This volume explores communication in organizations and advances the theory that an organization is both a pragmatic and cognitive construction. It is written for scholars in organizational communication, org studies, management, and related fields.
Explores the concept of complexity and analyses how organizational governance can contribute to environmental sustainability. A common theme in these chapters is that organizations actively engage with their environments. Consequently, organizational responses are partly the result of iterative processes with the environment.
In the tradition of Octavia Butler, here is radical self-help, society-help, and planet-help to shape the futures we want. Change is constant. The world, our bodies, and our minds are in a constant state of flux. They are a stream of ever-mutating, emergent patterns. Rather than steel ourselves against such change, Emergent Strategy teaches us to map and assess the swirling structures and to read them as they happen, all the better to shape that which ultimately shapes us, personally and politically. A resolutely materialist spirituality based equally on science and science fiction: a wild feminist and afro-futurist ride! adrienne maree brown, co-editor of Octavia’s Brood: Science Fiction from Social Justice Movements, is a social justice facilitator, healer, and doula living in Detroit.
Chaos, catastrophe, self-organization, and complexity theories (nonlinear dynamics) now have practical and measurable roles in the functioning of work organizations. Managing Emergent Phenomena begins by describing how the concept of an organization has changed from a bureaucracy, to a humanistic and organic system, to a complex adaptive system. The dynamics concepts are then explained along with the most recent research methods for analyzing real data. Applications include: work motivation, personnel selection and turnover, creative thinking by individuals and groups, the development of social networks, coordination in work groups, the emergence of leaders, work performance in organizational hierarchies, economic problems that are relevant to organizations, techniques for predicting the future, and emergency management. Each application begins with a tight summary of standard thinking on a subject, followed by the new insights that are afforded by nonlinear dynamics and the empirical data supporting those ideas. Unusual concepts are also encountered, such as the organizational unconscious, collective intelligence, and the revolt of the slaved variables. The net results are a new perspective on what is really important in organizational life, original insights on familiar experiences, and some clear signposts for the next generation of nonlinear social scientists.
A NEW CLARITY FOR STRATEGY THEORY AND PRACTICE Consultants and academics continue to report chronic failures of strategy practice.Two causes dominate: strategy is still not fully defined, and strategy practice is still largely based on a planned versus adaptive view of the world. The Emergent Approach to Strategy digs deep into complex adaptive systems to bring a new clarity to strategy function and incorporate this understanding into practice. The emergent approach practice includes: An agile method for strategy framework design Scenario and bottleneck diagnosis techniques A four-station dashboard emphasizing execution A new set of strategy tests called the five disqualifiers Go to emergentapproach.com to access the following resources: Chapter supplements with appendixes, commentary, and added examples Five Task Sets: a guidebook for implementation of the approach Templates for use in strategy materials Additional examples of the Five Disqualifiers in various fields of endeavor
EMERGENT looks at M&A integration through a systemic lens. With real stories based on the theoretical groundwork of systemic intelligence and organizational constellations it will show why integration often fails, which systemic principles are at play, and which interventions are needed to reignite performance and innovation.
Today's organizations face a wide variety of challenges, including such contradictions as maintaining unity of action while becoming increasingly diverse. Even the definition of organization is changing and evolving. In this monograph, the authors apply their academic and professional experience to address the notion of "organization," setting forth communication as the essential modality for the constitution of organization--explaining how an organization can at the same time be both local and global, and how these properties which give organization continuity over time and across geographically dispersed situations also come to be manifested in the day-to-day of human interpersonal exchange. As a radical rethinking of the traditional discourse approaches in communication theory, this book develops a conceptual framework based on the idea that "organization" emerges in the mix of conversational and textual communicative activities that together construct organizational identity. Applying concepts from the philosophy of language, linguistics, semiotics, system design, sociology and management theory, the authors put forth a convincing argument demonstrating the materiality of language and its constructive role in organization and society.
This text is designed to assist students understand, plan, evaluate and implement effective change. It bridges current organizational change theory with practical applications through exercises.
What the Book Is About This book is about the problem of organizational learning, that is the analysis of organizations conceived as learning systems. In order to survive in a period of a rapid change, organizations must innovate and than to develop and exploit their abilities to learn. The most innovative organizations are those that can respond with great efficiency to internal and external changes. They respond to and generate technological change by acting as effective learning systems. They maximize the learning potential of ongoing and "normal" work activities. The organizational structure and the technology allow members to learn while the organizations itself learns from its members. So organizations reach high levels of innovation when structured to take advantage of the social, distributed, participative, situated processes of learning developed by its members in interaction with the technological environment. Organizations should consider learning as an explicit "productive" objective. They must create integrated learning mechanisms, that encompass technological tools, reward and incentive systems, human resource practices, belief systems, access to information, communication and mobility patterns, performance appraisal systems, organizational practices and structures. The design of efficient learning organizations requires cognitive, technological and social analyses. All the computer-based technologies (e. g. office automation, communication and group decision support) not only those devoted to and used in training activities, have to be considered as tools for organizational learning and innovation.