change, jaworski, organization, regrowth, theory of learning
In Book Reviews, Pseudo-Academic on April 2, 2009 at 8:57 am
Senge, P., Scharmer, O.,C., Jaworski, J., Flowers, B.,S. (2005). Presence: An exploration of profound change in people, organizations and society. Double Day, New York, NY.
ISBN: 0-385-51624-x $27.95
In their text, Presence, Senge, Scharmer, Jaworski, and Flowers present an incredibly thorough and thought provoking theory of change based on awareness and understanding of relationships in living systems. The theory is supported by and illustrated through robust and rich qualitative data comprised of the experiences and events in the lives of the authors, influential, business, spiritual and political leaders globally. Read the rest of this entry »
collectivism, cultural differences, cultures, Hofstede, individualism, organization, power distance
In Book Reviews, Pseudo-Academic on April 2, 2009 at 8:53 am
Brandon Ching
3/17/09
Hofstede, G., Hofstede, G. J., & Hofstede, G. (2004). Cultures and Organizations: Software of
the Mind. McGraw-Hill.
Geert and Gert Hofstedeʼs book, Cultures and Organization: Software of the Mind, is an incredibly thorough and thought provoking analysis of cultural differences
and behavior within the contexts of organizations and groups. Based on original and associated research in a number of countries around the world, the Hofstedeʼs
addresses the impact of five core measures of cultural dimensions and uses them as explanatory means of national behavior and relations. Read the rest of this entry »
Argyris, defensive reasoning, organization, rationalization, transparency
In Book Reviews, Pseudo-Academic on April 2, 2009 at 8:43 am
Margaretha Warnicke
PAF 603 (Spring 2009)
Argyris, C. (2004). Reasons and rationalizations: The limits to organizational knowledge. Oxford; New York: Oxford University Press.
Chris Argyris’ (2004) most recent book builds on his prior scholarship in organizational learning and change. He unites several different theories with which he has worked over the years in this concise volume to explain two key issues: why individuals in organizations do not learn effectively and why scholars have not been very successful at helping organizations reverse this trend. He identifies defensive reasoning as the chief factor that prohibits individuals and groups within organizations from learning because they: protect one another from embarrassment or harm; employ self-referential logic; avoid transparency in order to ensure self-protection; deny and cover up their self-protective efforts; and then deny the cover up. In order to escape the cycle of defensive reasoning, Argyris proposes that organizations employ double-loop learning and action theory. Read the rest of this entry »
