizations, rather
than further prescriptions of what life in organizations ought to
be like.
Many of today s books on the tools and techniques of leadership
and management provide descriptions of long lists for use in
decision-making, leading, coaching and project management. This
book takes a completely different approach. It contests the claims
that the tools and techniques are based on evidence and explains
why human activities of leading and managing are simply not
amenable to scientific proof and consequently, why long-term
futures of organizations are unpredictable.
The book undertakes a critical exploration of just what these
tools and techniques are about; showing that while they may lead to
competent performance they cannot go further to expert performance
because expertise involves going beyond rules and procedures. Ralph
Stacey investigates the many questions that are thrown up as a
result of this new approach. Questions such as:
- How do we apply this new way of thinking?
- What are the practical tools and techniques it gives us?
- What is the role of leaders in an unpredictable world?
- How does complexity affect the way organizations are structured
and function?
This book will be relevant to students on courses and modules
that deal with leadership, decision-making and organizational
development and behaviour as well as professional leaders and
managers who want to develop their own understanding and
techniques.
The perspective of complex responsive processes draws on analogies
from the complexity sciences, bringing in the essential
characteristics of human agents, understood to emerge in social
processes of communicative interaction and power-relating. The
result is a way of thinking about life in organizations that
focuses attention on how organizational members cope with unknown
as they perpetually create organizational futures together.
Providing a natural successor to the Editors' earlier series
(Complexity and Emergence in Organizations) this series Complexity
as the Experience of Organizing, aims to take this work further by
taking very seriously the experience of organizational
practitioners, and showing how taking the perspective of complex
responsive process yields deeper insight into practice and so
develops that practice.
In this book, all of the contributors work as leaders, consultants
or managers in organizations. They provide narrative accounts of
their actual work addressingquestions such as:
- How does the work of the researcher actually assist managers when
the uncertainty is so great that they do no know what they are
doing yet?
- What does research in organizations actually achieve?
- If patters of human interaction produced nothing but further
patterns of human interaction, in the creation of which we are all
participating, is there a detached way of understanding
organizations from the position of the objective observer?
In considering such questions in terms of their daily experience,
the contributors explore how the perspective of complex responsive
processes assists them to make sense of their experience and so to
develop their practice. "AComplexity Perspective on Researching
Organizations" offers a different method for making sense of
experience in a rapidly changing world by using 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.
"A Complexity Perspective on Researching Organizations" will be of
value to readers from amongst those academics and business school
students and practitioners who are looking for reflective accounts
of real life experiences of researching in organizations, rather
than further prescriptions of what life in organizations ought to
be like.
Examining the experiences of organizational practitioners, this
informative book features contributions from experienced leaders,
consultants and managers in various organizations, and narrative
accounts of the contributors work address key topical
questions.
Rather than offering descriptions of organizational life, this
book provides reflective accounts of real life experiences of
researching in organizations, and will be a valuable insight for
academics and business school students and practitioners.
In considering several key questions in terms of daily
experience, the contributors explore the perspective of complex
responsive processes, investigate how this assists them to make
sense of their experience and analyze how it leads to their
development.
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