Complex Responsive Processes in Organizations: Learning and by Ralph Stacey

By Ralph Stacey

The earlier decade has visible expanding specialize in the significance of knowledge and information in monetary and social tactics, the so-called 'knowledge economy'. this can be mirrored within the acceptance among training managers and organizational theorists of notions of studying, sense-making, wisdom production, wisdom administration and highbrow capital in enterprises and extra lately, of emotional intelligence as a huge administration ability. This insightful ebook: argues that the data processing view of information construction held through structures thinkers is not any longer tenable develops the choice viewpoint of advanced Responsive procedures of bearing on, drawing at the complexity sciences as a resource for analogies with human motion areas self-organizing interplay on the centre of the information growing strategy in corporations. studying and data production are obvious as qualitative techniques of energy touching on which are emotional in addition to highbrow, inventive in addition to harmful, allowing in addition to constraining, and the result's a thorough wondering of the assumption that organizational wisdom is largely codified and centralized. in its place, organizational wisdom is known to be within the relationships among humans in a company and has to do with the characteristics of these relationships.

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Extra info for Complex Responsive Processes in Organizations: Learning and Knowledge Creation (Complexity and Emergence in Organizations)

Sample text

However, within mainstream thinking there are, of course, differences and contradictions. Furthermore, in listing the assumptions below I am giving my interpretation of what seems to me to be the implicit assumptions. Mainstream thinkers do not normally reflect upon the underlying causal framework, or the “both/and” thinking with its split between individual and social that this implies. To summarize, then, the main underlying assumptions implicit in the mainstream frame of reference seem to me to be the following: ● Assumption 1.

Similarly, power, politics and informal personal relationships are usually all thought of as obstacles to learning and knowledge creation, rather than aspects of one process of knowledge creation and destruction. These assumptions have been challenged in the literature on management and organizations in a number of ways. What the challenges have in common is that they all take issue with Assumptions 1 and 2 listed above, proposing that instead of simply representing reality, individual minds actively construct the worlds they perceive and act on.

This emphasizes the importance of unconscious processes, emotion, fantasy and informal personal relationships in the construction of perceptions. These are mainly understood to constitute obstacles to learning and knowledge creation. What is being challenged or developed here relates to Assumptions 1, 2 and 10 above. ● Second, there are critics of the notion of mental models as representations and the suggestion that brain-mind is an autopoietic system. This leads to the notion that individual minds actively create, or enact, a world.

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