Making Sense of the Organization, Volume 2: The Impermanent OrganizationJohn Wiley & Sons, 12.01.2012 - 320 Seiten Making Sense of the Organization elaborates on the influential idea that organizations are interpretation systems that scan, interpret, and learn. These selected essays represent a new approach to the way managers learn and act in response to their environment and the way organizational change evolves. Readers of this volume will find a wealth of examples and insights which go well beyond thinking and cognition to explain action. The author's ideas are at the forefront of our thinking on leadership, teams, and the management of change. “This book engages the puzzle of impermanence in organizing. Through rich examples, evocative language, artful literature citing, and imaginative connecting, Weick re-introduces core ideas and themes around attending, interpreting, acting and learning to unlock new insights about impermanent organizing. The wisdom in this book is timeless and timely. It prods scholars and managers of organizations to complicate their views of organizing in ways that enrich thought and action.” - Jane E. Dutton, Robert L. Kahn Distinguished University Professor, University of Michigan |
Inhalt
ATTENDING | 45 |
Sutcliffe and Karl E Weick | 65 |
Eastern Wisdom and Western Knowledge | 85 |
INTERPRETATION | 111 |
Organizing and the Process of Sensemaking | 129 |
ACTION | 173 |
LEARNING AND CHANGE | 223 |
Epilogue | 273 |
| 281 | |
Andere Ausgaben - Alle anzeigen
Making Sense of the Organization, Volume 2: The Impermanent Organization Karl E. Weick Eingeschränkte Leseprobe - 2012 |
Making Sense of the Organization, Volume 2: The Impermanent Organization Karl E. Weick Eingeschränkte Leseprobe - 2009 |
Making Sense of the Organization: Volume 2: The Impermanent Organization, Band 2 KARL E. WEICK Keine Leseprobe verfügbar |
Häufige Begriffe und Wortgruppen
abstractions action activity actors adaptation analysis assumptions attention awareness become Blackwell Bristol Bristol Royal Infirmary CAIB Chapter cognitive complex concepts context coordination create crucial cues culture decision discussion emergent change enactment environment error example experience expertise failure fire firefighters focus happening heedful interrelating high reliability high reliability organizations idea images impermanence improvisation interdependence interpretation interruptions issue Karl Weick knowledge labels learning less Management Mann Gulch means meditation mindful organizing NASA ongoing operations Organizational Behavior organizational studies organizational theory outcomes overload patterns Paul Gleason pediatric perception perspective planned change plausible positive organizing present-at-hand problem ready-to-hand repertoire requisite variety resilience routines sense sensemaking situation Social Psychology story structures Sutcliffe talk tend theory things thinking tion U.S. Forest Service unexpected unfolding University Press unknowable updating Weick West Nile West Nile Virus Westrum wildland wildland firefighting wisdom York