![]() ![]() ![]() Our recently completed book, Converging on Coherence (Lissack & Letiche, 2004), examines organizational coherence as an experienced phenomenon intimately associated with meaning and identity. As the Gratton quote above reveals, however, these attempts at popular psychology can only “work” if they address the more philosophical questions of meaning, identity, and coherence. Managerial texts, both trade and academic, have jumped on a new bandwagon: combining cognitive reasoning with complexity “theory” as a means of explaining both the degree of change experienced in the current economy and the high level of stress and anxiety that accompanies the reactions to such change. If we view organizations in this way, we must have an acute awareness of how we create meaning in our organizations, of the messages which are sent, the symbols which define our organizations, and the cues given by the policies and practices. Our corporations are populated with individuals who are striving for meaning, trying to understand what the company is about and what they have to do to succeed. ![]() We should view organizations as complex cognitive systems, made up of people who see and interpret the world around them, and who strive to create values which have meaning to them and coherence with the group. University for Humanist Studies, NLD Introduction Gaining Perspective on Organizations and their Study Complexity, Emergence, Resilience, and Coherence: ![]()
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |