This book argues that paradox, ambiguity and uncertainty in organizational life are the norm rather than the exception for leaders and managers. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles directly engages with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership.
This book argues that paradox, ambiguity and uncertainty in organizational life are the norm rather than the exception for leaders and managers. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles directly engages with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership.
Chris Mowles is Professor of Complexity and Management and Director of the internationally renowned Doctor of Management programme at the University of Hertfordshire, UK. Previously he worked as a senior manager in the public and voluntary sectors and was finance director of his own marketing company.
Inhaltsangabe
1.Why are uncertainty, ambiguity and paradox important for managers? 2.Taking paradox seriously 3.The paradox of involvement and detachment and the importance of practical judgement 4.Attempts to change organizational culture - the paradox of the local and the global 5.On the predictable unpredictability of organisational life: change and innovation 6.The paradox of co-operation and competition: conflict and the necessary politics of organizational life 7.Ambiguity, contradiction, and paradox in the natural sciences - creative entanglement between the knower and the known 8.Uncertainty, contradiction and paradox - so what can managers do?
1.Why are uncertainty, ambiguity and paradox important for managers? 2.Taking paradox seriously 3.The paradox of involvement and detachment and the importance of practical judgement 4.Attempts to change organizational culture - the paradox of the local and the global 5.On the predictable unpredictability of organisational life: change and innovation 6.The paradox of co-operation and competition: conflict and the necessary politics of organizational life 7.Ambiguity, contradiction, and paradox in the natural sciences - creative entanglement between the knower and the known 8.Uncertainty, contradiction and paradox - so what can managers do?
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