This book grew out of a graduate course in cognitive organization and change that the author taught during his tenure at the University of Illinois at Chicago Circle. Two primary objectives of the course are reflected in this book: first, to provide a general conceptual framework for critically and systematically analyzing research and theory on attitude and opinion change; second, to stimulate research on fundamental problems, related to these phenomena, that are made salient as a result of this analysis. First published in 1974. Routledge is an imprint of Taylor & Francis, an informa company.
In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.
Edwin Hutchins combines his background as an anthropologist and an open ocean racing sailor and navigator in this account of how anthropological methods can be combined with cognitive theory to produce a new reading of cognitive science. His theoretical insights are grounded in an extended analysis of ship navigation—its computational basis, its historical roots, its social organization, and the details of its implementation in actual practice aboard large ships. The result is an unusual interdisciplinary approach to cognition in culturally constituted activities outside the laboratory—"in the wild." Hutchins examines a set of phenomena that have fallen in the cracks between the established disciplines of psychology and anthropology, bringing to light a new set of relationships between culture and cognition. The standard view is that culture affects the cognition of individuals. Hutchins argues instead that cultural activity systems have cognitive properties of their own that are different from the cognitive properties of the individuals who participate in them. Each action for bringing a large naval vessel into port, for example, is informed by culture: the navigation team can be seen as a cognitive and computational system. Introducing Navy life and work on the bridge, Hutchins makes a clear distinction between the cognitive properties of an individual and the cognitive properties of a system. In striking contrast to the usual laboratory tasks of research in cognitive science, he applies the principal metaphor of cognitive science—cognition as computation (adopting David Marr's paradigm)—to the navigation task. After comparing modern Western navigation with the method practiced in Micronesia, Hutchins explores the computational and cognitive properties of systems that are larger than an individual. He then turns to an analysis of learning or change in the organization of cognitive systems at several scales. Hutchins's conclusion illustrates the costs of ignoring the cultural nature of cognition, pointing to the ways in which contemporary cognitive science can be transformed by new meanings and interpretations. A Bradford Book
Classifies, presents, and discusses the contributions and the limits of the theories of organizational change using an historical perspective as its organizing scheme. This book focuses on process theories of organizational change. It discusses different theoretical perspectives and resulting implications.
See how Cognitive Coaching principles have been woven into schools, systems, and classrooms and get a complete look at the ongoing process of implementing and sustaining coaching. Ideal for teachers, administrators, staff developers, and district leaders familiar with Cognitive Coaching, this resource shows you what practitioners who have actually learned and used Cognitive Coaching think about its applications.
The Second Edition provides an overview of the theoretical and research foundation for our current understanding of organization change, including the nature and types of change organizations experience. The author reviews various models, including the one developed by Burke and Litwin, and uses cases to demonstrate how the models can be used to diagnose change issues in organizations. Emphasizing planned, revolutionary change over the gradual, evolutionary change organizations typically experience, Burke combines and integrates theory and research with application for insight into all aspects of organization change.
Interest in the field of managerial and organizational cognition has been intense over the last few years. This book explores and provides an in-depth overview of the latest developments in the area and presents answers to the questions accompanying its growth: Is the field distinctive? How does it extend our understanding of managerial processes? From different disciplinary perspectives and empirical settings, the contributors study patterns of managerial cognition. In particular, the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations.
Analiza: Metodología sintáctica y gramática universal; Bases de las "marcas" lingúísticas para las categorías sintácticas; Hacia una definición externa de las categorias sintácticas; Roles temáticos, semántica verbal y estructura causal; Marcas de casos y orden causal de participantes; Formas verbales y conceptualización de los sucesos.
A scholarly book in Management, this book will appeal to those interested in the subject of cognition and its impact on organizational studies. Contributors include such famous names as James March and William Starbuck.
